Architecting Growth: The Ultimate Guide To Business Success With Beate Chelette [Episode 155]

Architecting Growth: The Ultimate Guide To Business Success With Beate Chelette

I’ve got a great guest for you. Her name is Beate Chelette. We’re going to talk about what it takes to grow. She’s a Growth Architect. I wanted to bring her on here because there are so many amazing things that we’re going to talk about in this particular episode. I recommend you get a pen and paper and take notes.

Speaking of growth, we are running what we call our CORE. CORE is understanding your right fit buyer. It’s out of no influence. Win that ideal buyer. It’s an interactive training for you. It’s live, taught by myself. For anyone who wants to double their sales in selling, this is a great place to start. If you had any thoughts like finding the right leads is like looking for a needle in a haystack or your offers are really good, but your prospects are not as excited as you want them to be, or you have great value but putting it into words may be the challenge, or you’re getting an interest, but it’s not translating into sales, then in most cases, your right fit buyer is not dialed in correctly.

If you’re not sure how to make yourself or those services stand out in your market, maybe it’s saturated or maybe it’s not, or you need to close every deal or more deals and you’re hitting the wall with either the pitch or the discovery session, or too many objections are coming up and you need strategies to work smarter and harder, we are running a program out called CORE. It’s a four-week program. You can get there by going to CEOSalesStrategies.com/CORE.

For a limited time only, we’re running a founder’s member’s investment on this. Check it out if you really want to know how to dial in your ideal buyer and what the buyer is thinking and feeling. The influencers are doing the same. It’s a great process to do. With that being said, we are going to go and talk about growth. We’re going to do this in a way that’s going to make you really think. Beate is an expert at this. I’m so grateful we had her come on here to the show. Without further ado, let’s go talk to her.

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Introduction

Beate, welcome to the show. Thanks so much for being here.

How can I miss it? I was looking forward to this.

Why don’t you tell everybody what you do? Let’s set the frame for the call and we’ll go into our subject.

I’m happy to do that. My name is Beate Chelette. I’m originally from Germany and I live in Los Angeles. I’m known as the Growth Architect. What that means in the simplest version is I help people with big ideas to land their planes. People come to me in three different categories. They either need to build the business model or they need to build a signature growth system that sets them apart and has that unique differentiation factor, or they are in the scaling portion of business where they want to make themselves obsolete and need to figure out a strategy on how to get there.

Signature Program

What’s a signature program? I understand, but I want to make sure everybody understands.

The signature system is for people who typically have quite a bit of experience. Inevitably, somebody says to you, “You get rich in the niche,” and then you say, “I’ve had twenty years of experience. What do you mean by a niche? Isn’t my skillset that I have the overview that I understand how these things connect?” These pesky internet marketers keep telling you, “You need to get rich in the niche.” You feel forced to let go of a large understanding of your knowledge so you can follow what is commonly assumed to be a niche. I come in and say, “Forget all of that. We create an umbrella over your entire experience, and that becomes the niche.”

I am a growth architect. My niche is that I can architect growth in three different stages. Everybody would tell me that that’s not niche or niche enough because I see the whole journey. The skillset in the signature growth system is to look at what you do and to ideate and formulate it in such a way that when somebody sees that, the entirety of your knowledge and the entire client transformation journey is to your advantage.

We build different entry points in this transformation journey so the client can self-identify, and then you may end up saying, “Congratulations. You don’t need the first portion of it. You already got that. You are already in the second part. All you need is 2 and 3. You have this business model. You go from grow to scale in no time.” That helps people to understand what it is that they’re trying to achieve and where they are at, which most people who don’t have systems cannot articulate properly. They have to find somebody who has knowledge and understanding of this one specific problem. You know as I know that what they think the problem is is most of the time not the problem.

I want to stay on this even though this wasn’t our original thought. I want to stay on this because I hear all these marketers tell people, “You got the riches. They’re in the niches.” They’re regurgitating from the stuff that they were taught many years ago or whatever.

By the same five people.

Exactly. In business, it’s okay that we have more than one thing that we can do. We don’t necessarily have to be in one specific niche. For example, I teach people how to double their sales. It’s agnostic of the industry. It really doesn’t matter because it’s the same process and the same system throughout. I could double your sales for consultants, chiropractors, manufacturers, or whatever. It’s the same process over and over. Mostly, marketers are trying to scope them for their marketing purposes, and they are missing a part of their overall revenue from that process.

What I love about what you said is it’s so freeing to some people who are like, “Not only do I double your revenue, but I train salespeople. I can help place salespeople. I can help recruiters find quality people without knowing whether they can sell because they’ve been through our program.” In my case, these are some of the things that we do. It’s so critical of what you said. What I heard is that you built an umbrella over the top of it. Therefore, once that umbrella is over the top of it, there’s an entry point that somebody can come in. It doesn’t have to be through that specific and narrow niche. Am I getting this right?

It has a lot more upsell opportunities. Let’s say somebody comes to you following your example and says, “We need to train the recruiters to find the right salespeople.” You do that, and then you look at the job description, talk to the recruiters, and then uncover that they completely missed building a sales strategy, which I’m sure is 80% of the cases. You go and say, “Now that I trained your recruiters to look for the right salespeople, you are still going to have another problem.”

What happens is because you’re using a system, you say, “See how powerful the system that I created is. This interaction has already revealed that there’s a gap here. Isn’t it amazing how powerful my system works that while we are going through this, no matter where you think your entry point is, it will show what you’re still missing?”

You can say, “The recruiters are trained, but we don’t have processes and procedures. The salespeople that I spoke to helped the recruiters with identifying these attributes that make people successful, I found out that all 4 salespeople of yours are using 4 different methods. You can’t hire for a consistent sales strategy. Why don’t you now take care of this program that I have, which fits perfectly into this piece that we uncovered?

In only 3 weeks, 1 month, 12 weeks, or 5 steps, I’ll apply my blueprint and we’ll have that piece that’s about to be plugged in. When you do that, then you find out that there is a gap between the lead generation piece.” You say, “Now that you have these salespeople and they can handle twice as many calls, but you don’t have enough leads coming in, see how great my system is. We found this other piece that’s lacking.

I know because I’m a big-picture person. I know all the pieces of the transformation journey in a business, from getting my product or service all the way to building sales teams.” You have the relationship. You have phases. You complete the phase. The client is happy. They’re asking what else you can do. They see results. You can do what you do. Imagine the opposite.

If you would come in and say, “There are about five things we need to look at. We need to look at your recruiting. We need to look at your salespeople. We need to look at their scripts. We need to look at how you offer the products,” the CEO that’s going to hire you is going to say, “Absolutely not. We have this one problem. We are hiring you for one problem.” You don’t need to upsell. You’re not making the sale yourself because it feels like you’re trying to throw too much at them. It’s better to have a system, explain the system, and say, “Congratulations. You are here, and you have already pre-sold everything else.”

Those of you who didn’t write that down, please do.

Is this gold?

Yes. Beate is on target with this. I’ll give you a real-life illustration of something that happened on the recruiting side of this. There was a company, west coast company. We went through that system process that you talked about. We were finding all these places to optimize. One of the things I realized is even though this company had been in business for ten years, they really didn’t have their right fit buyer dialed in.

When I talked to them about it, I said, “Your right-fit buyer is not your direct customer.” These people were going after very large clients using a direct sales team. I said, “Your direct customer would be reached better through existing relationships. Let’s build an agent program.” They said to me, “That sounds like a great idea, but I don’t know anything about it.” That gave me the opportunity to say, “I can help you with that,” which I did.

Long story short, that gave them, in less than 15 months, an 80% increase in revenue growth. What was happening was that before, only 2 or 3 salespeople could penetrate into these enterprise-level accounts or high-end accounts. The moment we opened it up to an agent base, it opened it up to hundreds of different people who already had a relationship with these types of companies. They were walking them into these companies, so their revenue went way up in the air.

Identifying The True Problem

What I love about what you said was the word problem before. The reality is that most people think they understand what the problem is, but they’re not really talking to either the problem or the problem that’s going to come up that gives them an opportunity, the buyer. What is the rationale that you think behind people who can’t identify the true problem in a lot of cases?

It’s not their subject matter expertise. It’s like when I go into the Nike store. All I know is I need a shoe, but I need the salesperson to take me through, “Do you need a running shoe? Do you need a tennis shoe? Do you need a pickleball shoe? Do you need a football shoe? Which section am I even going to put you in? Do you need a CrossFit shoe?”

I’m then going to stand in front of a selection of a bunch of shoes and say, “Which one’s right for me?” The salesperson will say, “Do you have a high arch? Do you have a flat foot? When you typically wear a shoe, what are your problems? This shoe is specifically designed for that.” We have to remember that our job as salespeople, consultants, coaches, or advisors is to help our clients figure out what the real problem is.

It’s a simple example, but my mother is hard of hearing. She refuses to accept that. She yells at me nonstop and then she tells me to speak louder. I don’t want to yell at my mother. She says, “I don’t have this problem with my sister.” I’m like, “That’s right because you both are in a screaming match when you’re on the phone, and that’s okay.”

Her understanding of the problem that her hearing is going out is something she does not want to accept. I know that she has a problem because it’s obvious. In order to get my mother to wear a hearing aid or to make the neighbor downstairs stop with the broom hitting the ceiling because her TV is so loud, we had to go in, take the remote away, and install a device that goes on a headset so she can no longer even touch the volume on her tv. All the neighbors were complaining, but she refused to believe she had this problem.

Our job always is to say, “What is the level of understanding and willingness to address the actual problem?” It’s our job to build the system around this so that they eventually are guided to the solution, and then they can think that they came up with it on their own. When I teach a course or a program, I have a section in my programs where I prepare my clients that there is the psychology of change. The psychology of change, if you’ve ever looked at the curve, there’s something called the Valley of Despair. You start all enthusiastically and then you realize it’s work. You have to make the changes. You blame the trainer. You’re like, “This is worthless. It wasn’t worth the money.”

I purposely put it in the training, and then when it comes up and I hear these concerns, I say, “Page 56.” I’m like, “I wish I could tell you you are that special, but you’re really not. This is the psychology of change. Congratulations. If you did not experience this, you would not be going through what I expect you to go through, the pain of making the change. If you didn’t experience that, you would give me lip service, but you wouldn’t be doing the work.

Since you’re here and you feel that anxiety and the despair of the Valley of Despair in the psychology of change, that tells me you’re exactly where you need to be. This is why only 4% of businesses get over $1 million. It’s because this is where people turn around. You now have to make a 4% change commitment to push through this to get out.”

They are then having confirmation that what they’re feeling is correct. They understand that there is actual cadence to what’s happening. They know the problem. They self-identified even though that’s not what they thought. They thought, “I suck,” and then they realized that change sucks. They made the commitment to change, and then they’re in a change and it’s uncomfortable. They have to push through that.

That’s what a good system does. It helps your clients and the people you’re talking to to catch themselves when they’re going through these moments to say, “That’s fully what we expected. We expected that out of 10, 3 salespeople would quit.” When you change something in a sales department, a new structure, or a new script, inevitably, people are going to blame the people making the improvements. They’re going to leave because they’re not willing to go further than that. When you go in, you prepare your clients, and people will leave at that point.

If we don’t do that, then it’s our fault. It’s one of those scenarios that inevitably, change is going to change something.

Emphasis on the actual word, change.

This is something that when people are selling to CEOs to understand, there’s also got to be this understanding or willingness for them to accept that as well, or the sale is pretty much never going to happen. In rare instances, we can overcome it, but a lot of times, the buyer’s remorse will kick in. If we had to look at price as a factor or change as a factor, the lack of willingness to change will always result in the lack of willingness to, “The price will always be too high,” or, “This will always be too high.”

What I love about what you’re saying is that when we identify the true nature of this problem or the problem that can lead to an opportunity, then change must be addressed in the process. Without the change, the end result won’t happen. It’s okay for them to be indifferent, like, “I don’t care. I’m not going to do this,” and then we know where they stand.

It’s always that little pretender up into the potential that gets people missing. It’s like, “I want to go forward with this.” You’re like, “I’ll send you a proposal,” and then you hear back, “We haven’t made the decision.” You’re like, “Why?” They’re like, “We’re not willing to change right now to commit to the timeframe.”

Not making the decision is the decision. That is also a part of the psychology, mindset, or spiritual aspect of this as we are selling to CEOs. We also have to remind ourselves there has to be resonance and alignment. If I go in and sign a client who then writes me as she sits in Mexico on a beach reading my book, telling me tears are streaming down her face and she finally feels that she’s working with somebody who understands who she is or somebody who is lying to me about the fund’s availability and their desire to commit to making the change, which client do I want to work with? Where do I feel I’d get better results?

We also have to make sure, and that’s why these systems are so important, to say, well, “What you can expect when you invest in this portion is this is what’s going to happen. The reason it’s laid out for this amount of time frame is because, in our experience, this is a typical path of how this unfolds. When it happens and then people get mad at you, you say, “Remember that you are exactly where you need to be.”

The alcoholic has to hit rock bottom to realize that they’ve blown every piece in their life that was worthwhile or that they’re killing themselves or the people around them. You have to get to that point. The desire to change has to be greater than the fear of change. The pain of staying must exceed the fear of change by a higher factor. It’s like, “If it is uncomfortable but okay to be where I’m at, I’m not changing. If anything but this, then I will change.”

I’m going to dig into this a bit because this is so important. There are so many people tuning in, trying to make decisions on certain things. We all know what’s going on with the economy. We know what’s going on with inflation. We know what’s going on with this. Naturally, what people do in an economy like this is they try to pull back. They try to stay safe. I’m always saying, “This is the time to push the pedal down. This is the time to get the extra engine out on the boat. Rev it up and go because your competitors are going to be doing what we’re talking about.”

They do nothing.

I’m like, “If you push forward now, it will be painful. This is going to happen. It’s going to be a little scary, but this turns around. Every economy always does.” Not you, but I can remember the real estate downturn.

I remember. Believe me. I was there. I bought a house and then I saw the plummet.

We can all remember what happened, but what happened? It rebounded.

It went up like crazy.

It’s insane.

It doubled in value.

Imagine if we were astute enough back then to go, “Real estate went from 18% to 15% to buy a house,” and we went, “It doesn’t matter. We’re looking at this differently now,” and we invested in 200 buildings that we rented for 10 years, and then when it doubled, we sold them all off, we wouldn’t be feeling that way.

This is why I wanted to dig into this. What I’m hearing you do is create what we would call an upfront agreement or an upfront contract with the individual or entity. You are telling them, “Since this system is predictable, you can measure these things in the system,” because they have a system. You’re like, “The biggest challenge we’re going to have is your desire for change, which is not big enough to overcome the fear of change. If it’s equal, then they’re going to resonate in the middle, which is still fear. No movement will happen. If it does, it’s not going to get off the ground based on what the plan is because that fear is always going to drag on an airplane that’s trying to lift off.” Do I have this correct?

Yes. I have a good example for that that really puts it in perspective. Imagine it’s spring. You’re going for a walk and there’s an oak tree. This oak tree is like no other oak tree. This oak is a smart oak tree that says, “Times are tough. I have to preserve my energy. I’m going to put out 100 leaves. We’ll see how it goes.

If the squirrels come or the birds come and they appreciate my 100 leaves or if people look at the 100 leaves and say, “These are really amazing 100 leaves,” then I’m going to do a slow rollout over the next couple months because then, I’ve preserved my energy. I made sure that was a good market fit. I had a minimum viable offer,” the whole nine yards. Says no tree ever.

What makes you think you, the reader, that a law that does not exist in nature or science would work for you? To me, it’s really that simple. When was the last time you loved a little bit and carefully, and then you kept the bigger love for later? When did you tell your child when they were falling and they were beginning to walk, “Give it up. It’s never going to happen. You don’t have the strength in your legs. Forget it.” We have the expectation that our children will walk, and magically, they do. We have an expectation that the tree, unless it’s sick, will give us everything it has only to lose it all over again.

If the concepts, laws, and principles exist in nature, they have to apply to us, too. It is we who constantly fight this and come up with stuff that can’t work because it doesn’t exist. All there is this fear because you say, “I’ll try to be careful.” The protection mechanism, like if I think about hugging a child and protecting it, is a downward motion. Growth is an upward motion. If you’re protecting, you’re effectively pushing it down. It can’t grow. It can only grow if growth is the essence of it.

It’s a law. It’s scientifically proven. In order to grow, certain things have to happen. It has to have water. It has to have food. It has to have sun. It has to have light. It has to have these elements to grow. You preserve your energy with your plant. If you give it less water, less food, and less light, it’s going to die. If that principle is a principle of the world that we live in, do you think that’s going to work in business?

I realized something, and I want your feedback whether I’m on or off. I wrote it down because, as you were saying all this, I’m like, “People think they’re outside the laws of nature.”

They’re like, “I’m so special.” You’re not.

It hit me. Everything we’re talking about is people. They look at nature and tend to go, “It’s beautiful. It’s nature. It’s this. It’s that,” but they don’t realize that they are part of nature. The oak tree thing was really cool. I live near the mountains. Around the mountains, there are animals, bears, small rodents, and whatever.

I remember one time I drove up and there was a black bear, which is usually a pretty docile creature around us. He saw me and it took off.  If I was a black bear weighing 150 pounds and I saw a big truck pull up next to me, I’d probably get out of there, too, not knowing what it is. That bear was in fear and had an instinct, and it took off.

It isn’t like fear is a bad thing. That’s not what I’m hearing you say. What I’m saying is whether fear controls our decision for growth or our fear controls our decision for protection, that is the determining factor, because you’re the growth architect, whether or not growth happens to someone.

You’re not saying, “Be dumb. Wrap yourself up in a meat dress and jump in a shark tank.” It’s okay to be fearful to do something like that. What you’re saying is if one wants to grow, they’ve got to wrap their brains around this that desire for change must supersede or be elevated above and beyond even by a little bit or a lot, if it can be, that anchor of fear.

The Talent Worth Calculator

Once we identify the problem or the opportunity in the future, we ask ourselves, “Is this the real truth that we want?” If that’s the case, then anything can happen with growth. In other words, our earning potential is unlimited unless there’s a market process or something. You did this really cool thing. You created What’s Your Talent Worth? It’s a real earning potential mathematical calculator that somebody can take. It takes them less than a minute. Why don’t you tell? They can figure out what their potential earnings are.

There are a couple of things that you said that I love. You get it. There are two more things I want to add. Number one, I always ask my clients three questions. I’m like, “What you’re trying to do, is that something that anybody has ever done?” They say, “Yeah. People make sales.” I’m like, “If other people do it, is it possible for you?” They’re like, “If Doug knows how to sell, then I probably could do that too, right?” I’m like, “Yes. If you know it’s possible and you know somebody who does it, then you can do this, too. The question is not, “Can I?” The question is, “How can I?” We immediately shifted this.

The second piece I want to add to what you said is that once you make the decision, that’s the critical inflection point in sales, your career, your relationships with yourself or anybody, and your personal growth. It has to be a decision. Think about the oak tree. The oak tree makes that full commitment every year in spring. No, what, but, if, and when is a fact.

If this is the law of commitment to whatever it is, then unless you’re fully committed, you’re going to be a weird-looking oak tree. People are going to look at that oak tree and say, “It must be sick,” or, “Something’s wrong with it. It looks weird.” They go to the beautiful oak tree and have their picnic under that tree because it’s fully committed.

You are correct. People have a story that they tell themselves. This is the mindset piece of this where they believe that the story that they’re telling themselves is true. If I would give up that story that sales are hard and that there are a lot of really bad salespeople, I know a lot of great salespeople. I know a lot of people who like buying stuff. I know a lot of people who are looking for what you are offering. Why are they making sales and you are not? That’s because they don’t have that story.

They are genuinely excited when they go in and say, “I nailed it. I figured out exactly what the problem was. I had the perfect solution. It took us two days and the lights came on. Look at the guy now. He’s the number one guy in the company. Yay me. Yay my system. Yay my ability to find the right clients.” Here’s the other guy that’s like, “I feel uncomfortable cold calling. What are people thinking?” That’s a story, wherever that story comes from or whatever meaning you give that. That has to come first.

To go back to what you originally asked before I went on this whole tangent, why did I do this quiz? I have people over and over again who say, “Is it worth it? Can I even do it? What is it worth?” I sat down and said, “If I were to create a profit formula, I could mathematically calculate and tell people what these different factors are, market desirability, scarcity, and experience.” I came up with five factors. I created this profit formula, and then I tested it. The results are unbelievably accurate.

People come back and say, “That’s not what I’m making.” I’m like, “Of course not because you believe a story that you’re telling yourself that’s not reflecting the real value of what you could be doing.” We are back in the decision-making process that we talked about. What are you going to do about it? You’re going to go back to fear mode. You’re like, “It’s better to have a paycheck. My wife will kill me. I have bills to pay,” or, “I see my potential. I’m all in. Where and how can I live up to this potential of mine?” If you’re a good salesperson and you’re reading this, your earning potential is virtually limitless in this environment.

Firstly, sick oak trees usually get cut down by your competitors when you’re on the side of selling.

That’s a good story. You should use that for your sales conversations.

I wrote it down because I love the analogy so much. What resonated so well with me was when I bought my home, I had this huge oak tree that was very close to the house. It was beautiful, but it was dry-rotting from the inside. We had to cut it down, but what it would do is only 1/2 of the tree would populate with leaves.

It’s a real example for you.

It was a beautiful tree, but it couldn’t be saved. It tried to produce, but it wasn’t up to the level of all the other trees on the property, so down it had to come. This is what happens to people in life with the stories that they tell themselves and the questions they ask, like, “Can I really do this? Am I worth it? What happens if?” There are all of these futuristic, anxiety-provoking questions versus saying, “Other people have had this. I could do this.”

Probably one of the best questions they could ask is, “Is the story that I’m telling myself the truth or am I making it true?” It’s that type of thing. I know because in selling, one person walks in and they’re confident and very on point. The other one’s timid for whatever reasons. Maybe they grew up that way and it was habituated or whatever it is. They have to deal with that. In life, confidence is sexy. People love confidence.

The Importance Of Immediate Action

I wanted to comment on what you said about a decision. I have found that decisions aren’t a real decision until action is taken upon it. Many people say, “I decided to do this.” You’re like, “When?” They’re like, “1972.” You’re like, “We’re in 2024. What happened?” It’s called the law of diminishing intent, which means the longer we put off something, the more likely it’ll never ever come to fruition. As a growth architect who specializes in people’s growth, and I know the answer to this question, but I want to get it from you, the expert, how important is it for somebody to say, “I made this decision,” and to take action immediately or quickly?

It’s everything. The real reason behind it is you have to keep your own word. In mindset work or in human psychology, what we do know is that people who say, “I will,” and then they never do it, we say, “You can’t trust him. He never keeps his word.” You teach yourself that when you make a decision and you don’t take action on it, you cannot trust yourself. There is no greater damage you can do to your own psychology than that.

It is better to say, “I’m making a decision to improve myself or to improve my skill. I’m going to start with 1 day a week or 1 hour a week,” and you keep your word. What people do is they say, “I’m going to change everything. I’m going to do it all at once. In six months, I’m going to be a completely changed person,” and then they get overwhelmed with the magnitude of the different items that go with change and the psychology of change, the Valley of Despair. They don’t know what to do because they’re completely unprepared.

It is much better in decision-making to say, “I’m going to make a big decision. I can make a big decision. I’m going to become the best salesperson in my company.” The 1st decision that you make is the 1st step. The first step is I’m going to lobby to bring someone like you. You come to my company. I’m going to ask you, “I’m really committed to being this best salesperson. What do I need to tell my boss?” Knowing you, you already have that already. You can probably already help this guy sell you to his boss.

If he comes with that commitment and is an internal champion, your chances of making the sale are much higher. That’s a decision with an action. People say, “My company doesn’t do anything to help me to be the best salesperson, but I want to be the best salesperson. I make the decision, but they’re not doing that part. Therefore, I can’t be it.” That is exactly what you’re talking about. Let’s say what it is. It’s BS.

If you’re making a decision, you walk in with how this decision can be executed. Reverse engineer. That’s growth architecture. That’s my first question for every client I have. I’m like, “What do you want? I can only architect what you want. I cannot architect a vague vision of greatness. If you tell me that you want to make yourself obsolete with an exit strategy in 3 years and you have a $1 million business, I can architect that for you.

If you tell me that you want to have industry leadership, I can architect that for you. If you tell me that you are tired of working so hard and need to bring in a second to free yourself up and do this part, I can architect that. I cannot architect a wish. I can architect a decision because I can make a plan for a decision.”

The clarity in that comment is paramount to its success. That makes a lot of sense. The quiz is WhatsYourTalentWorth.com?

Yeah.

How To Connect With Beate

If somebody wants to reach out because they’re like, “This lady is beyond smart,” which you are, and they’re like, “I want growth. I have this and I want to accomplish this and that. I want some help around that,” how do they learn more about you? How do they get a hold of you?

You can find me everywhere as Beate Chelette or the Growth Architect. If you’ve read something on this show, go to UncoverySession.com. Grab 50 minutes with me. I’ll be happy to show you how the system works, give you some insights, and help you figure out where you might be stuck or what might need to happen next.

While we are at it, will you please, the reader, go to wherever you pick up the show and give Doug a five-star review, subscribe to the show, and share it with one other person? If you can leave a comment, that’s even better. Everything is ruled by AI. Engagement is only measured by data and analytics. It’s a labor of love. Give Doug some love back.

I really appreciate that. Is it UncoverySession.com?

Yes. That goes directly to my calendar. I always say that luck favors the bold. Taking action is always great. If you hear something and you go, “I need to go there,” then do it.

Remember. A decision is an action. If you’re thinking, “I got to go to UncoverySession.com,” and then you put it off, guess what’s going to happen? It will get put off.

Nothing happens.

Something else will come in the way. Before you know it, the gal that you wanted to ask out at one time is going out with your best friend or someone you know.

Exactly. They’re already married and pregnant on the back of a much better motorcycle than yours.

That’s a painful situation but it’s a true story. I had that happen to me, but not on the motorcycle. When I was in early grade school, there was the prettiest girl in the school. I liked her and she liked me, but I didn’t have the courage at that time to go up and ask her out. My friend at the time, her name was Mary Allen, came up and said to me, “Why don’t you go ask Karen out to the dance?” I said, “I don’t think Karen would want to go out with me.”

She said, “Are you kidding me? She’s talking to all the girls about you. You should have asked her out to the dance.” I said, “I should have asked her out?” She goes, “Yes. It’s too late. JP Selini asked her out to the dance and she said yes.” The story’s even worse because I said, “She went out with JP.” My older brother also thought she was attractive, so he asked her out and ended up dating her for a very long time.

Your inaction set an unfortunate series of events in motion.

Conclusion

From that point on, I made the decision that if I wanted something, I take action. If you don’t, then things are going to pass us by. Thanks so much for being here on the show, bringing your A-game, playing with me, and having fun. I’d love to have you back again if you so desire.

It has been a blast. I feel like we barely touched some of these things. You do such amazing work. It’s so fun to talk to you. I wish you nothing but the best. Please listen to what Doug tells you. He knows his stuff. I talk to a lot of people. I know BS from the real stuff. He’s the real deal.

Thanks again. I appreciate that. Folks, go to UncoverySession.com. If you want to talk with her, do it. Stop what you’re doing. Type in UncoverySession.com. Go there, fill it out, and make the appointment. Thanks for being here.

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What resonated with you here? Was it making a decision that is not a decision until action is taken? Thus, putting off decisions and not taking immediate action leads to the ability of it probably not happening, at least in the short-term and most likely not in the long-term. Remember that the law of diminishing intent is a law. Maybe it was that you’re part of nature. What happens in nature also happens to you. You can’t fight the natural laws of nature, or you can, but you’re not going to win. No one has.

We have defied gravity by building airplanes. We have defied gravity by building rocket ships. The reality is you need fuel in those things. Otherwise, gravity wins and takes over in time. When we are dealing with the laws of nature about human interaction, which we do, and we’re doing those things, remember that the law of nature is always going to prevail. The law of nature says that a decision is not a decision until it’s in action, so take immediate action on anything that you do. Therefore, you have a solid decision.

Tear down the walls of this fear thing and understand that it’s okay. We all have fears. We’re human beings. It’s the law of nature. Remember the bear story I was telling you about in the episode? The bear ran away. The bear was smart. If the bear had to ask the question, “Is this true? Am I afraid? Is there danger to feel here or is this person stopping by to take a look at me?” The bear wouldn’t have had to run away. Remember. If you’re running away from things, it’s okay as long as it’s in the perception of reality that you should be running. If the bear was running at you, you might want to go up the tree and take off. Unless it’s a black bear that climbs trees, you don’t want to go up there.

The point is sometimes, fear and acting upon fear is legitimate. If you’re in the middle of a fire, you don’t want to be necessarily standing there and letting the smoke overtake you because then, it will choke you off and you’re out. In business, you don’t want to be in the middle of the fire all the time, having the smoke choke you out. Sometimes, you have to step out of it. It’s good to have fear serve you, but the question is, is fear serving you, or is fear that perception, and you’re acting in accordance with that perception, which is really not true?

In other words, if you want something and you’re telling yourself and asking yourself questions that aren’t giving you answers that you want, like, “Can I do this? Is it possible?” Those are all good questions of curiosity, but your brain’s going to come back with, if you’re in a state of fear, “You can’t,” and you’ll justify it. If you said, “Can I do this? Based on the evidence of everyone else who has done this, I believe that I have more of a fighter’s chance of winning,” then those are better questions. “How can I?” Ask those types of questions.

The point is you can do anything in your life that you want. If it’s been evidenced by someone else who has already done it and maybe they’re a little more intelligent, that doesn’t necessarily mean that you can’t do it. Maybe they’re less intelligent. That doesn’t mean you can’t do it either. There have been a lot of great things that have happened in life because people have stepped up and had this higher level of desire to grow, push the fear to the side, take action, and act on the decision.

Once you do that and you have a system for acquisition of what you’re looking for, you have a system that’s in play. There are tons of systems out there. If you don’t know the system, you don’t even have to necessarily create the system. You can find people who have already created the system, model that system, and bring that forth. Once you have that, you can measure what you’re looking for. You can then gauge with metrics and truth. It’s not a subjective but objective truth about, “What’s not working? What is working?” You can adjust as you go along.

The other thing that Beate said, and I agree with her, is people try to take on too much in the beginning. In other words, it’s like, “I’m going to go to the gym and lift 400 pounds on the bench press,” or whatever exercise you’re looking to do. Maybe you’ve never lifted 200 pounds before. You might be a big, strong person who can do that, but most of us, if you can do 200 pounds, we got to start and build up the 205, 210, 220, 225, and so on and take it in increments. Maybe after you start building that muscle, then maybe you can go from 250 to 275 to 300 to 325. You can start to get compounding growth.

Remember. If you’re improving 1% a day, in 70 days, you’re twice as good. Mr. Alan Weiss said that. If you take 1% a day and you get better over a year period of time, you’re 37 times better than where you were when you started out. If it’s not 1%, take 0.5%, or .25%, or 0.1%. You’ll still be four times better than you were at the beginning when you started. One year later, you will be better.

If you love this show, please give it a review. I would be forever grateful. It takes a few minutes. If you or somebody you know could be on this show and bring great value to someone, you could reach out to us and let us know at YouMatter@CEOSalesStrategies.com. If you are looking to know, influence, and win your ideal, right buyer, if you don’t know your right buyer or you don’t even think you know your right buyer, we’re running this thing called CORE. It is the foundational part of doubling your sales.

It’s a training that we’re going to be doing over a four-week period. It’s pretty intensive stuff. You’re going to come, learn, and understand who your real buyer is, who the real influencers are, and what they want, what they need, and what they fear. You’re going to understand where you should be spending your marketing dollars versus across all leads. You’ll pick up new and additional business. If you want that, go to www.CEOSalesStrategies.com/CORE and join us.

For a limited time only, we’re running what we call a founder’s member investment. You can take advantage of this. Instead of it being where it will be after the founder’s investment, it’s going to be far more of an investment than it is right at this moment while you’re reading this. Go to CEOSalesStrategies.com/CORE and join us. Until next time, go out and sell something. Sell a lot of it. Help somebody. Help them solve a problem. Help them gain an opportunity for the future. Play win-win at all times. Until next time, to your success.

Important Links

• Beate Chelette
• What’s Your Talent Worth?
• UncoverySession.com
• https://www.LinkedIn.com/in/BeateChelette
• https://Twitter.com/BeateChelette
• YouMatter@CEOSalesStrategies.com
• CEOSalesStrategies.com/CORE