January 22, 2025 • 19 mins
This episode focuses on how to align business operations with spiritual beliefs, emphasizing the importance of partnering with God for success. It covers practical aspects of strategic planning, ethical decision-making, and the impact of relationships in the workplace.
• Discussing the foundation of partnership with God in business
• Encouraging reflection on how to represent God well
• Highlighting the necessity of clarity in vision for business success
• Outlining the difference between vision and strategy
• Setting measurable goals and tracking KPIs for growth
• Emphasizing ethical and relational goals
• Drawing insights from biblical narratives related to business challenges
• Inviting listeners to embrace their calling in business
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
What's up guys, welcome back to Avoda Talk with
Matt Walton, and this week I amgoing to break down the vision,
strategy, goals and game planportion of the video I did last
week on creating your annualstrategic business plan.
So if you have not checked outthat video, I encourage you to
go one video back and watch theannual strategic business plan
(00:22):
video, because that is one ofthe best tools that I have used
in my business to prepare forthe year to come.
So let's get right into it andI want to first talk about the
scriptures that we're going toback all this up in and then,
down the road, I'll break downthat scripture and talk about a
little bit more in depth.
But Genesis, chapter 1 throughGenesis chapter 11, specifically
(00:45):
talks about partnering with God.
There are so many storieswithin that that is all about
partnering with God, or that'sone element of it is partnering
with God.
So that is kind of theunderlining purpose of this
video is what does it look likewhen we partner with God and
what are the things that we dowhen we decide that God is the
owner of our business and we arestewards of our business?
(01:06):
How does that actually look inreal life.
The other thing is Psalm 127,where it talks about those who
labor in vain.
Those who build the housewithout the Lord labor in vain.
So my encouragement there is tosurrender everything over to
God.
If you feel like you've fallenaway from that, just fall back
down on your knees and giveeverything over to God and just
start pursuing him and let himtake over everything.
(01:27):
Let him drive the business, lethim drive the ideas and the
vision behind things, and youjust rock and roll and move at
the pace that God has for you tomove.
So I want to start with aquestion before we get into it,
and then we'll hop right intothe meat of the video and then
we'll talk about a few things atthe very end of it.
That I think will add somevalue as well.
So do you want to represent Godand yourself well to others?
(01:50):
There's a lot of people that Ithink would answer yes to that,
but then how does that look foryou?
How do you think about yourselfrepresented to others?
So what I mean by that is areyou focused on representing God
well and advancing God's kingdom, on making sure that God smiles
whenever he looks at you andhow you interact with people.
Are you concerned with makingsure that you, by the way that
(02:12):
you handle things, are advancingGod's kingdom, and how you
handle relationships, how younurture relationships?
Are those things that willpoint others to you to the glory
of Jesus Christ, or are theygoing to point people to you?
Are you creating fans or areyou creating friends?
This is one of the things thatI have learned studying John
Maxwell is he talks about thosethings all the time.
(02:32):
Are you creating fans orfriends?
And we're trying to createfriends here.
I'm not a big believer increating fans.
I want to create friends andcreate people that we can grow
with and create this reallytight-knit community that is all
geared towards advancing God'skingdom.
So, on the heels of thatquestion, ask yourself that.
It's something that I askmyself through every interaction
(02:53):
.
A lot of times I'll ask myselfthat at the end of every single
day, and I want to remind y'allof exactly who I am and where
I'm at in business.
So I am in the middle and I amin the thick of things.
I am one of those guys that Iam still in the game and I am
seeing some tremendous growthwithin my businesses, but I am
right in the middle of things.
I've been doing this, not evenfor three years now with the
(03:15):
businesses that I have now.
I had businesses before that,but with where I am at now, I've
been doing that for about alittle bit over two and a half
years.
And so I am right in the middleof things and I'm learning, but
this stuff fires me up.
This is where God's called meto be, and God's called me in
business, and I believe he'scalled you in business as well.
He's called you to be the onesthat make the money, that go out
(03:35):
and advance God's kingdom, thatgo out and fund God's kingdom
through your business and thatfund maybe not even God's
kingdom, but that funds otherbusinesses as well, or other
nonprofits, or even that goesand funds, though, that are on
the street through maybeproviding food or resources or a
number of things, and actuallyI would say that that is
advancing God's kingdom.
(03:56):
So that's just a reminder.
Is I am right in the middle ofthings, I am right in the thick
of things with you guys, and sothis stuff that I'm talking
about is stuff that I'm activelydoing, stuff that I've seen
some progress with, stuff thathas worked for me.
We're not going to talk aboutthings that haven't worked,
unless I start the video withthat of, hey, this didn't work
and here's what I've learned.
This has worked very, very wellfor me, so let's get right into
(04:17):
it.
First thing.
First is the vision, and this isreally where I start with every
single thing.
I don't care if it's a newdepartment within the business
or if it's a new hire within thebusiness or if it's a new
business altogether.
I start with the vision forthat, and so what that can look
like whenever I start a newdepartment or maybe start with a
new company on doing somethings is what is the vision
behind that?
So, as a company that sells aproduct and I sell the product
(04:39):
all across the country what isthe vision for sales?
Are we solely in it to justsell a bunch of pools?
Do we want to provide the bestvalue for the dollar?
Do we want to provide the bestcustomer service experience
along with the best products?
Do we want to advance God'skingdom through our business?
Do we want to be faithfulstewards?
What is the vision for thebusiness?
Or let's break it down.
(05:01):
Maybe you just started doingmeetings with your leadership
team, and so what is the visionbehind that?
Why are you wanting to do thisleadership meeting?
Or why are you wanting to meetwith your department heads every
single week?
What is the vision behind that?
That is the first thing.
I start a lot of meetings likethat.
I don't start every singlemeeting like that, but a lot of
meetings are started with thevision, just to get everybody on
the same, on the same page andrunning at the same pace.
(05:23):
And you want to have people onyour team that buy into the
vision, that believe the visionand that are there to implement
whatever strategy or systemthat's in place to see the
vision come to fruition.
You also want to dream so big.
You want to have such a bigvision that you fit everybody
else's dreams into your vision,and so that's an encouragement.
(05:43):
So God has given me just thisincredible vision, not only for
each individual department, eachindividual job, but for the
business as a whole, and it isone thing that everybody's
vision fits with inside that aswell.
So all their dreams and goals,especially when it comes to
certain things within businessand service, it all fits within
that, and so, so make sure thatyou're dreaming big and that
(06:07):
when you're creating thesevisions, you're very detailed of
what that vision looks like,then that allows for you to get
to the strategy.
So these two things aredifferent.
When we talk about strategy, Ipull my vision and I keep my
vision in mind and I create astrategy so that a lot of times
can be just a paragraph of maybeI want to be the number one
home service business.
I want to be the number onewindow cleaning business.
(06:29):
I want to be the number oneprovider of health insurance.
I want to be the number oneprovider of therapy for red
light therapy or a number ofother things that can be in the
service industry.
That would be a good startingpoint, but that is not the full
strategy.
So how are you going to be thenumber one?
What is the idea behind that?
(06:50):
So if your idea is to be thenumber one, or maybe you want to
, maybe the strategy is thisyear I want to do 44 jobs.
It's actually my strategy, forone of my businesses is to do 44
jobs this year, and I came upwith that through tracking KPIs
and through implementing whatworks and then taking away what
didn't work, and then thatallowed for me to come up with
at least that first sentence ofthe strategy.
(07:11):
So I want to build X amount ofjobs.
I want to.
While I'm building these jobs,I want to create raving fans
within my clients.
I want all of my clients togenerate reviews for me, because
I know that's going to helpwith my score.
So there's a number ofdifferent things that we can
apply to our strategy.
But then, on the bottom side ofthat strategy, we want to detail
how.
So, going back, I want to buildX amount of jobs this year and
(07:34):
here's how I'm going to do it.
So I am going to increase myleads by maybe three times.
I am going to bring on asecretary, an assistant, maybe a
call center, to be able tohandle some of these calls.
That way they act as like thatsecretary that is then used to
schedule calls for the salesteam.
So that would be one part ofthat strategy broke down.
(07:56):
Or maybe I want to go to all theB&I.
I want to go to networking.
I want to generaterelationships.
I want to start generatingrelationships with realtors,
maybe with developers somethingthat fits within, again, the
first sentence of that strategyand you basically just want a
game plan of exactly how you dothat.
So I always keep this to abouta paragraph.
I don't get extremely granularwith this, because these other
(08:16):
categories are where I getgranular with my goals and my
game plan and exactly how I'mgoing to accomplish the strategy
which is tied to the vision,how I'm going to accomplish the
strategy which is tied to thevision.
So, once we get down from thereagain, we want to be number one
, or we want to build X amountof jobs, or we want to be the
most well-known and sought afterservice company in the business
.
We want to have nothing butraving fans, and then here's how
(08:39):
we are going to do that, andthen we create our goals from
there.
So our goals is again derivedfrom the strategy and I put
goals, objectives, which will bethe same things, and then your
KPIs.
So here's where I detail all ofmy KPIs and I go in and I break
it down by department.
So, for me, I have a financedepartment, I have a purchasing
department, I have a salesdepartment, and then within
(09:01):
those there's differentextensions of those.
So I have an operationsdepartment.
So I'll take the salesdepartment as an example.
So that is a full-blownecosystem in and of itself,
right?
I have a lead generation guy.
That is my fractional CMO thatgenerates my leads, and since I
brought him on, my leads havetripled, plus minus.
It just depends on what monthwe're talking about, but I've
(09:22):
averaged triple the amount ofleads from before.
And then here's the things thatI'm tracking.
So the goal would be I wanttriple the amount of leads from
this state over here.
I want to start.
Instead of getting 30 leads, Iwant to get 90 leads.
And then here's the KPI thatI'm going to track, and then
here's how I'm going to do that.
So, create your goals, createyour KPIs, break down each
(09:45):
department, break down yourfinance department.
I want to track total revenue.
I want to track cashflow.
I want to track my averageticket.
I want to track my profit, mygross profit, my net profit.
I want to track EBITDA.
There's all these things thatyou can start tracking.
And you, as the business ownereven if you have somebody in
your finance department maybeyou're like me, I don't have
somebody that is printing offthese reports, that is providing
(10:07):
the strategy, providing thebudget.
So that's me, and I love to dothat because I'm learning how to
do all that so that when I getready to hire a CFO, I know
exactly who I'm looking for andthe requirements that I'm going
to be pursuing.
So I want to go back to thesales department.
There's so many things withinthat that need to be tracked.
I have going back to the callcenter.
(10:28):
I have a call center that I use.
That way I'm not bottleneckedwith the increase in leads.
I can take all these calls thatare coming on and they can also
make calls.
They follow the script, whichis a very tight script, that
their goal is to get those leadsto an appointment.
So that way I can track abooking rate, show up rate.
There's a lot of those thingsthat you can track.
(10:49):
So think through eachdepartment within your business
and think through the thingsthat you're going to track and
then name how are you going totrack those?
You know right now I'm usingQuickBooks.
I won't use QuickBooks for long.
I'll eventually go to a productlike Intact and maybe even go
to another one before then andmaybe even go to another one
before then.
But we all need to understandthat over the course of your
business, if the goal is tocontinue to grow your business,
(11:10):
then you're gonna change CRMs,you're gonna change accounting
softwares.
You're just gonna be changingthings as you grow and your
demands increase.
So that is the goals, rightthere.
From the goals, you develop yourgame plan.
So this is where I strategizeover my goals here.
So I create the game plan.
So this is where I strategizeover my goals here.
So I create the game plan ofexactly how I'm going to
accomplish these KPIs.
So again, the strategy.
So I start with the vision.
(11:30):
I want to create this ecosystemthat is going to serve my
clients, that is going to servethe underprivileged in the
community.
Here's my strategy of how I'mgoing to do that.
I want to be the number oneprovider of these products here.
And here's how I'm going toaccomplish those, with maybe two
or three or four or five bulletpoints of how you're going to
accomplish those, all wrapped upinto a paragraph.
(11:51):
Then I get down to the goalsthat are built upon the strategy
.
So, so, in order to accomplishthat strategy, here's the goals,
here's all the KPIs that I'mtracking and here's how I'm
tracking those.
And then you get down to yourgame plan, to where you're like.
Here's how I'm going togenerate these leads by
utilizing my SEO.
I'm going to utilizepay-per-click on Google.
I'm going to utilize Facebookand Instagram ads.
(12:13):
So there's a number of differentthings that can accumulate to a
game plan of how you're goingto accomplish your goals.
That is a broken down portionof your strategy.
That's a broken down portion ofyour vision.
That is a broken down portionof your strategy.
That's a broken down portion ofyour vision.
This is the loop that I followevery time that I go to create
something new and I detail itout in those ways and it has
(12:35):
helped me be able to trackthings and be able to know where
I'm headed.
It has helped me stay on top ofthings.
I know exactly what I need, whatI don't need, but I'm also
learning.
There's a top of things.
I know exactly what I need,what I don't need, but I'm also
learning.
There's a lot of things where,when you start being a student
of these things, you'll hear amillion different KPIs to track
and what I do is I go in and Ijust analyze those things and I
(12:56):
think through what exactly fitsmy business and what I am going
to need, and I keep in mind mygoal is not to sell.
I wanna grow this and keepgrowing this and buy businesses
all across the globe to the tuneof having a thousand plus
businesses here soon andimplementing these vision and
these strategies and thesesystems of how exactly I'm going
(13:17):
to accomplish that.
But that is one of the reasonswhy I focus heavily on getting
these things dialed in, becauseif your goal is to sell, there's
all kinds of things that youneed to start to work towards,
because these investors aregoing to look towards EBITDA is
one of the big things thatthey're going to look towards
and it's just important tounderstand these things.
It's important to get thesethings dialed in how you're
(13:38):
tracking these things so thatway, when you do propose to sell
it, you have a full scope ofthings and you're able to get
top dollar for your business forall the work that you put into
it.
I bought a business before.
I know a bunch of things that Ilearned.
I did not do it perfectly byany stretch of the imagination,
but as I buy more businesses, Iwill continue to grow and learn
and I'll fill you guys in as wego.
I want to break down a few morethings, so this is a bonus
(14:08):
three.
That is something that I'vebeen thinking a lot about lately
, and these are three areas thatI want us all to think about.
What are your ethical goals?
What are your relational goalsand what are your?
I lost my train of thought.
What are your success goals?
And what I mean by that isethical.
What are the things that you'renot going to compromise on?
So I operate out of integrity,I don't lie Like are those
(14:29):
things, ethically, that you donot want to deviate from and
detail those things out?
Get down to your relationalgoals.
What are you willing to do?
What are you willing not to do?
What are you going to pursue?
What are you not pursuing?
Those are extremely important.
How are you going to treatpeople?
How are you going to handleconversations with people?
Just those things.
Are you going to make it aboutothers being narcissistic and
(14:49):
making it about you?
This is something that I reallystruggle with A lot of times
when I talk to people, I canjust talk to people and share
all the things that God's doing,and I can forget to ask
somebody how they're doing butGod's really working on that
with me to be worried about orfocused on the individual,
rather than sharing what I amdoing to that individual or what
God's doing through me to thatindividual.
These are just part of growingand becoming a better leader
(15:13):
through that sanctificationprocess that God takes us
through.
The next is success.
So what are the things that youwill not compromise on?
What are those things that youwill do Me?
I'm not compromising on myfamily, so I will not compromise
on time on my family With mydaughter.
It's just not something that Iwill do Now.
It doesn't mean I'm not okaywith working 14, 16, 12 hour
days, because you better believethat I am, but that is not a
consistent thing that I amwilling to do.
I will not, for two, three,four, five years, every single
(15:37):
day, work 12, 14, 16 hour dayswhile my daughter is two years
old and miss her growing up.
What I will do, though, is Iwill do that every now and again
, and I will time block so thatI can get my 12 hours in every
single day.
So that's what I'm doing now isI've time blocked my schedule
to give me another two and ahalf hours at the end of the day
, two to two and a half hours atthe end of the day, to where I
can tack that on to my workschedule, and I can literally
(15:59):
just crank things out, get intothe flow state and get a lot of
things done towards the end ofthe day.
That allows for me to work andto be really optimized with my
time.
So I really hope that thathelped you guys.
And I want to tie this back intoGenesis 1 through 11 and say
man, god is looking for peopleto partner with.
We see this throughoutscriptures.
But we see through Genesis 1through 2, with Adam and Eve,
(16:20):
how God gave them opportunity tobe obedient to him and to
partner with them.
And what did they do?
They took matters into theirown hands and gave into their
own desires.
We see this with Cain and Abel.
You know we see when you diveinto it it comes alive and you
understand the purpose of thatstory.
We get into the Tower of Babelof how they were trying to build
something for themselves, allguys within building it to get
(16:43):
closer to God.
I think of Noah and him beingobedient and then, whenever he
came out of the ark and what hissons did, he took vengeance
into his own hands.
We started to see things derail.
He implemented a curse on hisgrandson.
We just see this recurring allthroughout scripture.
We see Abram as being one thatwas obedient, that ended up and
married Sarai, who was somebodyvery, very, very close to his
(17:07):
family.
And then we see him be obedient, we see God pull him away from
his family, you know, which isvery big at that time, because
they operate out of apatriarchal structure within
their family.
And so if you're the dad andGod's given you a plan, all of
your kids are going to implementthat plan until you're no
longer with them, and that'sliterally their life.
And so for God to call Abramaway from his family was a very
(17:29):
big deal.
But Abram was obedient to thatand he took them and gave them
promises outside of that.
And then we see Abram take thatinto his own hands a little bit
later and in whenever he thetown, he remember he got into
Egypt and then he was like, hey,just tell them, you're my
sister.
They had been traveling for awhile, we need to re-up on some
(17:49):
goods here, and then we'llescape at midnight and we'll get
back to our purpose in Canaan.
But then what happened?
He got because of her beauty,pharaoh ended up and took her in
, and then he's able he doesn'thave anybody, he's able to take
and own you, if he so chooses toUm.
And so we start to see thatkind of derail whenever Abram
(18:10):
took it into his own hands.
So what are you?
What have you taken into yourown own hands?
I know that I consistently findmyself taking things into my own
hand and I'm like God, I justsurrendered that over to you.
And God's like yeah, no, youdidn't, you took that right back
into your hands, or you neversurrendered it over to me to
begin with, you just gave me lipservice.
And so I want to be exposed tothese things.
I want to be partnered with God.
(18:31):
God has given me a specificvision to use my business, or
God's business, as the Israel,the city, set on a hill that
transforms the way business isdone, that changes the way
business is done as a whole, andthen we start implementing this
process throughout the wholeglobe and we just see kingdom
businesses popping up acrossthis whole globe.
So last thing is, just rememberthat God has called you into
(18:54):
business and God has called youto operate out of excellence.
And what a better like, howincredible it is to partner with
God and be a part of that greatcommission and to advance his
kingdom and come up withcreative ways to talk about
Christ, to advance his kingdomthroughout business and, believe
it or not, a lot of that isbecoming an expert, becoming a
student, becoming the dumbestperson in the room and just
(19:18):
diving in in because you knowthat you're headed to something
far greater than $300,000 inrevenue or a million in revenue,
because God wants to use you asa conduit to flow through you
the finances that is needed toflow to somebody that is
actually really, really in needof those.
And what an incredible calling.
(19:39):
So, anyways, hope this addedvalue to you Tune in next week.
My goal again is to add as muchvalue as I possibly can minute
by added value to you.
I'm tuning in next week.
My goal again is to add as muchvalue as I possibly can, minute
by minute per the podcast.
Um, I love you guys and thanky'all for tuning in.
What's up guys, welcome back to Avoda Talk with
Matt Walton, and this week I amgoing to break down the vision,
strategy, goals and game planportion of the video I did last
week on creating your annualstrategic business plan.
So if you have not checked outthat video, I encourage you to
go one video back and watch theannual strategic business plan
(00:22):
video, because that is one ofthe best tools that I have used
in my business to prepare forthe year to come.
So let's get right into it andI want to first talk about the
scriptures that we're going toback all this up in and then,
down the road, I'll break downthat scripture and talk about a
little bit more in depth.
But Genesis, chapter 1 throughGenesis chapter 11, specifically
(00:45):
talks about partnering with God.
There are so many storieswithin that that is all about
partnering with God, or that'sone element of it is partnering
with God.
So that is kind of theunderlining purpose of this
video is what does it look likewhen we partner with God and
what are the things that we dowhen we decide that God is the
owner of our business and we arestewards of our business?
(01:06):
How does that actually look inreal life.
The other thing is Psalm 127,where it talks about those who
labor in vain.
Those who build the housewithout the Lord labor in vain.
So my encouragement there is tosurrender everything over to
God.
If you feel like you've fallenaway from that, just fall back
down on your knees and giveeverything over to God and just
start pursuing him and let himtake over everything.
(01:27):
Let him drive the business, lethim drive the ideas and the
vision behind things, and youjust rock and roll and move at
the pace that God has for you tomove.
So I want to start with aquestion before we get into it,
and then we'll hop right intothe meat of the video and then
we'll talk about a few things atthe very end of it.
That I think will add somevalue as well.
So do you want to represent Godand yourself well to others?
(01:50):
There's a lot of people that Ithink would answer yes to that,
but then how does that look foryou?
How do you think about yourselfrepresented to others?
So what I mean by that is areyou focused on representing God
well and advancing God's kingdom, on making sure that God smiles
whenever he looks at you andhow you interact with people.
Are you concerned with makingsure that you, by the way that
(02:12):
you handle things, are advancingGod's kingdom, and how you
handle relationships, how younurture relationships?
Are those things that willpoint others to you to the glory
of Jesus Christ, or are theygoing to point people to you?
Are you creating fans or areyou creating friends?
This is one of the things thatI have learned studying John
Maxwell is he talks about thosethings all the time.
(02:32):
Are you creating fans orfriends?
And we're trying to createfriends here.
I'm not a big believer increating fans.
I want to create friends andcreate people that we can grow
with and create this reallytight-knit community that is all
geared towards advancing God'skingdom.
So, on the heels of thatquestion, ask yourself that.
It's something that I askmyself through every interaction
(02:53):
.
A lot of times I'll ask myselfthat at the end of every single
day, and I want to remind y'allof exactly who I am and where
I'm at in business.
So I am in the middle and I amin the thick of things.
I am one of those guys that Iam still in the game and I am
seeing some tremendous growthwithin my businesses, but I am
right in the middle of things.
I've been doing this, not evenfor three years now with the
(03:15):
businesses that I have now.
I had businesses before that,but with where I am at now, I've
been doing that for about alittle bit over two and a half
years.
And so I am right in the middleof things and I'm learning, but
this stuff fires me up.
This is where God's called meto be, and God's called me in
business, and I believe he'scalled you in business as well.
He's called you to be the onesthat make the money, that go out
(03:35):
and advance God's kingdom, thatgo out and fund God's kingdom
through your business and thatfund maybe not even God's
kingdom, but that funds otherbusinesses as well, or other
nonprofits, or even that goesand funds, though, that are on
the street through maybeproviding food or resources or a
number of things, and actuallyI would say that that is
advancing God's kingdom.
(03:56):
So that's just a reminder.
Is I am right in the middle ofthings, I am right in the thick
of things with you guys, and sothis stuff that I'm talking
about is stuff that I'm activelydoing, stuff that I've seen
some progress with, stuff thathas worked for me.
We're not going to talk aboutthings that haven't worked,
unless I start the video withthat of, hey, this didn't work
and here's what I've learned.
This has worked very, very wellfor me, so let's get right into
(04:17):
it.
First thing.
First is the vision, and this isreally where I start with every
single thing.
I don't care if it's a newdepartment within the business
or if it's a new hire within thebusiness or if it's a new
business altogether.
I start with the vision forthat, and so what that can look
like whenever I start a newdepartment or maybe start with a
new company on doing somethings is what is the vision
behind that?
So, as a company that sells aproduct and I sell the product
(04:39):
all across the country what isthe vision for sales?
Are we solely in it to justsell a bunch of pools?
Do we want to provide the bestvalue for the dollar?
Do we want to provide the bestcustomer service experience
along with the best products?
Do we want to advance God'skingdom through our business?
Do we want to be faithfulstewards?
What is the vision for thebusiness?
Or let's break it down.
(05:01):
Maybe you just started doingmeetings with your leadership
team, and so what is the visionbehind that?
Why are you wanting to do thisleadership meeting?
Or why are you wanting to meetwith your department heads every
single week?
What is the vision behind that?
That is the first thing.
I start a lot of meetings likethat.
I don't start every singlemeeting like that, but a lot of
meetings are started with thevision, just to get everybody on
the same, on the same page andrunning at the same pace.
(05:23):
And you want to have people onyour team that buy into the
vision, that believe the visionand that are there to implement
whatever strategy or systemthat's in place to see the
vision come to fruition.
You also want to dream so big.
You want to have such a bigvision that you fit everybody
else's dreams into your vision,and so that's an encouragement.
(05:43):
So God has given me just thisincredible vision, not only for
each individual department, eachindividual job, but for the
business as a whole, and it isone thing that everybody's
vision fits with inside that aswell.
So all their dreams and goals,especially when it comes to
certain things within businessand service, it all fits within
that, and so, so make sure thatyou're dreaming big and that
(06:07):
when you're creating thesevisions, you're very detailed of
what that vision looks like,then that allows for you to get
to the strategy.
So these two things aredifferent.
When we talk about strategy, Ipull my vision and I keep my
vision in mind and I create astrategy so that a lot of times
can be just a paragraph of maybeI want to be the number one
home service business.
I want to be the number onewindow cleaning business.
(06:29):
I want to be the number oneprovider of health insurance.
I want to be the number oneprovider of therapy for red
light therapy or a number ofother things that can be in the
service industry.
That would be a good startingpoint, but that is not the full
strategy.
So how are you going to be thenumber one?
What is the idea behind that?
(06:50):
So if your idea is to be thenumber one, or maybe you want to
, maybe the strategy is thisyear I want to do 44 jobs.
It's actually my strategy, forone of my businesses is to do 44
jobs this year, and I came upwith that through tracking KPIs
and through implementing whatworks and then taking away what
didn't work, and then thatallowed for me to come up with
at least that first sentence ofthe strategy.
(07:11):
So I want to build X amount ofjobs.
I want to.
While I'm building these jobs,I want to create raving fans
within my clients.
I want all of my clients togenerate reviews for me, because
I know that's going to helpwith my score.
So there's a number ofdifferent things that we can
apply to our strategy.
But then, on the bottom side ofthat strategy, we want to detail
how.
So, going back, I want to buildX amount of jobs this year and
(07:34):
here's how I'm going to do it.
So I am going to increase myleads by maybe three times.
I am going to bring on asecretary, an assistant, maybe a
call center, to be able tohandle some of these calls.
That way they act as like thatsecretary that is then used to
schedule calls for the salesteam.
So that would be one part ofthat strategy broke down.
(07:56):
Or maybe I want to go to all theB&I.
I want to go to networking.
I want to generaterelationships.
I want to start generatingrelationships with realtors,
maybe with developers somethingthat fits within, again, the
first sentence of that strategyand you basically just want a
game plan of exactly how you dothat.
So I always keep this to abouta paragraph.
I don't get extremely granularwith this, because these other
(08:16):
categories are where I getgranular with my goals and my
game plan and exactly how I'mgoing to accomplish the strategy
which is tied to the vision,how I'm going to accomplish the
strategy which is tied to thevision.
So, once we get down from thereagain, we want to be number one
, or we want to build X amountof jobs, or we want to be the
most well-known and sought afterservice company in the business
.
We want to have nothing butraving fans, and then here's how
(08:39):
we are going to do that, andthen we create our goals from
there.
So our goals is again derivedfrom the strategy and I put
goals, objectives, which will bethe same things, and then your
KPIs.
So here's where I detail all ofmy KPIs and I go in and I break
it down by department.
So, for me, I have a financedepartment, I have a purchasing
department, I have a salesdepartment, and then within
(09:01):
those there's differentextensions of those.
So I have an operationsdepartment.
So I'll take the salesdepartment as an example.
So that is a full-blownecosystem in and of itself,
right?
I have a lead generation guy.
That is my fractional CMO thatgenerates my leads, and since I
brought him on, my leads havetripled, plus minus.
It just depends on what monthwe're talking about, but I've
(09:22):
averaged triple the amount ofleads from before.
And then here's the things thatI'm tracking.
So the goal would be I wanttriple the amount of leads from
this state over here.
I want to start.
Instead of getting 30 leads, Iwant to get 90 leads.
And then here's the KPI thatI'm going to track, and then
here's how I'm going to do that.
So, create your goals, createyour KPIs, break down each
(09:45):
department, break down yourfinance department.
I want to track total revenue.
I want to track cashflow.
I want to track my averageticket.
I want to track my profit, mygross profit, my net profit.
I want to track EBITDA.
There's all these things thatyou can start tracking.
And you, as the business ownereven if you have somebody in
your finance department maybeyou're like me, I don't have
somebody that is printing offthese reports, that is providing
(10:07):
the strategy, providing thebudget.
So that's me, and I love to dothat because I'm learning how to
do all that so that when I getready to hire a CFO, I know
exactly who I'm looking for andthe requirements that I'm going
to be pursuing.
So I want to go back to thesales department.
There's so many things withinthat that need to be tracked.
I have going back to the callcenter.
(10:28):
I have a call center that I use.
That way I'm not bottleneckedwith the increase in leads.
I can take all these calls thatare coming on and they can also
make calls.
They follow the script, whichis a very tight script, that
their goal is to get those leadsto an appointment.
So that way I can track abooking rate, show up rate.
There's a lot of those thingsthat you can track.
(10:49):
So think through eachdepartment within your business
and think through the thingsthat you're going to track and
then name how are you going totrack those?
You know right now I'm usingQuickBooks.
I won't use QuickBooks for long.
I'll eventually go to a productlike Intact and maybe even go
to another one before then andmaybe even go to another one
before then.
But we all need to understandthat over the course of your
business, if the goal is tocontinue to grow your business,
(11:10):
then you're gonna change CRMs,you're gonna change accounting
softwares.
You're just gonna be changingthings as you grow and your
demands increase.
So that is the goals, rightthere.
From the goals, you develop yourgame plan.
So this is where I strategizeover my goals here.
So I create the game plan.
So this is where I strategizeover my goals here.
So I create the game plan ofexactly how I'm going to
accomplish these KPIs.
So again, the strategy.
So I start with the vision.
(11:30):
I want to create this ecosystemthat is going to serve my
clients, that is going to servethe underprivileged in the
community.
Here's my strategy of how I'mgoing to do that.
I want to be the number oneprovider of these products here.
And here's how I'm going toaccomplish those, with maybe two
or three or four or five bulletpoints of how you're going to
accomplish those, all wrapped upinto a paragraph.
(11:51):
Then I get down to the goalsthat are built upon the strategy
.
So, so, in order to accomplishthat strategy, here's the goals,
here's all the KPIs that I'mtracking and here's how I'm
tracking those.
And then you get down to yourgame plan, to where you're like.
Here's how I'm going togenerate these leads by
utilizing my SEO.
I'm going to utilizepay-per-click on Google.
I'm going to utilize Facebookand Instagram ads.
(12:13):
So there's a number of differentthings that can accumulate to a
game plan of how you're goingto accomplish your goals.
That is a broken down portionof your strategy.
That's a broken down portion ofyour vision.
That is a broken down portionof your strategy.
That's a broken down portion ofyour vision.
This is the loop that I followevery time that I go to create
something new and I detail itout in those ways and it has
(12:35):
helped me be able to trackthings and be able to know where
I'm headed.
It has helped me stay on top ofthings.
I know exactly what I need, whatI don't need, but I'm also
learning.
There's a top of things.
I know exactly what I need,what I don't need, but I'm also
learning.
There's a lot of things where,when you start being a student
of these things, you'll hear amillion different KPIs to track
and what I do is I go in and Ijust analyze those things and I
(12:56):
think through what exactly fitsmy business and what I am going
to need, and I keep in mind mygoal is not to sell.
I wanna grow this and keepgrowing this and buy businesses
all across the globe to the tuneof having a thousand plus
businesses here soon andimplementing these vision and
these strategies and thesesystems of how exactly I'm going
(13:17):
to accomplish that.
But that is one of the reasonswhy I focus heavily on getting
these things dialed in, becauseif your goal is to sell, there's
all kinds of things that youneed to start to work towards,
because these investors aregoing to look towards EBITDA is
one of the big things thatthey're going to look towards
and it's just important tounderstand these things.
It's important to get thesethings dialed in how you're
(13:38):
tracking these things so thatway, when you do propose to sell
it, you have a full scope ofthings and you're able to get
top dollar for your business forall the work that you put into
it.
I bought a business before.
I know a bunch of things that Ilearned.
I did not do it perfectly byany stretch of the imagination,
but as I buy more businesses, Iwill continue to grow and learn
and I'll fill you guys in as wego.
I want to break down a few morethings, so this is a bonus
(14:08):
three.
That is something that I'vebeen thinking a lot about lately
, and these are three areas thatI want us all to think about.
What are your ethical goals?
What are your relational goalsand what are your?
I lost my train of thought.
What are your success goals?
And what I mean by that isethical.
What are the things that you'renot going to compromise on?
So I operate out of integrity,I don't lie Like are those
(14:29):
things, ethically, that you donot want to deviate from and
detail those things out?
Get down to your relationalgoals.
What are you willing to do?
What are you willing not to do?
What are you going to pursue?
What are you not pursuing?
Those are extremely important.
How are you going to treatpeople?
How are you going to handleconversations with people?
Just those things.
Are you going to make it aboutothers being narcissistic and
(14:49):
making it about you?
This is something that I reallystruggle with A lot of times
when I talk to people, I canjust talk to people and share
all the things that God's doing,and I can forget to ask
somebody how they're doing butGod's really working on that
with me to be worried about orfocused on the individual,
rather than sharing what I amdoing to that individual or what
God's doing through me to thatindividual.
These are just part of growingand becoming a better leader
(15:13):
through that sanctificationprocess that God takes us
through.
The next is success.
So what are the things that youwill not compromise on?
What are those things that youwill do Me?
I'm not compromising on myfamily, so I will not compromise
on time on my family With mydaughter.
It's just not something that Iwill do Now.
It doesn't mean I'm not okaywith working 14, 16, 12 hour
days, because you better believethat I am, but that is not a
consistent thing that I amwilling to do.
I will not, for two, three,four, five years, every single
(15:37):
day, work 12, 14, 16 hour dayswhile my daughter is two years
old and miss her growing up.
What I will do, though, is Iwill do that every now and again
, and I will time block so thatI can get my 12 hours in every
single day.
So that's what I'm doing now isI've time blocked my schedule
to give me another two and ahalf hours at the end of the day
, two to two and a half hours atthe end of the day, to where I
can tack that on to my workschedule, and I can literally
(15:59):
just crank things out, get intothe flow state and get a lot of
things done towards the end ofthe day.
That allows for me to work andto be really optimized with my
time.
So I really hope that thathelped you guys.
And I want to tie this back intoGenesis 1 through 11 and say
man, god is looking for peopleto partner with.
We see this throughoutscriptures.
But we see through Genesis 1through 2, with Adam and Eve,
(16:20):
how God gave them opportunity tobe obedient to him and to
partner with them.
And what did they do?
They took matters into theirown hands and gave into their
own desires.
We see this with Cain and Abel.
You know we see when you diveinto it it comes alive and you
understand the purpose of thatstory.
We get into the Tower of Babelof how they were trying to build
something for themselves, allguys within building it to get
(16:43):
closer to God.
I think of Noah and him beingobedient and then, whenever he
came out of the ark and what hissons did, he took vengeance
into his own hands.
We started to see things derail.
He implemented a curse on hisgrandson.
We just see this recurring allthroughout scripture.
We see Abram as being one thatwas obedient, that ended up and
married Sarai, who was somebodyvery, very, very close to his
(17:07):
family.
And then we see him be obedient, we see God pull him away from
his family, you know, which isvery big at that time, because
they operate out of apatriarchal structure within
their family.
And so if you're the dad andGod's given you a plan, all of
your kids are going to implementthat plan until you're no
longer with them, and that'sliterally their life.
And so for God to call Abramaway from his family was a very
(17:29):
big deal.
But Abram was obedient to thatand he took them and gave them
promises outside of that.
And then we see Abram take thatinto his own hands a little bit
later and in whenever he thetown, he remember he got into
Egypt and then he was like, hey,just tell them, you're my
sister.
They had been traveling for awhile, we need to re-up on some
(17:49):
goods here, and then we'llescape at midnight and we'll get
back to our purpose in Canaan.
But then what happened?
He got because of her beauty,pharaoh ended up and took her in
, and then he's able he doesn'thave anybody, he's able to take
and own you, if he so chooses toUm.
And so we start to see thatkind of derail whenever Abram
(18:10):
took it into his own hands.
So what are you?
What have you taken into yourown own hands?
I know that I consistently findmyself taking things into my own
hand and I'm like God, I justsurrendered that over to you.
And God's like yeah, no, youdidn't, you took that right back
into your hands, or you neversurrendered it over to me to
begin with, you just gave me lipservice.
And so I want to be exposed tothese things.
I want to be partnered with God.
(18:31):
God has given me a specificvision to use my business, or
God's business, as the Israel,the city, set on a hill that
transforms the way business isdone, that changes the way
business is done as a whole, andthen we start implementing this
process throughout the wholeglobe and we just see kingdom
businesses popping up acrossthis whole globe.
So last thing is, just rememberthat God has called you into
(18:54):
business and God has called youto operate out of excellence.
And what a better like, howincredible it is to partner with
God and be a part of that greatcommission and to advance his
kingdom and come up withcreative ways to talk about
Christ, to advance his kingdomthroughout business and, believe
it or not, a lot of that isbecoming an expert, becoming a
student, becoming the dumbestperson in the room and just
(19:18):
diving in in because you knowthat you're headed to something
far greater than $300,000 inrevenue or a million in revenue,
because God wants to use you asa conduit to flow through you
the finances that is needed toflow to somebody that is
actually really, really in needof those.
And what an incredible calling.
(19:39):
So, anyways, hope this addedvalue to you Tune in next week.
My goal again is to add as muchvalue as I possibly can minute
by added value to you.
I'm tuning in next week.
My goal again is to add as muchvalue as I possibly can, minute
by minute per the podcast.
Um, I love you guys and thanky'all for tuning in.
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