Business models are not a one-size fits all. Join Doug C. Brown as he speaks with Sarah Jolley-Jarvis, the founder of Women’s Wealth Formula, Selling Without Sleaze, and expert on balance, about the best way to optimize your model to fit your life. They discuss the importance of pacing, why it’s critical to take time off, and how to build the best business model to fit your life – and not the other way around.
Sarah Jolley-Jarvis is an Amazon international best-selling author, speaker, sales trainer, and agency owner. She helps business owners get in front of and convert their ideal customers into paying clients without feeling pushy or compromising their own integrity. She heads up sales for the agency she runs with her husband and is kept busy the rest of her time looking after their 3 children who are all under 4 years old.
Visit her website: www.womenswealthformula.com
Sarah is giving away an audio version of her international best-selling book, Selling Without Sleaze, helping you generate sales in your business without ever having to be sleazy or pushy. Click here to learn more: www.womenswealthformula.com/freeaudio
I’m bringing you an excellent guest. Her name is Sarah Jolley-Jarvis. She owns a company called Selling Without Sleaze. I brought her on here because she’s an expert on and around models, in business models and how you should use your model, how you should not use your model, is your model serving you in business, or holding you from going where you want to go whether it’s professionally or personally? We talk a lot about the utilization of time and how you want your life to be, professionally and personally.
Are you building your business around your life or are you building your life around your business? This is where business models get you stuck. You’re not clear in the beginning. The second part is about how you build processes and systems into the business model to free you up. I have heard the number 1 and 2 complaint of all entrepreneurs over the last many years. Number 1) “I want to make more money. I want to grow my company.” Number 2) “I want to work smarter, not harder. I’m tired. I’m not leveraged. The business feels heavy on me. I got my cart on my back versus the cart on the ground and I’m sitting on it. I’m able to drive the cart.”
Pay close attention to the time conversation that we are having. When that comes up amongst successful people and they go, “I don’t want to block or manage time. I don’t want to do these things,” it’s an immediate pushback for a lot of people because they’re busy running in the business versus being able to work strategically. They’re doing a tactical play. They’re not spending enough personal time.
What happens, in that case, is that life goes by. You wake up one day and you’re like, “I want to sell my business,” but you haven’t built it to be able to exit so you don’t get the multiple or people don’t want to buy it. If you do get some type of multiple, you get the average type of multiple, like 4.7% times EBITDA or something like that. Without further ado, let’s go talk to Sarah about this. Here we go.
Sarah, welcome to the show. I’m so grateful you’re here. Thanks for being here.
Thank you for having me.
For those who don’t know where you’re from, why don’t you tell them?
I am based in Warwick right in the middle of England, UK.
It’s a nice place if you’ve been to the UK. I highly recommend it. We are going to talk about business models and business models that are not sustainable. If they’re not set up appropriately, a business model will allow somebody to struggle and maybe even burn out over the process. Why is the right business model so important?
It’s around making it. It’s sustainability. If you haven’t got the right stretch in place or the right model for you, then you end up running yourself ragged, doing stuff that you weren’t necessarily good at. You don’t necessarily enjoy it. You can end up evolving and going with the business. You’re listening to your market, but you can end up in a different place from where you are wanting to end up.
It’s helpful to be intentional with stuff. if you’ve got more of a plan, you can see how close you are and how much that fits with where you want to be. I work with lots of people who have found themselves in a position where their business isn’t sustainable. They are no longer happy in that environment or no longer comfortable with the level of stress that’s involved.
It’s interesting to me because all the years I’ve been doing this, there are two major things that come out when I ask business owners about their business. The first is that they always say they want to grow their revenues. They want to sell more. The second one is that they want to work less. They’re stressed. They want to figure out how not to work so hard, “How do I work smarter than harder?” This business model is what gets people to work harder, not smarter if the model’s not the right one.
It’s interesting because lots of people come to me with the whole, “I normally want to increase my revenue or at least have it more predictable, but at the same time, I want to be working less. I want that balance.” If you can appreciate that, a lot of the time you need to put the work in to get it in a position where you can then start taking a bit more of a step back. The two things don’t necessarily go hand in hand, particularly not in the short term. It gets harder.
A lot of the time, when you start looking at the activity that’s going on, it’s not the smartest level of activity. It’s not something that you look at it and tease off. Is there any value in you doing that? What I find a lot with smaller businesses is that your customers don’t care who sends the invoice or who does the admin. That’s not the place where you add value. It’s looking at, “Where do I need to be? Where do I need to be showing up? Where can somebody else potentially, with either better skill or more cost-effective, take over that activity?”
Turn it into a system versus a sole proprietorship.
Particularly, if you’ve run your business, you’ve set it up. It’s been you from the beginning, but taking those components away and getting somebody else to do that is a different skill set in itself. When you start with processes and procedures, people regularly close over. They’re like, “I don’t want to be doing that.” I don’t want somebody to sit there literally or remotely, looking at what I’m doing and putting it out into a process.
It seems like it’s not money, but it’s not something that anyone gets excited about. It’s not having your house rewired. You don’t switch on the electricity and be like, “That’s much more effective.” It’s doing the same thing, but it’s a better system. The issue is that it’s not as exciting as some of the other purchases and investments you can make in your business.
That makes a lot of sense, but the reality is you can get a better-quality light switch. The lights go on automatically. You can get a decor switch in the United States, which it’s a lot easier to flip the switch. It’s not that little toggle switch. There are a lot of little different ways of making that lighting experience more enjoyable. I want to step back and say to companies who are starting or far down the line, there’s a different thing but the premise seems to be the same. If you get leverage in your business, one has to create a process around everything.
I did one thing with an entrepreneur one time. They had a sizable company. It was almost a $100 million company. He’s like, “I go out and get coffee twice a day for the employees.” I said, “What is that costing you?” He goes, “Nothing. I just go out and get coffee. It cost me the coffee.” I said, “Let’s figure out what you make and what your company makes per hour. Let’s figure out how much time you’re spending out going to get coffee and what that costs you.” It was darn close to $1 million a year when we figured out the numbers. He spent about three hours a day going, “I’ll go and get coffee.”
It doesn’t take that long to get coffee. He got caught up with other people. He’s socializing and doing all that other stuff. A) He could use his time back. B) I asked him, “Can’t we hire a full-time assistant just to go get coffee? I’m sure we could pay $40,000 a year.” The reason I bring that up is that a lot of people don’t think of all those little small processes as eating up their time or their revenue in the company.
You have a company called Selling Without Sleaze which I love the name of. Let’s step back. Let’s start with the person. I’m starting my company because a lot of people go, “I’ll just outsource everything. I’ll put it all into a process. I have to do nothing.” I don’t believe that’s realistic. I’ve never started a company where that ever worked. How about you?
I have heard of ones that are quite quick. They’re just taking orders and everything else. It’s dropped, shipped, and implemented for them elsewhere. In general, when you hear these things, it’s normally because it’s the anomaly, not the norm.
What I find is that when you hear about those things, they’re usually highly financed companies. They got VC money, Venture Capitalists’ money, or private funding and they’re like, “Let’s set it all up as a system in the beginning.” If we’re starting organically and we’re funding it organically, we don’t have that cash to throw at it, what do I do to start the process?
Even if we’re a larger company, I suspect the process is somewhat similar. What do I do the nuts and bolts like, “I’m a person starting out. I’ve got a small company. I’ve got eight employees I want to now create process because I’m going out and getting coffee all the time. I’m the one who’s dealing with ordering things from the office supply store?” What do they do? Can you give a roadmap in some capacity?
I’m a big fan of time tracking and time blocking. You’ve got to understand where is that time going. The number of people who said to me, “I’m a slave to my business. All I do is work all the time,” and then I’ve got them doing that exercise. If your business was your boss, how unhappy they would be with the amount of time you’re committing to that business? That’s the problem. Particularly when you set up your own business, it becomes part of your life and it’s difficult to separate the two. You’ve got it now with people who work from home and are like, “I keep putting the washing on between calls and stuff,” then you’re not focused.
When you’ve got that opportunity to work yourself, it’s something to celebrate those times when you can do stuff that you wouldn’t get away with if you had a boss, but then it’s being aware of the fact that you’re doing them, celebrating, and reminding yourself that this is a perk. If you are telling yourself, “All I’m doing is working all the time,” and you are not pointing out those moments where you’re getting that time, that you wouldn’t necessarily get otherwise. It begins to make you appreciate, “I’m not working all the time.” It gives you a bit of a perspective on it and understanding where your time goes, then you can start to highlight areas like going up for coffee, where that’s just not something that it doesn’t make business sense.
That’s when I’d start to say to people, “Is this part of your role or your personal time?” I’ve had clients do this with a team because I’ve been like, “What is your team doing?” There’s no job description. Those roles have evolved as somebody’s come on and they’ve helped. They’ve enjoyed doing one aspect of their role. They’ve started doing that aspect and they’ve put somebody else in to do some another aspect.
You end up with this organization where you don’t have clarity. You all muck in, but mucking in only works to a certain extent. It only works for certain personality types. You’ve got that clarity of who’s doing what. Until they know, how you can’t even hope to put processes and procedures in place because you’ve got no idea what’s valuable and what you need to be doing.
It’s a little bit like checking your account, seeing what’s going out of it, and thinking, “Do I need these subscriptions?” It’s quite a cleansing experience because you can look at what you do in your role. You can look at what others do and think, “We don’t need to be doing this. What is this bringing us?” I’m a big fan of always looking back at the numbers.
The numbers tell you where your business is at and how profitable an activity is. When you start looking at those numbers and understanding the cost that’s going into these different activities, you begin to understand, “Is it worthwhile in some of these activities?” Because you’ve always done them doesn’t mean that it makes business sense to continue doing them.
I’m going to time tracking because if I’m a reader and I’m going to track my time, I’m like, “That’s the last thing I want to do.”
You got to ask yourself why you don’t want to go because there’s so much tech out there now to help you.
“I don’t have time. I’m so busy. I’m running in different places.”
If you’re doing it mostly on your computer, you’ve got technology in that world. There’s an app. My husband uses it because he’s a bit of a procrastinator at times. It tells you what activities you can allocate. If you say Facebook, they can allocate that to marketing. He does it with lead gen business. He was looking at time in Facebook manager, Ads manager, and that kind of stuff. Certain Google chat apps and things like that will allocate them to client time. It’s smart. It sits behind and gathers data in the background.
That makes my life a little easier. I track my time. There was a gentleman, Ryan who was on one of my podcast episodes. He said something that I’ve adapted. You can track your time in even fifteen-minute blocks. You don’t have to go from 9:00 AM to 6:00 PM. In that 15-minute block, you break it down into 3 sections, strategic, tactical, and personal. I like that because, by nature, I’m lazy and busy. I can do that in fifteen minutes. I can look at it. If it’s strategic, great. I should be doing it as the runner of the company. If I’m starting out, I’m doing everything. The reality is that I got to get rid of the tactical things so that I have more strategic and personal time in my life.
I get people to do that retrospectively. I wouldn’t get you to do it after fifteen minutes. I’d say to people, 1 hour tops. You can reflect on the hour if you don’t want to use apps and software. What did I do in the last hour? At that moment in time, you write it down and track it for ideally a week. I know that from a compliance point of view. Shorter periods of time can be more accurate. It’s about getting accuracy and whatever works for you, but at the time, you just bring them. I like to keep things super simple. I get them to go through with different colored highlighters. I highlight the activities and put them then into categories.
You’ll find that there’s the admin and general stuff like that. Rather than labeling it at a higher level, it is to go with the nuts and bolts of, “What is it I’m doing?” Label it later and sort it out from there. This works well if you’re looking at getting a virtual assistant or somebody to help you with a particular aspect of your role. Not only are you understanding what you’re doing, but you’re also understanding how long it’s taking you. Based on all the stats that are out there, the capacities that you can expect someone to have the speed at, which you can expect someone to work at, you can know roughly how long and how many hours you need that person for per week, etc.
I have a rule that I try to follow. My wife thinks I’m crazy, but anything I have to do, I ask this question, “How do I get this done without me having to do it?” A lot of the things that people focus their time on, and I’m as guilty as anybody else, is when you start tracking it, “I don’t like it.” Everybody who is in agreement with me, “I don’t like it either.”
Here’s the thing. I don’t like weeds in my backyard either. If you don’t track your time, do it consistently, and put it into practice, like weeds, they’ll keep coming back. We’re creatures of habit as human beings. What I found is that for six months, “I’ll not do this,” then all of a sudden I’ll find out, “I’m doing this again.” What happened? I’m not tracking my dime.
I get clients to do it. They send checks. I don’t necessarily get them. They don’t have to do it all the time. I would recommend looking at software if you are going to be doing it on a long-term basis. An initial snapshot of what you’re doing, where am I spending my time, the vast majority of clients, we can get that down so that they’re at least taking half a day, over two days. You get 1/2 or 1 day. You’re getting the improvement a four-day, half a week. That is quite doable. Most of the time, we’re looking at putting admin in place and getting admin support, but in some cases, it has just been smartening up what you’re doing.
You expand a task to fit the time. If you then start time blocking, you get clarity. I get a lot of clients who do days where you are working on the strategy, then you are working on the implementation within the business. You are looking at the business development side of stuff. When you’re splitting it up like that, you can get clarity and you can get it fit and blocked in. The next bit is that you track what you’re doing and then you put it into your diary to a time that works for you. That doesn’t just include the work stuff. If it is your business and it’s a quite small business, you’re then looking at the personal time, “What do I slot in? What do I want to be doing? What’s important to me?”
Coming to something with a clear head when you have exercised and worked out, you aren’t eating and drinking properly. You’re much more efficient and it’s not about increasing productivity so you can do more, because who wants to do that? Where is the reward here? If you’ve done something like track your time, you can free up more time, so you can do more work. No wonder your brain is screaming, “No way do I want to be doing this.” You want to get some reward for this. At the end of the day, you started your own business, but you had your own motivations. Most of which come and there are some elements of work-life balance and of being able to do what you want to do.
We can get quite addicted to working. Sometimes people say to me, “I like working, so I don’t mind doing it.” It’s like, “You’re still not giving yourself that time out to come back with a fresh pair of eyes.” It’s building in those different elements, but once you have understood, “This is what I’m doing with my time,” it’s then about arranging it in a way that works for you. If you’re a morning person, there are these different assessments and stuff you can do to determine what you are if you don’t know already. “When am I most productive? When am I most creative?”
If your business is a creative-based business or you need an element in your role to be creative, you want to carve out the time when you are at your most alert. Getting me to be creative first thing in the morning would be dumb. My husband wakes up and he’s quite happy to get on with work to be all focused and or creative. That’s his most creative time. My creative time is in the evening, which is quite handy for working. That would be where I’d put my more creative stuff. I probably look to start later and then do more in the evening, but it’s working around you, and what’s the most effective time to work?
We’re talking about business models. We’re talking about how to maximize your time throughout the process of that model to maximize your ROI, not just on your business side, but also in your personal life. I’d come in and say for the record that all morning people should be shipped off to an island and no communication should ever happen with them again.
You can make things more productive for longer. Let them do their thing in the morning. We’ll come in later and do our work.
They always want you to get up early and be with them. We’re ultimately talking about growth here though, professional growth in the business and personal growth. Growth is cool. I love growth. That’s what I help companies do, but sometimes it’s not needed. It’s detrimental to the actual quality of people’s lives. They’re working all the time. They grow in the business. I remember Dave Thomas of a company called Wendy’s. I don’t know if Wendy’s is throughout all of Europe as well, but they were, they’re like a McDonald’s.
We had them. They used to be on in some bowling alleys.
Dave was extremely successful in that particular business. I remember listening to him talk. They said, “What’s the worst thing you’ve ever done?” He said, “Build Wendy’s.” The interviewer was going, “Why? You’re a dominant brand. McDonald’s, Burger King, and Wendy’s are the top three that come to people’s minds. There are five guys in the United States. Now there’s another one.” He goes, “Look at me, I’m old. I don’t have a life. It was gone. Now I’m out of Wendy’s and what am I going to do? Buy a boat? I have nothing to do.”
His purpose in life was all about building that business. That’s what he thought. What he thought when he got to that age was, “I lost time with my kids. I lost time with my family. I didn’t have ball games,” or whatever he wasn’t able to do. Growth’s not all that it’s cracked up to be. How many pairs of shoes can a person wear?
I’d studied Economics in high school. It was always like the backward bending supply curve. With labor, you’ll get to a point where the money’s not worth it and people would rather have their time back. That always stuck with me because there is that point where your diminishing returns on the amount of money you have because it is taking up that time and you don’t get time back.
Clarity of end goal is probably the number one thing that people don’t have, which causes them to build a business that gets out from underneath them.
Everyone went to university. You go to university. It takes a lot of effort sometimes to step out of the process that you’re being swept along with and think, “Why am I doing that?” It can be the same with the business. Everyone’s like, “Growth.” The amount of people that I’ve worked with and spoken to who want to make a six-figure business is like, “I want a six-figure business.” I’m like, “What do you want when you get there?”
I work with a lot of women. What I found is they find it unfulfilling. They get to that six figures and they’re like, “It’s not as good as I thought it was going to be.” I’m like, “What did you think it was going be?” They’re just like, “I’ve done it now.” Sometimes it’s the chase. It’s a bit like dating. They are chasing it. It is six figures. We’re not talking multiple seven figures. For a lot of people, six figures is a minimum expectation. These people getting there and they’re like, “I’d rather have less. I’d rather have less stress. I’d rather be doing something.” A lot of people take you out of your expertise and you would spend up doing a lot more HR.
I speak to a lot of people who are like, “What I’m done with dealing with people’s issues, as well as customer issues.” They enjoyed the implementation side of stuff. They’re good at the implementation and everything else is outside their comfort zone and things that they need to learn. It is looking at, “What do I want to do?” I remember reading the book How To Get Rich by Felix Dennis. He used to live around here. Unfortunately, he died. I think his estate was worth $500 million when he died. In his book, he made an approximate figure, but he was like, “I should have stopped at $47 million because, after $47 million, it didn’t make a difference.”
It was interesting because the book positioned itself as, “This is what you need to do if you want to get rich.” It felt like the more I went on with the book, the more I was like, “I don’t want that level.” He was talking about the sacrifices he made in his personal life and what he missed out on. He ended up with the latter part of his life and the foundation that he’s created since all going back into forestry and tree plantation which he was approaching business. There is a point at which you haven’t got the time to spend it. What were you wanting? For a lot of people, children come up. From my point of view, it’s about more, “I would settle for less if it means that I get more of that time that money can’t buy.”
I do a lot of Centurian reading, the people who make a 100 years old plus. Every one of them says the same thing, “I wish I hadn’t spent so much time working. I wish I had done more things in my life that I wanted to do that I pushed aside. I wish I hung out with more friends.” They say the same things. It doesn’t matter where they’re from in the world or their gender. It’s the same things over and over about, “I’m at the end. The only regrets I have are the quality of life moments that I didn’t live.”
What I have found from that is that you define your personal and professional success. You get clear on that, then you build your business goals off of that. When you hit those business goals, you can redefine your personal level or professional level of success again. If we don’t do that upfront, we don’t know what to say no to.
I’ve had to do this in my own personal life because as I start to get a little more in years, turning 60 was a milestone and I was like, “The house and four cars are paid, money in the bank, all this stuff, what more do I need?” I had to look at it differently. For our readers, if I would challenge them based on what you’re saying, “Track your time. Track what you’re doing,” but be clear from the beginning whether you want to grow it to that level or not.
I know a lot of business owners that had a $200 million company. He was the most miserable person on the planet. He cuts his company back to $50 million. He’s extremely happy because he doesn’t have all of that stress and things going on. When we get to a certain level of money coming in, it’s nice because you could do things in style. The reality is those things that you have, are they fulfilling you now? We all think we have. It’s 2:36 in the afternoon now and everybody thinks they have until 3:00 PM like it’s a given, but it may not be. What would you say to people like, “It makes sense, but I don’t know if can I pull this off?”
To have a little bit of a step back and think, “Why would you want to pull it off?” I don’t think you can pull stuff off when you don’t want them. What are your motivations? If you are against doing something and fighting the idea of tracking your time, why are you against that? A lot of the time it’s because you are avoiding facing up to stuff. It can be one of the things. You probably know that you are not investing your time as best you could, but all the fun little bits that you appreciate, you’re like, “They’re all going to go if I do that.” You don’t want to highlight them.
That’s the same with cutting back or looking at where your business is. It’s like, “Where are you wanting to go and why?” Everyone talks about, “You got to know your why.” People say, “I don’t know my why.” “What’s your motivation? What gets you out of bed?” That is a good starting point. All these things evolve. Not everyone has everything written in stone about what they want to achieve in their life. That can be quite good at times because it can allow you to be more flexible and make the most of the opportunities that do come up. Having a general idea of, “This is what I’d be happy with. This is what I wouldn’t be happy with.”
Let’s face it. When we talk around growth, we always talk around it like you’re going to make more money. Sometimes you can find yourself in a position where you are earning a lot less. In some cases, you are paying your staff more than what you take home. That’s fine when you’ve got the bigger picture. That business is being built up and selling it. Some businesses are difficult to sell as a growing concern in your absence. Some business formats don’t lend to selling them to somebody else.
Why are you doing that then? If you are in that growth period where you are paying people more than what you’re getting yourself, where’s the end in sight? Where are you going to say, “Enough is enough?” That’s what I’ve done with quite a few clients. We’ve discussed where are we going to say, “Enough is enough. We’re going to look at something different. We’re going to review it at this stage,” because sometimes you can keep going.
We talk around in England like, “You are plugging a dead horse.” You don’t want to keep going just because that’s what you’re supposed to do and you don’t know what else to do. Having an idea in place of, “This isn’t sustainable for any length of a period of time. I don’t want to sustain it. At this stage, we’re going to reassess and look at what we can do differently if things haven’t worked out.” It is a sensible thing to do. I’ve met people who have been waiting for that next big break or deal. They’ve been waiting for years. They’ve been getting themselves more into financial precarious positions. As they’re doing that, they’re waiting for something to happen, which doesn’t come through.
If we look at some of the most successful people in the world, eventually they get to a point where they go, “I’m cutting back,” and they take a different role. If you look at Bill Gates or Jeff Bezos of Amazon. He steps down as CEO. Oprah Winfrey, Michelle Obama, or whoever in the United States, Europe, Africa, or wherever, get to a point and go, “I’m done. I’ve had enough. I’m going to take a different lifestyle.” If it’s all about making money and growth, that’s probably easier to say when you have hundreds of millions or billions of dollars.
The reality is that most people don’t want to work that hard to ever get that kind of money. It would be nice to come in, but they’d rather win the lottery. The reality is that getting to those levels takes a lot of work. I’ve built hundreds of millions of dollars worth of companies collectively with other people. It’s a lot of work. It takes a lot of dedication and time.
It’s consistency. It’s not all the work that you do on a consistent basis. It’s not necessarily all that sexy stuff that you’d expect. There are decision-making and discussions. A lot of it is showing up and consistently doing or building on the same stuff. That can get monotonous.
If you’re traveling all over the world and you’re never seeing your children grow up or you’re seeing this or that, you’re like, “I can’t even go to a movie because I don’t have enough time,” those are alarm bells going off. Track and block your time, understand what model you’re in, understand the reason what that model is there to do, get clear on that model, and live by that model. You can always change your mind down the line and see how it goes. Sarah, how do people get ahold of you if they want to get ahold of you?
Thanks for being here. I appreciate you being on the show.
You are welcome. Thank you very much for having me.
That was fun. I had a good time there. I’m not a time management type of guy. I don’t like tracking or blocking time. I do it because it’s a necessary evil. That’s the way I look at it. A lot of you might look at it as a necessary benefit. Either way is fine as long as you do it because the reality is, if you’re spending too much of your time in the business, tactically working in the business, you’re going to get stuck. There’s no way around it. Your growth will be stuck or you’ll be building a business on your back. It feels heavy and stressful. If you’re working strategically and you’ve got the tactical components working out that they’re moving along without you, then you’re doing something right in the business.
I was just having a conversation with a friend of mine who owns a multi-eight-figure company. He was saying the same thing. He’s like, “I get reports on this, but I’m not in the day-to-day anymore. I’m managing this whole thing. Sometimes I don’t even know if it’s being done 100% the way it’s supposed to be being done, but it’s working and I can see it in the numbers that it’s working. We could always go back and optimize it. if we’re doing this right now at this level, we must be doing something right because I’m not having to deal with it. ” A couple of years prior, he was doing all of it.
You can turn your business into anything you want. I learned from a successful entrepreneur who built a $110 million company. He told me one time, “The model is what gets people stuck.” I thought that through. He’s like, “The model sets you free or the model gets you stuck.” What I know is that the model gets you stuck if you’re not clear on the endpoint that you want and you don’t build a model around that endpoint.
The first thing that I would recommend is that you write down what you truly want, not what you think you want, but get brutally honest with yourself, “What do I want professionally and personally?” Whatever it is, that’s for you. Some people will say to me, “I want to work 15 hours a week and $1 million a year.” You can build a model for that.
In the beginning, you’re probably not going to work fifteen hours a week. You’re probably going to work far more than that, but whatever it might be. Maybe you’re running a $30 million company and you’re like, “I want to run this company, but I don’t want to be in the company day to day. I want to pull money out of that company.” You could do that. You’ve got to just adjust your model in order to get there and grow to a $50 million or $100 million dollar company and get there. There are ways to do this.
You must get clear on the beginning point of where you want to be and how you want it to be in your personal life and your professional life. Once you’re clear there, it’s like having clarity on building a new home. Once you have clarity on that, you can build a blueprint and you can find people who will build a blueprint. You will find people who can do the job a lot better building the home than you probably could by yourself.
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If you want help with your business, get yourself, your employees, or your company to be one of the top earners in the world at the top 1%, or get your company to the top in its class in revenue, in your industry, reach out to me. We do a couple of different things. We do sales, revenue growth, and optimization around those points for companies. We teach people how to become the top 1% of earners in their respective markets in their respective parts of the world.
Reach out to me at Doug@CEOSalesStrategies.com. You can always check me out at @DougBrown123 on LinkedIn. Until next time, go out, sell a lot, sell things profitably, make people happy, and play win-win. Do yourself a favor. Do them a favor. Improve their day. Your day will be improved by that and so all the other people that we touch as we go through this playing win-win throughout the day. Until next time, I’m signing off. To your success.