December 31, 2024 • 28 mins
What if you could make more money in less time—and finally escape the daily grind of running your business?
In this episode, Chuck Blakeman sits down with Bryan Farley, a seasoned entrepreneur and expert in creating scalable, self-sustaining businesses. Together, they dive into the transformative strategy of Freedom Mapping, a practical framework to help you simplify your operations and reclaim your time.
💡 Here’s what you’ll learn:
✅ How to map your business processes step by step for clarity and efficiency. ✅ Why assigning value to your time is a game-changer for delegation. ✅ The 5-step Freedom Mapping framework to simplify your operations and scale your business. ✅ Real-life success stories of entrepreneurs who broke free from the grind.
🎙️ About Our Guest:
Bryan Farley has helped hundreds of business owners streamline their processes and create systems that work for them—not the other way around. Through actionable strategies like Freedom Mapping, they’ve helped entrepreneurs transform their businesses into well-oiled machines that thrive, even without their daily involvement.
Why This Episode Matters:
Whether you’re a solopreneur drowning in tasks or a seasoned entrepreneur looking to scale smarter, this episode delivers the blueprint to reclaim your time and build a business that supports your ideal lifestyle. It’s not just inspiring—it’s your ticket to freedom.
Host’s Takeaway:
“I loved this conversation because it challenged how I think about time and delegation—and I know it’ll do the same for you.”
👉 Don’t just listen—take action. Click play now and start your journey to more freedom, better systems, and a thriving business today!
Visit www.reservestudy.com for more on strategic reserves and Freedom Mapping. Check out Making Money Is Killing Your Business for an in-depth look at the framework. Click here: https://bit.ly/specialoffer-mmikyb
Stay tuned for future episodes where we share more real-life success stories and actionable tips to help you achieve your business goals.
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:05):
Welcome back to the Get Off The Treadmill
podcast for small business owners and entrepreneurs, where
we show you how to build a successful
business and to have a life too.
We're going to dive into another topic that
helps us make more money in less time
and to get off the treadmill so we
can experience a life of significance.
And now your host and the author of
(00:25):
the number one bestselling business book, Making Money
Is Killing Your Business, Chuck Blakeman.
Today I'm with Bryan Farley.
He is the president of Association Reserves Colorado
and has completed over 3,000 reserve studies
and earned the Community Associations Institute designation of
reserve specialist.
(00:46):
He has 14 plus years of experience, including
all types of condominium and homeowner associations throughout
the United States, ranging from international high rises
to historical monuments.
Welcome, Brian.
It's great to have you on our podcast.
Oh, thanks.
After a bio like that, I'm surprised you
wanted to have me on, but yeah, I
appreciate it.
I know, I always call bios, they're like
(01:06):
obituaries.
All the great stuff we've done and none
of the junk.
I know.
So real quick, just give somebody a sentence
or two on what Association Reserves does because
we want to get that out of people's
heads so we can focus on freedom mapping,
which is what we're going to talk about
today.
Sure.
Yeah.
So the simplest way that I describe it
to people, if I talk too much about
it, eyes glaze.
So I try to say it's a real
(01:27):
estate consulting.
You have homeowners associations, cities, municipalities, districts.
They have all this infrastructure, that infrastructure fails
as soon as it's installed.
So all that we do is we go
in and we say, you have all this
infrastructure, it's going to deteriorate or depreciate on
a very regular basis.
Therefore let's budget for those expenses on an
(01:47):
annualized basis.
Now you got to replace your roof.
You have the money ready to go.
It's very simple budgeting tool.
And so that's the reserves part.
You got to have reserves in place and
nobody knows how much, how many, what kind
of reserves they need because they don't know
what the deterioration rates are and all these
complexities in their buildings.
And so you guys come in and do
that analysis and say, you got to have
X amount of money because within 14 years,
(02:09):
your roof is going to be needed to
be replaced and 10 years, you're going to
have a water problem and off you go.
Correct.
That's exactly it.
All right.
So we got that out of the way
and we'll come back to that later because
we do want people to figure out how
to get ahold of you.
Let's start with freedom mapping.
We use this concept of freedom mapping as
one of what we call the four building
blocks of any successful business.
(02:31):
A big Y or what we call lifetime
goals.
What are you doing this for?
The second one is a strategic plan for
getting to your big Y.
The third one is freedom mapping, which gets
us off the daily treadmill.
And then the fourth building block is outside
eyes on our business, which basically accelerates the
first three.
So I just wanted to give context for
freedom mapping as one of the four major
(02:53):
building blocks of any business.
We didn't make that up to sell stuff
on the internet.
We just worked with hundreds of business owners
and now thousands.
And that's what surfaced as the four things
that people need.
So let's talk about freedom mapping today because
that's something that has worked for you, has
helped you.
When you first heard that concept, what did
it sound like to you?
(03:15):
I'll fill in the blanks on it, but
what do you think freedom mapping was when
you first heard of it?
Yeah.
So to give context, I would not consider
myself very much an entrepreneur.
I was in my young 20s and I
just looked out and it was during the
recession time period and I just said, things
(03:35):
are not looking great right now.
I saw people getting fired left and right.
And I just said, there has to be
something else out there.
An opportunity came out for me to buy
or purchase a business and it was an
affordable business.
So we took a leap of faith, my
wife and I, before we had kids or
anything.
And I said, let's just try this out.
So I went to school for, I had
a degree, a bachelor's of science in business,
(03:57):
but it was great.
It was a great education, but when the
rubber meets the road, I just didn't know
how to apply that to what I was
doing.
And so someone at a conference that I
was at, I kind of was very honest
with him.
I said, yeah, I just started out.
I'm new here.
I'm trying to figure and learn things out.
He's like, great, you should try out this
thing called three to five.
(04:18):
And I went to the meeting and read
the book.
And so what was really helpful for me
was again, as someone who didn't know what
they were doing, I was able to open
your book.
And when I saw the freedom mapping or
the process mapping section, where you just say,
all I have to do is lay out
each step of the way.
And if you looked, I did it exactly
(04:39):
as you had recommended.
There was bubbles with every single step I
had with the arrows.
I was in every single bubble from start
to finish.
And then of course, you start to say
you, what was super enlightening for me was,
and again, it's so simple, but it's so
helpful.
Yeah.
We always say this stuff is simple, but
not necessarily easy.
(04:59):
Okay.
And so you just assign a dollar value.
You said, what do you want to make?
So I signed my dollar value.
And so I said, okay, I'm paying this
much for each one of these bubbles.
So I have like, let's say 20, 20
bubbles or 20 spots that I had to
do from marketing all the way to collecting
my balance payments, my balance due payments.
And so I started assigning a dollar value
(05:20):
to all those.
And as you say, you start to realize
that you're spending all this money on yourself
doing these tasks when you could do it
for a much more appropriate amount, whether that
be whatever it was, $20 an hour, $15
an hour, $10 an hour, even right.
Some of these processes that I had are
not very complicated, but they need to get
done.
So I remember I did that and year
(05:41):
by year, it's just, that's the part that
I think is so fascinating and extremely encouraging
that I would love to tell like everyone,
but particularly someone who's struggling in this area,
sit down and do it and then look
back five years later and just start to
see the growth that you've had.
Again, I color coded mine just as you
had recommended.
So I believe I was red.
(06:02):
And so now there's only one red box
left out of those 20 processes.
And it's just, it is such a great
feeling because now you start to see this
business working as a true business, not as
someone who is like essentially like a cog
in a wheel where if that cog in
my case, where I, we had health issues
in my family, we had emergencies.
(06:23):
And so if I needed to leave, things
would break down, right?
Because I was a cog in that wheel
that it needed to make sure it went
perfectly.
So I was able to take myself out
of there.
And now the business can actually run without
just being one person in there.
So that was why it's so helpful.
Yeah, well, I just love the way you've
(06:44):
gone through that, because I find freedom mapping
so important is why we call it freedom
mapping.
Yes, we use a traditional process mapping formula
or format process for that, where you have
the little squares of the bubbles with the
arrow going from this one to the next
one.
And it's basically outlining a process.
Here's what happens to begin with all the
(07:05):
way through to the end of the process.
We use that to begin with on a
macro level to describe what is going on
in your entire business from your customer's experience.
So your customer would first connect with you
through advertising or marketing or some kind of
social.
You're connecting with them some way like that.
They connect with you.
(07:26):
Then you start this process.
You go all the way through.
You give them a price for the chair.
You build the chair.
You deliver the chair.
You get the money.
You develop a long term relationship with them.
All of that is part of this macro
map that we build.
And the reason we call it freedom mapping
is because exactly what you talked about.
This is the one place in the four
(07:47):
building blocks where the rubber meets the road.
This is the practical, tactical way to get
yourself off the business treadmill and out of
the day to day so that you can
actually do the things you love in your
business and outside your business, if that's what
you want to do.
The objective of freedom mapping is to figure
out how to make more money in less
(08:09):
time, which is not what we were taught.
That's counter logical to everything we've been taught.
The only way to make more money, of
course, is to get more involved in your
business.
Well, let's map our business and figure out
how to actually get ourselves out of all
these blocks and give that to other people
or to processes or to systems so we
make more money in less time.
(08:30):
Freedom mapping is the how.
How do I get off the treadmill?
Strategic planning, the second.
So freedom mapping is the third of the
four building blocks.
Strategic mapping is the second one.
And that's that's more the what.
What do I want in my business?
And then the first building block is our
lifetime goals and our big why.
That's our why.
So we got the why, the what.
(08:51):
And freedom mapping is the how.
It's the rubber meeting the road.
And if we don't do that, we don't
get off the treadmill.
But I love your simple response to it
because it really is simple.
We complicate this stuff and we don't.
I want to walk through the steps again.
You gave a great broad overview.
I just want to walk through them a
little more slowly this time so people can
(09:12):
see how simple this is.
The first step is to build that map
of your business.
How do people initially connect with this?
Then what happens?
Well, they they call us or they email
us or they text us or they hit
us on our website.
Then what happens?
That's the third bubble.
Well, we connect back with them.
Then what happens?
That's the fourth bubble.
(09:33):
Well, we give them a price and you
just go through the whole thing.
And we tell people all the time that
if you have more than 20 or 30
bubbles on your macro map, you're playing office.
It just shouldn't be that complicated.
But that's step number one.
So you how hard or how did you
find that process of just can just creating
(09:54):
a macro map of your entire business on
one side of one piece of digital paper?
Sure.
Yeah.
So your book, making money is killing your
business.
You use a landscaper.
And that's why I don't I haven't read
the book like recently, but that's how clear
it is in the brain.
So you use a landscaper.
And I truthfully, I just went in, I
think I was in PowerPoint or like Microsoft
(10:15):
Word.
Yeah.
Wasn't even complicated.
I just made bubbles like you can make
a bubble like a shape.
And I said, what's the first thing that
happens?
I said, well, a client reaches out for
me for a proposal.
That was the first step in my process.
And again, it wasn't perfect.
Right.
There's other steps now that I have.
But very clearly, a client reaches out for
a proposal saying, what's the cost of your
(10:35):
service?
Next step is I have to process that
proposal.
The next step is then I need to
send that proposal.
The next step is we need to follow
up with the client to see, are they
going to go ahead with our services?
That's a no question.
If yes, we go to the next step,
which is then we need to basically send
them the information that we need, which is
a signed proposal and a deposit.
Right.
So I know it like it's crazy because
(10:57):
it's it's mapped in my brain.
And so the other thing, too, like because
you're going step by step, very simply, step
by step.
The other thing that I found to be
so helpful is then so then you're able
to go, OK, some of those steps are
not necessary for me to be involved in.
Right.
Like sending the proposal, following up to see
if you want to go ahead.
(11:18):
So then, like you had said, you start
to say, well, what would it cost for
that to occur?
And so what happens then, too, is when
you're hiring that next person, whether it be
a virtual assistant or whomever it may be,
you now have extreme clarity to say, here's
your role and here's your task and this
is how I need you to do it.
And so what I also did, too, is
because I had that map, I was able
(11:40):
to I time tracked how long each one
of those steps took me.
And again, not just one day.
It wasn't like every single day I was
just like time tracking how long these steps
take me.
So when I actually had to write an
ad for for as a virtual assistant was
my first hire.
I was able to go on and say,
OK, here's exactly the job description and here's
(12:02):
exactly how much time it's going to take.
So then I was able to budget very
clearly because I had, like you had said,
a map to simplify it, because so many
times I know when I when I started,
it can feel overwhelming of what don't I
know and what do I need?
And I can't clarify what it is.
But for me, that process, the freedom map
was so clear because here's what I need.
(12:23):
Here's the time it takes.
Here's the cost that it's going to cost
me.
And here's the result.
OK, so let me stop you there.
So you made the map and I love
the way you were doing this.
You're just simply taking the things in your
head and putting them on a piece of
paper.
Yeah, this is not difficult.
We all know what our process is.
The problem is a lot of times we
know it so well that we can't even
describe it.
(12:43):
It's just intuitive.
We just go through it.
Writing it down actually helps us realize, huh,
I'm missing some steps.
Or, yeah, this is a really good process.
And another great way to approach this sometimes
is actually for somebody to do it backwards.
The last step should be put somebody in
your customer satisfaction drip process where you hang
on to them forever.
What's the step right before that?
(13:04):
And go all the way to the front
end where they find you on social media.
That's a great way to slow yourself down
to actually get the process out of your
head.
So so you got this out of your
head.
And then the next step we talk to
people about is let's put a color on
each step.
And the color represents not who does this
(13:26):
step, not who does the task, but who
is responsible for making the decisions around the
task.
So sometimes we might already have 10 or
15 or 20 or 50 other people, but
we still end up with a lot of
our own color on there because somebody else
might do the advertising.
But I'm responsible to make sure the advertising
(13:48):
gets done.
One of the biggest problems I found for
myself when I did this before I did
this for myself was I realized that in
most of my 13 businesses, at least the
first five or six of them, I regularly
delegated tasks, but I did not delegate responsibility.
So I gave somebody the task of making
(14:08):
the shoe or whatever, but I kept the
responsibility for all the things around making the
shoe.
I didn't I didn't believe they could have
the responsibility.
They weren't adult enough or experienced enough or
fill in the blank.
And that's where we get ourselves in trouble.
So we color.
The first thing we do is we color
the map based on our who is responsible
(14:31):
for making sure this gets done.
And usually what happens is just what you
said.
Yours was mostly or almost all red, right?
Right.
And I would tell people pick a color
you hate, pick your least favorite color as
your color, because we want this thing to
(14:53):
be covered when the color you don't like
and it's yours.
So when you saw that, when you saw
there was all of yours, you probably, maybe
you already intuitively knew that.
So it wasn't a big shock to you.
But how did it feel to see the
entire map of here's my business?
And yeah, there might be other people doing
things, but I'm responsible for almost everything.
(15:13):
How did that feel?
Well, it's funny because it was just me
at the time, right?
Like I had bought this business.
It was a, it was really, it's a
consultancy.
So it was just a Rolodex.
I bought, I bought a Rolodex.
Right.
And so truthfully, it actually, it wasn't overwhelming.
It was for me, it was good.
(15:33):
Cause I got to see, okay, this is
all here's the things I need to do.
I can do this.
That's how I personally felt.
Yeah.
It's there's things here and I can, it's
like the elephant, right?
How do you eat an elephant?
And it's one bite at a time, right?
That's how it felt here.
I just focus on these things.
And what was really helpful too, again, I
was going to say is maybe I'm jumping
ahead, but then assigning the dollar values.
(15:54):
I know that's so, that's third step.
We can go right to that.
That's third step.
So first, second, first step is build the
map.
Second is put the colors on it.
And then the third step is signing a
dollar amount to every single one of these
as if it was a 40 and a
40 week, 40 hour.
That was huge.
Cause then you, I think the way you
posit it, in the book is every time
(16:16):
you're doing this task, you're actually losing money,
right?
So for me, that was helpful to see
that I'm wasting, I'm wasting money, right?
Because there's a higher, better use of my
time in these other tasks.
But then if I'm doing these tasks, I'm
actually losing money.
So that was really good to shift the
way my mind works because you start to
not see it as being like, Oh, I'm
throwing money away by hiring this person.
(16:37):
I don't have the money to do this.
I want to stop on that for a
second, Brian, because that one, I find that
one regularly.
I had that same issue.
I call this head head trash that I
had that same head trash that I was
thinking, well, this would cost me, um, $17
an hour maybe to have somebody else do
(16:58):
this.
I can do it in two hours.
I can save $34, right?
But what I'm real, what I don't realize
is I'm worth 200 or $300 an hour.
And I just wasted two of those hours
doing something at $17 an hour.
And more importantly, it's about the decision-making
(17:18):
around what I had to do.
Even if it's simple, we only have a
certain number of decisions and it's not the
task that wears it out, wears us out.
It's the responsibility.
So I love that you're, you were seeing
that, that this was a way off the
treadmill for you.
This was not the highest and best use
of your time.
You're the 200 or $400 or $500 an
hour guy.
(17:39):
And everything below that is, is killing you.
Exactly.
So I don't know how you then, like
if there's any thing that helped me figure
that out, because I am like a cheapskate
in my own personal life.
Like personally, I'll just go to, yeah.
Like, and that's a struggle with my wife
and I, like I'll go to the thrift
store.
She's like, no, you can't wear that.
(17:59):
Right.
So, um, but yet in business, that's, that's
not the way it operates.
And I really had to get out of
that, that mindset of, yes, I can do
this task faster, better, but what I found
is exactly what you had said.
Then I am always a slave essentially to
having to always be responsible for that.
Whereas I can hire someone who's probably better
(18:21):
than me at that task, more efficient than
me at that task and enjoys that task
potentially, because they have a gifting in that
area potentially, and then they're going to excel
at it and then teach me something like
that's what's been really, really helpful.
Yeah.
So let me give a formula because there
is a formula for a pretty simple mathematical
way of figuring out what I'm worth.
Let's say you want to make $200,000
(18:43):
a year.
Well, that at $2,000 or 2,000
hours during a year, that's a hundred dollars
an hour, but nobody's going to bill for
all 2000 hours.
You're probably going to bill for less than
half.
So it's probably 200 to $250 an hour
to get to $200,000 a year.
That's what you're worth.
(19:04):
Might even be 300, might be one third
of your time could be billable.
So somewhere between $200 and $300 an hour
is what you're worth.
So if you want to make $400,000,
then you're probably billing at 800.
And so that's what we put on the
piece of paper for ourselves.
And then we can kind of get close
with everything else.
What's, what would it cost to have somebody
do my social media and, and answer the
(19:27):
phones.
And clearly none of that's going to be
anywhere near a hundred, 200, $300 an hour.
So that's the way people should approach this.
The most important one of these numbers to
figure out is your own.
What am I worth per hour?
And then everything below that, I got to
figure out how to give that to somebody
else and then go do those hundred to
200 to $300 an hour tasks.
(19:49):
And in one hour of $300 work, you
can pay for a week of somebody working
at 15 or $18 an hour.
And get some more time off.
So that's the formula.
Right.
And so what you just did there, which
is like actually interesting, because when you explain
that to me in your book, right, it
(20:10):
was you just starting with the end in
mind, right?
Like Stephen Covey's, you have to start at
the end of the month, but what is
it I want to make right now?
Not everyone can say, I want to make
like, obviously realistically, what's a proper amount that
you can make in any year, but then
you just work backwards from there.
So you, again, you demystify it, you simplify
it and you go, okay, it actually is
a mathematic mathematical formula with how many hours
(20:32):
I can work.
What are my rates?
I can charge.
Therefore, here's what it is.
So you, you're able to then make it
less like ethereal or like, like just out
there a ubiquitous or what's the right word.
I'm going to esoteric fuzzy.
Yeah.
Fuzzy.
That's a better way of putting it.
It's just like fuzzy out there.
Um, whereas you now solidify it.
(20:53):
And you're saying, here's what it is.
Here's what I can charge.
Here's the terms to it.
And then this is where I'm now seeing
the fruits of my labor and can systematize
it.
Yeah.
And the other part of this is that
if you get somebody else doing something for
$20 an hour and you, and you put
it into your billing formula at $35 an
(21:15):
hour, which is a re or even $40
an hour, doubling the cost is not unreasonable.
A lot of people will triple the cost.
If it, if the labor is $20 an
hour, then you put it into whatever your
formula is for making shoes or consulting as
$60 an hour.
Then there's built in profit to that as
well.
So you're not paying $20 an hour.
(21:35):
You're actually making 10 or 15 or $20
an hour and you're not doing anything.
And that begins to create the environment where
you can make more money in less time
by giving away the things that are not
the highest and best use of your time.
And your point is you give that to
somebody who's, who's really good at it at
$20 an hour and they get it done
better, faster, cheaper than you would when you're
(21:58):
doing it yourself and you learn from them.
Right.
Well, your clients notice it as well.
So like, that's the thing is we've touched
on how it helps the owner, but it
actually benefits your, your clients who you're serving,
right?
Like for me, I'm service business.
So my clients then notice the improved service,
the improved response time, which is really important
for us, the improved, just getting things done
timely.
(22:18):
Yeah, sorry.
We're running out of time.
I want to get to the fourth step.
The first step is make the map, the
macro map.
We can talk about micro maps on a
different podcast, which are for a different thing,
but you make a macro map of your
whole business from the beginning to the end
of the relationship.
Then you color it, then you put the
hourly on it.
(22:39):
And then the fourth part of that is
to put the new map that you've just
seen against the, the existing map.
Here's where I want to be.
Well, I'm skipping a step.
The fourth step here is to actually create,
uh, re redo the colors and put on
their work.
Which ones of these should I actually own?
(22:59):
So right now I own all 20 of
the steps.
What should it look like when I'm at
my ideal lifestyle?
And you get to where maybe four or
five of those 20 are still your responsibility
and the others are our tasks and responsibilities
or other people.
And then the fifth step is you put
those two maps side by side.
Here's where I am right now.
(23:20):
Here's where I want to be one year,
two years, three years from now.
And then you begin to eat the, all
the six step is you begin to eat
the elephant one bite at a time.
Which one of these steps can I give
to somebody else or buy a piece of
software for, or just stop doing.
And how did you find that process when
you started eating the elephant one bite at
(23:40):
a time?
Just helpful, right?
I mean, it was amazing how all of
a sudden you have, it's not uncommon for
most people when they start off to be
working like ridiculous hours, you know, 80 hours
and you're just overwhelmed and you're tired and
you're stressed.
Definitely.
Uh, there were times where it was tough.
And so all of a sudden just getting
back some of those hours meant that's more
(24:01):
time to hang out with my newly born
child, right?
With my wife, I was able to be
more available.
Like that to me was my big wire,
right?
I wanted to be with my family.
And so one by one, all of a
sudden, and it's just, it was such a
good feeling of like a burden off my
shoulders, like more than I can really even
describe of having you again, not that the
(24:23):
business was like a burden, but you, you
start to get stuck.
And I remember my office, I was in
a basement, that's all I could afford.
And, um, you're just stuck there all night.
And you're just like, I want to go
home and have dinner with my family.
And then all of a sudden now I
have an extra, potentially two hours is all
I got, but that's not two hours of
meeting.
I can go, I mean, it meant I
can go home and have dinner with my
(24:44):
wife and my newly born child.
So now you're making more money in less
time.
Correct.
It was huge.
So today you've got a real company.
You got quite a few people working for
you and with you and, uh, and you
moved your ideal lifestyle.
You moved from Denver to California because you
wanted to be closer to the ocean and,
and, uh, enjoy other things in life.
(25:05):
And so you've been able to create this
environment where you make more money in less
time.
You did this from freedom mapping.
Yeah.
One of the steps, obviously I never wanted
to say, Hey, I always want to be
sensitive to say there's so many factors and
variables in any business.
Right.
I never want to be like, yeah, just
do this two step, three step plan and
you'll be never that easy.
(25:25):
Right.
But yes, it was extremely, again, it's the
tools and the toolkit so that you can
start to think through these again, fuzzy is
the way I would describe it.
It's great way to put it and make
it clear.
Yeah.
And I, and we can finish with this
mindset.
Clarity is power.
And when we understand where we are with
the map we have today of our existing
(25:47):
responsibilities and where we want to be in
one or two or three years, we've got
clarity and now we can begin to see
which one of these steps can I get
rid of first.
And I'll give people a quick insight.
When I first did this, I got three
or four steps off my plate in like
a month.
I thought, man, this is great.
I'm going to have freedom in six months.
And then the fourth step took me like
(26:07):
six months all by itself.
To your point, life is messy, but I
still always had clarity.
I knew once I get past this step,
I know exactly what the next thing is
I need to do to get freedom in
my business.
So I never have to sell it to
get freedom from it.
I appreciate your clarity, your simplicity in attacking
(26:29):
this stuff.
And I love that you simply went through
the steps too often.
We torture this stuff.
We try and add a whole bunch of
things too.
We think it's, we, we overthink it.
And it really doesn't have to be that
way.
We really do have about five or six
steps to your freedom and we can eat
this elephant one bite at a time and
get there in one or two or three
years, no matter what business we're in.
So do you have any parting thoughts for
(26:51):
people, questions or anxieties or learnings around this?
Yeah, I would say exactly what you just
reiterate that last point you made.
Just, just take five, 10 minutes, just do
it, write it down on a piece of
paper on like a post-it note, whatever.
If that's all, if that's what you got,
just please just do it.
And then with any other tasks that you
have to like, it's, it's just doing it.
(27:13):
See if you can do it once.
So you never have to do it again,
whether it's someone's always asking me about this
one process in that process map, make a
video.
And then that way you never have to
tell them again, how to do it.
They can always refer to it.
So just as you said, just do it.
That is the way to go.
Right.
How can people get ahold of you to
get help with their, their HOAs or their
(27:36):
government infrastructures where they have no idea how
much money they should be saving?
Yes.
If you would like to go to our,
our website, that's probably the best resource.
It's going to be reserve study.com.
Reserve study.com is where you're going to
have all the resources you need to contact
me or to get more information.
Right.
It's a delight to be with you.
(27:57):
I love talking to business owners who have
figured out how to get off that treadmill.
And I'm excited about your continuing future.
Thank you.
You bet.
Have a great rest of your day.
Thanks.
That wraps up another episode of the Get
Off The Treadmill podcast.
If you found this podcast helpful, please subscribe
and hit the like button to ensure you
(28:17):
are receiving the latest tools you need to
grow your business and to get off the
treadmill.
If you want more information on the three
to five club, the crank set group or
to book Chuck as a business advisor, speaker
or workshop leader, you can contact us at
grow g r o w at crank set
group.com.
Until next time have a great week.
Welcome back to the Get Off The Treadmill
podcast for small business owners and entrepreneurs, where
we show you how to build a successful
business and to have a life too.
We're going to dive into another topic that
helps us make more money in less time
and to get off the treadmill so we
can experience a life of significance.
And now your host and the author of
(00:25):
the number one bestselling business book, Making Money
Is Killing Your Business, Chuck Blakeman.
Today I'm with Bryan Farley.
He is the president of Association Reserves Colorado
and has completed over 3,000 reserve studies
and earned the Community Associations Institute designation of
reserve specialist.
(00:46):
He has 14 plus years of experience, including
all types of condominium and homeowner associations throughout
the United States, ranging from international high rises
to historical monuments.
Welcome, Brian.
It's great to have you on our podcast.
Oh, thanks.
After a bio like that, I'm surprised you
wanted to have me on, but yeah, I
appreciate it.
I know, I always call bios, they're like
(01:06):
obituaries.
All the great stuff we've done and none
of the junk.
I know.
So real quick, just give somebody a sentence
or two on what Association Reserves does because
we want to get that out of people's
heads so we can focus on freedom mapping,
which is what we're going to talk about
today.
Sure.
Yeah.
So the simplest way that I describe it
to people, if I talk too much about
it, eyes glaze.
So I try to say it's a real
(01:27):
estate consulting.
You have homeowners associations, cities, municipalities, districts.
They have all this infrastructure, that infrastructure fails
as soon as it's installed.
So all that we do is we go
in and we say, you have all this
infrastructure, it's going to deteriorate or depreciate on
a very regular basis.
Therefore let's budget for those expenses on an
(01:47):
annualized basis.
Now you got to replace your roof.
You have the money ready to go.
It's very simple budgeting tool.
And so that's the reserves part.
You got to have reserves in place and
nobody knows how much, how many, what kind
of reserves they need because they don't know
what the deterioration rates are and all these
complexities in their buildings.
And so you guys come in and do
that analysis and say, you got to have
X amount of money because within 14 years,
(02:09):
your roof is going to be needed to
be replaced and 10 years, you're going to
have a water problem and off you go.
Correct.
That's exactly it.
All right.
So we got that out of the way
and we'll come back to that later because
we do want people to figure out how
to get ahold of you.
Let's start with freedom mapping.
We use this concept of freedom mapping as
one of what we call the four building
blocks of any successful business.
(02:31):
A big Y or what we call lifetime
goals.
What are you doing this for?
The second one is a strategic plan for
getting to your big Y.
The third one is freedom mapping, which gets
us off the daily treadmill.
And then the fourth building block is outside
eyes on our business, which basically accelerates the
first three.
So I just wanted to give context for
freedom mapping as one of the four major
(02:53):
building blocks of any business.
We didn't make that up to sell stuff
on the internet.
We just worked with hundreds of business owners
and now thousands.
And that's what surfaced as the four things
that people need.
So let's talk about freedom mapping today because
that's something that has worked for you, has
helped you.
When you first heard that concept, what did
it sound like to you?
(03:15):
I'll fill in the blanks on it, but
what do you think freedom mapping was when
you first heard of it?
Yeah.
So to give context, I would not consider
myself very much an entrepreneur.
I was in my young 20s and I
just looked out and it was during the
recession time period and I just said, things
(03:35):
are not looking great right now.
I saw people getting fired left and right.
And I just said, there has to be
something else out there.
An opportunity came out for me to buy
or purchase a business and it was an
affordable business.
So we took a leap of faith, my
wife and I, before we had kids or
anything.
And I said, let's just try this out.
So I went to school for, I had
a degree, a bachelor's of science in business,
(03:57):
but it was great.
It was a great education, but when the
rubber meets the road, I just didn't know
how to apply that to what I was
doing.
And so someone at a conference that I
was at, I kind of was very honest
with him.
I said, yeah, I just started out.
I'm new here.
I'm trying to figure and learn things out.
He's like, great, you should try out this
thing called three to five.
(04:18):
And I went to the meeting and read
the book.
And so what was really helpful for me
was again, as someone who didn't know what
they were doing, I was able to open
your book.
And when I saw the freedom mapping or
the process mapping section, where you just say,
all I have to do is lay out
each step of the way.
And if you looked, I did it exactly
(04:39):
as you had recommended.
There was bubbles with every single step I
had with the arrows.
I was in every single bubble from start
to finish.
And then of course, you start to say
you, what was super enlightening for me was,
and again, it's so simple, but it's so
helpful.
Yeah.
We always say this stuff is simple, but
not necessarily easy.
(04:59):
Okay.
And so you just assign a dollar value.
You said, what do you want to make?
So I signed my dollar value.
And so I said, okay, I'm paying this
much for each one of these bubbles.
So I have like, let's say 20, 20
bubbles or 20 spots that I had to
do from marketing all the way to collecting
my balance payments, my balance due payments.
And so I started assigning a dollar value
(05:20):
to all those.
And as you say, you start to realize
that you're spending all this money on yourself
doing these tasks when you could do it
for a much more appropriate amount, whether that
be whatever it was, $20 an hour, $15
an hour, $10 an hour, even right.
Some of these processes that I had are
not very complicated, but they need to get
done.
So I remember I did that and year
(05:41):
by year, it's just, that's the part that
I think is so fascinating and extremely encouraging
that I would love to tell like everyone,
but particularly someone who's struggling in this area,
sit down and do it and then look
back five years later and just start to
see the growth that you've had.
Again, I color coded mine just as you
had recommended.
So I believe I was red.
(06:02):
And so now there's only one red box
left out of those 20 processes.
And it's just, it is such a great
feeling because now you start to see this
business working as a true business, not as
someone who is like essentially like a cog
in a wheel where if that cog in
my case, where I, we had health issues
in my family, we had emergencies.
(06:23):
And so if I needed to leave, things
would break down, right?
Because I was a cog in that wheel
that it needed to make sure it went
perfectly.
So I was able to take myself out
of there.
And now the business can actually run without
just being one person in there.
So that was why it's so helpful.
Yeah, well, I just love the way you've
(06:44):
gone through that, because I find freedom mapping
so important is why we call it freedom
mapping.
Yes, we use a traditional process mapping formula
or format process for that, where you have
the little squares of the bubbles with the
arrow going from this one to the next
one.
And it's basically outlining a process.
Here's what happens to begin with all the
(07:05):
way through to the end of the process.
We use that to begin with on a
macro level to describe what is going on
in your entire business from your customer's experience.
So your customer would first connect with you
through advertising or marketing or some kind of
social.
You're connecting with them some way like that.
They connect with you.
(07:26):
Then you start this process.
You go all the way through.
You give them a price for the chair.
You build the chair.
You deliver the chair.
You get the money.
You develop a long term relationship with them.
All of that is part of this macro
map that we build.
And the reason we call it freedom mapping
is because exactly what you talked about.
This is the one place in the four
(07:47):
building blocks where the rubber meets the road.
This is the practical, tactical way to get
yourself off the business treadmill and out of
the day to day so that you can
actually do the things you love in your
business and outside your business, if that's what
you want to do.
The objective of freedom mapping is to figure
out how to make more money in less
(08:09):
time, which is not what we were taught.
That's counter logical to everything we've been taught.
The only way to make more money, of
course, is to get more involved in your
business.
Well, let's map our business and figure out
how to actually get ourselves out of all
these blocks and give that to other people
or to processes or to systems so we
make more money in less time.
(08:30):
Freedom mapping is the how.
How do I get off the treadmill?
Strategic planning, the second.
So freedom mapping is the third of the
four building blocks.
Strategic mapping is the second one.
And that's that's more the what.
What do I want in my business?
And then the first building block is our
lifetime goals and our big why.
That's our why.
So we got the why, the what.
(08:51):
And freedom mapping is the how.
It's the rubber meeting the road.
And if we don't do that, we don't
get off the treadmill.
But I love your simple response to it
because it really is simple.
We complicate this stuff and we don't.
I want to walk through the steps again.
You gave a great broad overview.
I just want to walk through them a
little more slowly this time so people can
(09:12):
see how simple this is.
The first step is to build that map
of your business.
How do people initially connect with this?
Then what happens?
Well, they they call us or they email
us or they text us or they hit
us on our website.
Then what happens?
That's the third bubble.
Well, we connect back with them.
Then what happens?
That's the fourth bubble.
(09:33):
Well, we give them a price and you
just go through the whole thing.
And we tell people all the time that
if you have more than 20 or 30
bubbles on your macro map, you're playing office.
It just shouldn't be that complicated.
But that's step number one.
So you how hard or how did you
find that process of just can just creating
(09:54):
a macro map of your entire business on
one side of one piece of digital paper?
Sure.
Yeah.
So your book, making money is killing your
business.
You use a landscaper.
And that's why I don't I haven't read
the book like recently, but that's how clear
it is in the brain.
So you use a landscaper.
And I truthfully, I just went in, I
think I was in PowerPoint or like Microsoft
(10:15):
Word.
Yeah.
Wasn't even complicated.
I just made bubbles like you can make
a bubble like a shape.
And I said, what's the first thing that
happens?
I said, well, a client reaches out for
me for a proposal.
That was the first step in my process.
And again, it wasn't perfect.
Right.
There's other steps now that I have.
But very clearly, a client reaches out for
a proposal saying, what's the cost of your
(10:35):
service?
Next step is I have to process that
proposal.
The next step is then I need to
send that proposal.
The next step is we need to follow
up with the client to see, are they
going to go ahead with our services?
That's a no question.
If yes, we go to the next step,
which is then we need to basically send
them the information that we need, which is
a signed proposal and a deposit.
Right.
So I know it like it's crazy because
(10:57):
it's it's mapped in my brain.
And so the other thing, too, like because
you're going step by step, very simply, step
by step.
The other thing that I found to be
so helpful is then so then you're able
to go, OK, some of those steps are
not necessary for me to be involved in.
Right.
Like sending the proposal, following up to see
if you want to go ahead.
(11:18):
So then, like you had said, you start
to say, well, what would it cost for
that to occur?
And so what happens then, too, is when
you're hiring that next person, whether it be
a virtual assistant or whomever it may be,
you now have extreme clarity to say, here's
your role and here's your task and this
is how I need you to do it.
And so what I also did, too, is
because I had that map, I was able
(11:40):
to I time tracked how long each one
of those steps took me.
And again, not just one day.
It wasn't like every single day I was
just like time tracking how long these steps
take me.
So when I actually had to write an
ad for for as a virtual assistant was
my first hire.
I was able to go on and say,
OK, here's exactly the job description and here's
(12:02):
exactly how much time it's going to take.
So then I was able to budget very
clearly because I had, like you had said,
a map to simplify it, because so many
times I know when I when I started,
it can feel overwhelming of what don't I
know and what do I need?
And I can't clarify what it is.
But for me, that process, the freedom map
was so clear because here's what I need.
(12:23):
Here's the time it takes.
Here's the cost that it's going to cost
me.
And here's the result.
OK, so let me stop you there.
So you made the map and I love
the way you were doing this.
You're just simply taking the things in your
head and putting them on a piece of
paper.
Yeah, this is not difficult.
We all know what our process is.
The problem is a lot of times we
know it so well that we can't even
describe it.
(12:43):
It's just intuitive.
We just go through it.
Writing it down actually helps us realize, huh,
I'm missing some steps.
Or, yeah, this is a really good process.
And another great way to approach this sometimes
is actually for somebody to do it backwards.
The last step should be put somebody in
your customer satisfaction drip process where you hang
on to them forever.
What's the step right before that?
(13:04):
And go all the way to the front
end where they find you on social media.
That's a great way to slow yourself down
to actually get the process out of your
head.
So so you got this out of your
head.
And then the next step we talk to
people about is let's put a color on
each step.
And the color represents not who does this
(13:26):
step, not who does the task, but who
is responsible for making the decisions around the
task.
So sometimes we might already have 10 or
15 or 20 or 50 other people, but
we still end up with a lot of
our own color on there because somebody else
might do the advertising.
But I'm responsible to make sure the advertising
(13:48):
gets done.
One of the biggest problems I found for
myself when I did this before I did
this for myself was I realized that in
most of my 13 businesses, at least the
first five or six of them, I regularly
delegated tasks, but I did not delegate responsibility.
So I gave somebody the task of making
(14:08):
the shoe or whatever, but I kept the
responsibility for all the things around making the
shoe.
I didn't I didn't believe they could have
the responsibility.
They weren't adult enough or experienced enough or
fill in the blank.
And that's where we get ourselves in trouble.
So we color.
The first thing we do is we color
the map based on our who is responsible
(14:31):
for making sure this gets done.
And usually what happens is just what you
said.
Yours was mostly or almost all red, right?
Right.
And I would tell people pick a color
you hate, pick your least favorite color as
your color, because we want this thing to
(14:53):
be covered when the color you don't like
and it's yours.
So when you saw that, when you saw
there was all of yours, you probably, maybe
you already intuitively knew that.
So it wasn't a big shock to you.
But how did it feel to see the
entire map of here's my business?
And yeah, there might be other people doing
things, but I'm responsible for almost everything.
(15:13):
How did that feel?
Well, it's funny because it was just me
at the time, right?
Like I had bought this business.
It was a, it was really, it's a
consultancy.
So it was just a Rolodex.
I bought, I bought a Rolodex.
Right.
And so truthfully, it actually, it wasn't overwhelming.
It was for me, it was good.
(15:33):
Cause I got to see, okay, this is
all here's the things I need to do.
I can do this.
That's how I personally felt.
Yeah.
It's there's things here and I can, it's
like the elephant, right?
How do you eat an elephant?
And it's one bite at a time, right?
That's how it felt here.
I just focus on these things.
And what was really helpful too, again, I
was going to say is maybe I'm jumping
ahead, but then assigning the dollar values.
(15:54):
I know that's so, that's third step.
We can go right to that.
That's third step.
So first, second, first step is build the
map.
Second is put the colors on it.
And then the third step is signing a
dollar amount to every single one of these
as if it was a 40 and a
40 week, 40 hour.
That was huge.
Cause then you, I think the way you
posit it, in the book is every time
(16:16):
you're doing this task, you're actually losing money,
right?
So for me, that was helpful to see
that I'm wasting, I'm wasting money, right?
Because there's a higher, better use of my
time in these other tasks.
But then if I'm doing these tasks, I'm
actually losing money.
So that was really good to shift the
way my mind works because you start to
not see it as being like, Oh, I'm
throwing money away by hiring this person.
(16:37):
I don't have the money to do this.
I want to stop on that for a
second, Brian, because that one, I find that
one regularly.
I had that same issue.
I call this head head trash that I
had that same head trash that I was
thinking, well, this would cost me, um, $17
an hour maybe to have somebody else do
(16:58):
this.
I can do it in two hours.
I can save $34, right?
But what I'm real, what I don't realize
is I'm worth 200 or $300 an hour.
And I just wasted two of those hours
doing something at $17 an hour.
And more importantly, it's about the decision-making
(17:18):
around what I had to do.
Even if it's simple, we only have a
certain number of decisions and it's not the
task that wears it out, wears us out.
It's the responsibility.
So I love that you're, you were seeing
that, that this was a way off the
treadmill for you.
This was not the highest and best use
of your time.
You're the 200 or $400 or $500 an
hour guy.
(17:39):
And everything below that is, is killing you.
Exactly.
So I don't know how you then, like
if there's any thing that helped me figure
that out, because I am like a cheapskate
in my own personal life.
Like personally, I'll just go to, yeah.
Like, and that's a struggle with my wife
and I, like I'll go to the thrift
store.
She's like, no, you can't wear that.
(17:59):
Right.
So, um, but yet in business, that's, that's
not the way it operates.
And I really had to get out of
that, that mindset of, yes, I can do
this task faster, better, but what I found
is exactly what you had said.
Then I am always a slave essentially to
having to always be responsible for that.
Whereas I can hire someone who's probably better
(18:21):
than me at that task, more efficient than
me at that task and enjoys that task
potentially, because they have a gifting in that
area potentially, and then they're going to excel
at it and then teach me something like
that's what's been really, really helpful.
Yeah.
So let me give a formula because there
is a formula for a pretty simple mathematical
way of figuring out what I'm worth.
Let's say you want to make $200,000
(18:43):
a year.
Well, that at $2,000 or 2,000
hours during a year, that's a hundred dollars
an hour, but nobody's going to bill for
all 2000 hours.
You're probably going to bill for less than
half.
So it's probably 200 to $250 an hour
to get to $200,000 a year.
That's what you're worth.
(19:04):
Might even be 300, might be one third
of your time could be billable.
So somewhere between $200 and $300 an hour
is what you're worth.
So if you want to make $400,000,
then you're probably billing at 800.
And so that's what we put on the
piece of paper for ourselves.
And then we can kind of get close
with everything else.
What's, what would it cost to have somebody
do my social media and, and answer the
(19:27):
phones.
And clearly none of that's going to be
anywhere near a hundred, 200, $300 an hour.
So that's the way people should approach this.
The most important one of these numbers to
figure out is your own.
What am I worth per hour?
And then everything below that, I got to
figure out how to give that to somebody
else and then go do those hundred to
200 to $300 an hour tasks.
(19:49):
And in one hour of $300 work, you
can pay for a week of somebody working
at 15 or $18 an hour.
And get some more time off.
So that's the formula.
Right.
And so what you just did there, which
is like actually interesting, because when you explain
that to me in your book, right, it
(20:10):
was you just starting with the end in
mind, right?
Like Stephen Covey's, you have to start at
the end of the month, but what is
it I want to make right now?
Not everyone can say, I want to make
like, obviously realistically, what's a proper amount that
you can make in any year, but then
you just work backwards from there.
So you, again, you demystify it, you simplify
it and you go, okay, it actually is
a mathematic mathematical formula with how many hours
(20:32):
I can work.
What are my rates?
I can charge.
Therefore, here's what it is.
So you, you're able to then make it
less like ethereal or like, like just out
there a ubiquitous or what's the right word.
I'm going to esoteric fuzzy.
Yeah.
Fuzzy.
That's a better way of putting it.
It's just like fuzzy out there.
Um, whereas you now solidify it.
(20:53):
And you're saying, here's what it is.
Here's what I can charge.
Here's the terms to it.
And then this is where I'm now seeing
the fruits of my labor and can systematize
it.
Yeah.
And the other part of this is that
if you get somebody else doing something for
$20 an hour and you, and you put
it into your billing formula at $35 an
(21:15):
hour, which is a re or even $40
an hour, doubling the cost is not unreasonable.
A lot of people will triple the cost.
If it, if the labor is $20 an
hour, then you put it into whatever your
formula is for making shoes or consulting as
$60 an hour.
Then there's built in profit to that as
well.
So you're not paying $20 an hour.
(21:35):
You're actually making 10 or 15 or $20
an hour and you're not doing anything.
And that begins to create the environment where
you can make more money in less time
by giving away the things that are not
the highest and best use of your time.
And your point is you give that to
somebody who's, who's really good at it at
$20 an hour and they get it done
better, faster, cheaper than you would when you're
(21:58):
doing it yourself and you learn from them.
Right.
Well, your clients notice it as well.
So like, that's the thing is we've touched
on how it helps the owner, but it
actually benefits your, your clients who you're serving,
right?
Like for me, I'm service business.
So my clients then notice the improved service,
the improved response time, which is really important
for us, the improved, just getting things done
timely.
(22:18):
Yeah, sorry.
We're running out of time.
I want to get to the fourth step.
The first step is make the map, the
macro map.
We can talk about micro maps on a
different podcast, which are for a different thing,
but you make a macro map of your
whole business from the beginning to the end
of the relationship.
Then you color it, then you put the
hourly on it.
(22:39):
And then the fourth part of that is
to put the new map that you've just
seen against the, the existing map.
Here's where I want to be.
Well, I'm skipping a step.
The fourth step here is to actually create,
uh, re redo the colors and put on
their work.
Which ones of these should I actually own?
(22:59):
So right now I own all 20 of
the steps.
What should it look like when I'm at
my ideal lifestyle?
And you get to where maybe four or
five of those 20 are still your responsibility
and the others are our tasks and responsibilities
or other people.
And then the fifth step is you put
those two maps side by side.
Here's where I am right now.
(23:20):
Here's where I want to be one year,
two years, three years from now.
And then you begin to eat the, all
the six step is you begin to eat
the elephant one bite at a time.
Which one of these steps can I give
to somebody else or buy a piece of
software for, or just stop doing.
And how did you find that process when
you started eating the elephant one bite at
(23:40):
a time?
Just helpful, right?
I mean, it was amazing how all of
a sudden you have, it's not uncommon for
most people when they start off to be
working like ridiculous hours, you know, 80 hours
and you're just overwhelmed and you're tired and
you're stressed.
Definitely.
Uh, there were times where it was tough.
And so all of a sudden just getting
back some of those hours meant that's more
(24:01):
time to hang out with my newly born
child, right?
With my wife, I was able to be
more available.
Like that to me was my big wire,
right?
I wanted to be with my family.
And so one by one, all of a
sudden, and it's just, it was such a
good feeling of like a burden off my
shoulders, like more than I can really even
describe of having you again, not that the
(24:23):
business was like a burden, but you, you
start to get stuck.
And I remember my office, I was in
a basement, that's all I could afford.
And, um, you're just stuck there all night.
And you're just like, I want to go
home and have dinner with my family.
And then all of a sudden now I
have an extra, potentially two hours is all
I got, but that's not two hours of
meeting.
I can go, I mean, it meant I
can go home and have dinner with my
(24:44):
wife and my newly born child.
So now you're making more money in less
time.
Correct.
It was huge.
So today you've got a real company.
You got quite a few people working for
you and with you and, uh, and you
moved your ideal lifestyle.
You moved from Denver to California because you
wanted to be closer to the ocean and,
and, uh, enjoy other things in life.
(25:05):
And so you've been able to create this
environment where you make more money in less
time.
You did this from freedom mapping.
Yeah.
One of the steps, obviously I never wanted
to say, Hey, I always want to be
sensitive to say there's so many factors and
variables in any business.
Right.
I never want to be like, yeah, just
do this two step, three step plan and
you'll be never that easy.
(25:25):
Right.
But yes, it was extremely, again, it's the
tools and the toolkit so that you can
start to think through these again, fuzzy is
the way I would describe it.
It's great way to put it and make
it clear.
Yeah.
And I, and we can finish with this
mindset.
Clarity is power.
And when we understand where we are with
the map we have today of our existing
(25:47):
responsibilities and where we want to be in
one or two or three years, we've got
clarity and now we can begin to see
which one of these steps can I get
rid of first.
And I'll give people a quick insight.
When I first did this, I got three
or four steps off my plate in like
a month.
I thought, man, this is great.
I'm going to have freedom in six months.
And then the fourth step took me like
(26:07):
six months all by itself.
To your point, life is messy, but I
still always had clarity.
I knew once I get past this step,
I know exactly what the next thing is
I need to do to get freedom in
my business.
So I never have to sell it to
get freedom from it.
I appreciate your clarity, your simplicity in attacking
(26:29):
this stuff.
And I love that you simply went through
the steps too often.
We torture this stuff.
We try and add a whole bunch of
things too.
We think it's, we, we overthink it.
And it really doesn't have to be that
way.
We really do have about five or six
steps to your freedom and we can eat
this elephant one bite at a time and
get there in one or two or three
years, no matter what business we're in.
So do you have any parting thoughts for
(26:51):
people, questions or anxieties or learnings around this?
Yeah, I would say exactly what you just
reiterate that last point you made.
Just, just take five, 10 minutes, just do
it, write it down on a piece of
paper on like a post-it note, whatever.
If that's all, if that's what you got,
just please just do it.
And then with any other tasks that you
have to like, it's, it's just doing it.
(27:13):
See if you can do it once.
So you never have to do it again,
whether it's someone's always asking me about this
one process in that process map, make a
video.
And then that way you never have to
tell them again, how to do it.
They can always refer to it.
So just as you said, just do it.
That is the way to go.
Right.
How can people get ahold of you to
get help with their, their HOAs or their
(27:36):
government infrastructures where they have no idea how
much money they should be saving?
Yes.
If you would like to go to our,
our website, that's probably the best resource.
It's going to be reserve study.com.
Reserve study.com is where you're going to
have all the resources you need to contact
me or to get more information.
Right.
It's a delight to be with you.
(27:57):
I love talking to business owners who have
figured out how to get off that treadmill.
And I'm excited about your continuing future.
Thank you.
You bet.
Have a great rest of your day.
Thanks.
That wraps up another episode of the Get
Off The Treadmill podcast.
If you found this podcast helpful, please subscribe
and hit the like button to ensure you
(28:17):
are receiving the latest tools you need to
grow your business and to get off the
treadmill.
If you want more information on the three
to five club, the crank set group or
to book Chuck as a business advisor, speaker
or workshop leader, you can contact us at
grow g r o w at crank set
group.com.
Until next time have a great week.
Popular Podcasts
Stuff You Should Know
If you've ever wanted to know about champagne, satanism, the Stonewall Uprising, chaos theory, LSD, El Nino, true crime and Rosa Parks, then look no further. Josh and Chuck have you covered.
Boysober
Have you ever wondered what life might be like if you stopped worrying about being wanted, and focused on understanding what you actually want? That was the question Hope Woodard asked herself after a string of situationships inspired her to take a break from sex and dating. She went "boysober," a personal concept that sparked a global movement among women looking to prioritize themselves over men. Now, Hope is looking to expand the ways we explore our relationship to relationships. Taking a bold, unfiltered look into modern love, romance, and self-discovery, Boysober will dive into messy stories about dating, sex, love, friendship, and breaking generational patterns—all with humor, vulnerability, and a fresh perspective.
Dateline NBC
Current and classic episodes, featuring compelling true-crime mysteries, powerful documentaries and in-depth investigations. Follow now to get the latest episodes of Dateline NBC completely free, or subscribe to Dateline Premium for ad-free listening and exclusive bonus content: DatelinePremium.com