November 20, 2024 • 33 mins
We often see scaling as synonymous with the high-stakes hustle of building bigger, more complex structures, but it doesn’t have to be that way. Today, I’m sharing how to create a path to business growth that honors your pace, strengths, and values, so you can scale sustainably without sacrificing your sanity or adding unnecessary stress. Let’s reimagine scaling as a journey toward calm, aligned, and profitable growth.
Why you should listen:
- Redefine Scaling for Your Business: Scaling isn’t just about expanding – it’s about refining and optimizing what’s working, increasing profitability, and creating a business model that allows for calm and alignment.
- Increase Client Lifetime Value: Build sustainable growth by deepening relationships with current clients, increasing their lifetime value and loyalty rather than relying only on new customer acquisition.
- Focus on Quality Over Quantity in Your Marketing: Deliver high-quality, targeted messaging that builds trust and drives conversions within your existing audience without needing to create constant content.
- Standardize and Simplify Your Operations: Streamline your offers and standardize delivery processes to reduce the need for additional hires, making scaling seamless, manageable, and aligned with long-term goals.
Learn how to scale your business by going deeper, building trust, and focusing on quality... without burning out.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
Hey, welcome back to Jereshiasaid today, we're diving into a
(00:04):
topic that I know.
So many of you have beennavigating, scaling your
business, but not just any kindof scaling we're talking about
sustainable scaling.
This is growth that doesn'tdemand that you sacrifice your
time values or your sanity forthe sake of the bottom line.
For a lot of us, the idea ofscaling can feel really heavy,
(00:27):
maybe even intimidating, it'sthe feeling of, I want to grow,
but I'm not willing to burnmyself out to get there.
Or maybe you have thisunderlying fear that scaling
means compromising the life thatyou've worked so hard to build.
And I think that yourrelationship with scaling,
whether that's because of,historically burning yourself
out or seeing peers or others inthe industry, doing it in a way
(00:52):
that just feels totally incongruent with what it is that
you want.
Today.
I want to reframe what scalingcould look like and explore some
new paths that might feel morealigned with who you are and
where you actually want to go inthis next chapter.
(01:16):
Before we jump into thisepisode, I'm excited to welcome
you into this new season.
This is my winter, 2024.
Podcast season and it's titledcreating success that sustains
you.
This season is for those of youwho know how to achieve success,
but feel like the cost of thatsuccess might not be worth it
anymore.
(01:37):
In the trailer I shared a littlebit about what's gonna be coming
up and what's been influencingthe season.
exploring what it means to havea life that feels whole
supported and fulfilling, notjust successful on the surface.
if you followed along with lastseason, homecoming, we dug deep
into reconnecting withourselves, stepping away from
survival mode and redefiningsuccess on our own terms.
(02:00):
This season, we're taking it astep further.
We're shifting from survivalmode and self-trust into
something even morefoundational, sustainable
success and not the hustlebacked kind.
This is about creating successthat aligns with the life you
actually want to live.
So this episode is part of thatjourney, exploring what it means
to scale a business withoutcompromising your peace and your
(02:20):
values.
I'll be covering why scalingdoesn't have to mean building a
full blown agency, hiring a hugeteam or maxing out your schedule
with back-to-back launches.
I know that's how it's portrayedin the industry, but there is
another way.
And we're going to be talkingabout how we can redefine
scaling as growth that feelspeaceful and purposeful.
(02:41):
Focusing on refining, whatalready works instead of
constantly adding more.
We'll get into the alternativeapproaches to scaling, like
positioning yourself as aboutique service provider,
increasing lifetime client valueand simplifying your operations
to.
Do what's most importantincrease your profit without
simultaneously increasing yourexpenses.
(03:02):
And I'll give you some practicalsteps to apply these concepts.
Plus some reflection questionsto help you rethink what scaling
could look like in your businessSo let's get into it.
Do you think scaling yourbusiness means going big just
because you can let's reframethat.
Let's start with the big mythabout scaling.
That it has to mean going all inwith massive investments, big
(03:25):
team management and intenseworkloads.
We see the success stories outthere.
people who've built, hugeagencies spent hundreds of
thousands of dollars a year onads have launched massive
courses.
Group programs, memberships haveteams of, 10, 20 people they're
on flights every other week.
speaking on stages all over.
(03:46):
it's easy to think that is theonly blueprint.
And here's the thing, justbecause those paths work for
some people.
it doesn't mean that's the onlypath that can work.
And they're definitely not thebest fit for everyone, there's
consequences and trade-offs toall of those different versions
and the scaling doesn't have tomean adding complexity and
(04:08):
stress to your plate.
But more.
So imagine a model whereprofitability meets peace, where
scaling means leaning into whatworks for you.
And this particular season oflife that you're in the next
chapter that you're steppinginto, not just doing more for
the sake of it.
most of us have a mental imageof what scaling should look
(04:28):
like.
Maybe you picture building afull-scale agency.
Hiring an entire, sales team foryour programs, hiring a
full-time team of, dozens ofpeople spending tens of hundreds
of thousand dollars on adsrunning these massive large
group programs with dailycoaching calls.
And for some people that modelis super effective and it works.
(04:50):
That's why we see that model sooften in our space, but some of
the biggest names, like thoseare the models that they have
created.
But at that sounds exhausting toyou.
Trust me, like you're not alone.
And just because that's not whatyou envisioned for yourself,
doesn't mean you need to limityour ambition just because
that's a version of scale youdon't want.
(05:10):
There is an alternative path.
we live in a culture thatcelebrates hustle based,
scaling.
because they have the money tobe omnipresent.
So that's why we see them allthe time.
But I'm here to remind you thatscaling can look different.
And it truly can feel alignedand peaceful.
So there's nothing inherentlywrong with this traditional path
or approach of scaling.
(05:31):
But I, what I want you to see isthat scaling can also look like
focusing on what you love aboutyour business, keeping things
simple and leaning into thestrengths you already have.
this reminds me of a client Iworked with not long ago.
She had reached a point whereher business was Doing
incredibly well financially, butit felt chaotic and
(05:53):
unsustainable She was convincedthat scaling meant hiring a
bigger team, expanding her offersuite like introducing
additional new offers on top ofthe ones that she was already
launching throughout the year.
But that didn't feel aligned forher.
So instead we focus on refiningher messaging.
Streamlining her services.
realigning her business modeland her offer suite and
(06:13):
deepening her existing clientrelationships.
now she's generating morerevenue while working fewer
hours and feels more at easethan ever.
when we think about, that inparticular I think people think
that scaling all the time justmeans bigger for the sake of
being bigger.
But we need to understand thatlike, scaling is really all
about how are you increasingyour profit.
(06:36):
That take home pay and yourowner's draws and the profit
that exists after paying fortaxes and business expenses
without exponentially,increasing your business
operating expenses.
And I think that's where peopleget it wrong.
there was a time in my ownjourney where I had made that
mistake for a short period oftime where I wasn't increasing
my expenses.
(06:57):
At a rate Reflective of the paceat which I was increasing my
profit.
And that's what started to causea lot of the confusion, the
complexity and the overwhelm,and, just the heavy weightiness
of it because it's like, geez,Louise, like my monthly payroll
is ridiculous and there's thisconstant pressure to constantly
relaunch and launch new offersand keep selling just to keep up
(07:20):
with the amount of money goingout the door.
And that's really what washappening with this client as
well, where it's like, youstart, it's very easy.
Once you start getting a littlebit of money and you got a
little bit of excess to startspending it.
Without really taking the momentto take a step back and look at
the holistic picture of like,Hey, we had a really good
quarter.
(07:40):
we need to think longtermthough.
Like, you know, we might've hada really good six months, but I
shouldn't just be blowingthrough all this money and
getting permanent expenses nowattached to my payroll Without
evaluating how those newexpenses are going to increase
profit.
I think that is where thedisconnection is.
When we start hiring aimlesslywe're hiring hands that can do
(08:04):
task management and help, butthose hands are not helping to
generate new revenue.
when you are starting to, spendmore on team, whether that's.
for housekeeper babysitter nannyso that you're getting back
time.
delegating bookkeeping, hiring abetter accountant, hiring a
coach and advisor, joining amastermind, it's really
(08:26):
important to evaluate what typeof hire you are making.
Are you hiring somebody to helpyou get back time?
And if so, what are you doingwith that time?
Are you spitting that time?
To relax or are you spendingthat time?
to drive?
New revenue.
Or if you're.
Hiring somebody.
Like a coach.
And advisor investing in youreducation.
or your personal development.
(08:46):
How is that type of investmentis going to yield a return,
which is going to help youagain, increase profit.
Because there needs to be somepredictability and repeatability
and how you're going to continueto sustain that level of new
income.
(09:07):
And sometimes we can bite offmore than we can chew with our
expenses for the sake ofscaling.
And lose sight of why we evenare here doing this in the first
place.
Like you're a lifestyle basedbusiness You're doing it because
you want to be able to take homemore money, not just build a
bigger company for the sake ofit being bigger.
So let's, re-imagine scaling fora second.
(09:28):
What if instead of going biggerand adding more, you scaled by
going deeper.
Maybe you position yourself as aboutique niche service provider
or consulting agency or advisoryfirm or executive coach.
You work with fewer but higherpaying clients and you keep your
client load kept.
(09:49):
You're always in demand, but youdon't need a huge team or
endless marketing efforts tostay that way.
That's an example of what goingdeeper, but still being able to
scale, I E increase your profitand take home pay can look like
scaling in this way meansbecoming known for something
super specific, becoming thatcontextual nuanced expertise.
(10:12):
And letting the reputation workfor you.
And what I see happen a lot whenI'm working with clients, or
even when I've been redefiningmy own business model, I had to
look at my strengths like, Hey,What is naturally already
happening in my business.
You know, clients are stayingfor a long period of time.
You have really good referrals.
Once clients are in the door,they love being able to work
(10:34):
with you again and again, likeyou have really high renewal
rates.
if you notice that about yourbusiness model.
That's I think also why we canfeel this in congruency.
When we think about scaling inways that.
require us to, do largevisibility efforts, like
spending money on ads to get infront of new people or posting
twice a day on social media, forthe sake of getting bigger reach
(10:57):
in the algorithm.
Like you start thinking about, Ineed to do this larger amount of
output so I can get a highervolume of leads.
But I want you to ask yourself,is that even the business model
that you want to be holding inthis next chapter of life, do
you want a high volume businessmodel or a.
Deep relationship based businessmodel.
And if that relationship modelis something that you're
(11:19):
interested in, and the reasonwhy I'm introducing this again,
it's not to say that the highvolume model doesn't work or
there's something bad with it,but I just want to show you that
there's another way.
And there is an alternative.
if that alternative of what Ijust described is more aligned
with your natural strengths whatis already naturally happening
in your business and what yousee for yourself in regards to
capacity and load that you wantto be carrying and.
(11:41):
Responsibility low that you wantto be carrying in this next
chapter.
You can scale that way.
as you're listening, I want youto reflect on a few things.
One is what would scaling looklike if it felt calm and aligned
with your lifestyle?
take a moment to really thinkabout that.
I feel like sometimes when Imentioned the word scaling and
the word calm in one sentence,the first thought is girl,
(12:05):
that's not possible.
That's not available.
Like those two things don't gotogether.
But just, if you had to playthe, what if game and you only
gave yourself the option tothink about the possibility
versus the fear of what can'twork, what comes up for you?
The second thing is, is thereanything in your business that
feels exhausting right now?
(12:26):
How could simplify and getopened up space for more ease.
And again, I just take some timeto really think about that.
There's probably some thatimmediately comes to mind.
For a lot of my clients and evenfor myself as I've been
reentering and rebuilding mybusiness model, the first
exhausting thing that comes inmind is the amount of content
output.
And the pressure I was puttingon myself to produce a higher
(12:48):
volume of content.
I need to be showing up onInstagram every single day,
posting long form content onInstagram, every single day or a
newsfeed post every single day,I need to be on the real trends
and trending audio to have Reelsthat get more reach.
I need to be producing multipleepisodes on the podcast.
honestly, I just want you totake some awareness of what
feels exhausting right now.
(13:09):
And if you simplified it tofocus on quality over quantity,
what would that look like?
Scaling doesn't have to be aboutreaching for more.
Sometimes it's about refining.
What's already there in leaninginto the unique strengths.
That you bring and that arealready bringing in money into
the business.
And I think that's really what Iwant you to reflect on, or I'm
(13:30):
inviting you to reflect on, isthat where I personally been
able to scale my business, Youknow, running a larger, load
business back in 20 23, 20, 22,like those years.
Like what worked for us in how Iwas able to scale to multi seven
figures a year, purely throughorganic content is because we
just doubled down on the fewthings that we did really,
(13:52):
really well.
And we also.
Maintained longer clientrelationships with resulted in
longer lifetime value Lifetimevalue is what allowed me to
scale.
Not constantly introducing moreoffers.
We just got better at deliveringone offer.
Versus needing to sell multipleoffers.
And as I'm scaling my businessnow, thinking about building my
(14:15):
business with babies in mind,building my business with a cap
and with the capacity I'm like,okay, what are the few things
that I need to double down onand do really well, that will
produce results.
And leave everything else.
on the sidelines.
And when you start to thinkabout that, focus on the real
needle movers versus theneedles.
(14:36):
You feel you have to move tokeep up with what the industry
is telling you to do a lot ofthe weight, it in the, in the
heaviness that you feel when itcomes to scaling, you can just
stop doing that work becausetruly a lot of the time it's
unnecessary.
Another powerful way to scale isby refining your actual
messaging to convert more peoplefrom your existing audience,
(14:59):
rather than constantly chasingnew leads.
I don't think people realizethis enough, that scaling can
mean elevating your messaging toconvert more people within your
existing audience.
I think we need to remindourselves of the definition of
scaling.
Scaling is not just gettingbigger for the sake of getting
bigger scaling is how do Iincrease my profit?
(15:19):
since you're probably a soleproprietor and don't have a
partner in your business, it'sabout how do I increase my
take-home pay and the profitthat is leftover.
That is what scaling means.
Not just getting bigger, morefollowers, more offers, more
team for the sake of it, So whenyou think about elevating your
messaging and refining yourmessaging to convert more people
that are already in youraudience, That doesn't just
(15:43):
reduce marketing fatigue.
It deepens your connection withthe audience you already have.
It's like unlocking a new levelof engagement in loyalty that
sustains your business withoutadding complexity or higher
content output.
I just did a deep dive analysison my content strategy.
I recently published a real overon my Instagram account.
(16:05):
Really sharing the insights ofthat.
If you missed it, definitelyencourage you to go back and
look at it.
I did a post on my Instagramaccount has been stuck at 42,000
followers for over 12 months.
This is how I'm revitalizing myaccount before the end of the
year.
And one thing that I noticedreally aligned with what I just
shared here about scaling.
(16:25):
Uh, way to scale is by doing isrefining your messaging.
in my own content performanceWhenever I spoke with more
contextual nuance.
It built trust, but also createdthis follower fluctuation where
I would get a lot of unfollowedon followers on the same days
that I was posting content thatwas building trust.
(16:48):
And what I realized is that thatis a form of content
polarization.
When you do speak to thespecifics, when you are speaking
to more of a contextual nuancewithin your content, when you
are refining and elevating thesophistication of your
messaging, It is absolutelygoing to polarize repel and
cause people to unfollow who arenot here for that level of
(17:11):
depth.
And that's what I want tohappen, because again, I'm
building a relationship basedbusiness model.
I'm selling a higher touchpremium service.
Focusing on building an audienceof potential clients, not an
audience of followers.
when I noticed that distinctionof.
Am I trying to get more reachright now, or am I trying to
(17:32):
build more trust building trustis what wins when I'm trying to
use content as a way to convertpeople into paying clients
versus creating content forinfluence for mass following.
And I think that again, the moreand more that we can shift our
perspective away from you arenot an influencer.
You are not a content creator.
(17:54):
You are a CEO, a business owner.
Who's using Instagram as amarketer would use it.
Not as an influencer would useit.
And when we can see that shift.
You know, I think that reallyhammers home this point that you
can a way for you to scale yourbusiness is by strategically
refining your messaging toconvert more of the people who
are already in your existingaudience.
(18:18):
Sometimes as well, scaling canmean taking a hard look at what
you're offering and askingyourself, what can I simplify?
And what I mean by that isscaling can also look like
simplifying your offer suite andstandardizing your delivery.
By streamlining your offer suiteand standardizing how you
actually deliver your offers.
(18:39):
You reduced the need foradditional hires and this really
keeps things consistent.
Where I see this become achallenge for most business
owners is when they're makingbetween two and$300,000 a year
in revenue.
And again, where they're makingsomewhere between 700 and
$800,000 a year in revenue, Ifeel like those are the two
biggest operational bottleneckpoints and scaling a business
(19:04):
because you know, what got youto those multi-six figures in
the first place was just a lotof hustle.
Grit.
You probably grew really, reallyfast.
And then it's like, Oh crap.
I'm overwhelmed at capacity.
I need some help.
I start hiring help, but becausethere's a lack of structure when
you start delegating those.
Who you end up hiring anddelegating to normally doesn't
(19:26):
work out all that great.
The first few times that you doit, you might hire a copywriter
cause you're like, oh my gosh, Icannot imagine doing another
launch all on my own.
you hire somebody to help youmanage your launches.
you start hiring help in themarketing department, but then
you get really ticked offbecause you're now having to
hand hold the person you hired.
they're not getting your tone,right.
They're not getting yourmessaging.
(19:47):
Right.
so then you end up stepping backinto their role writing all the
copy starting to buildresentment and starting to lose
some belief that like scalingand hiring, help us even going
to work for you because it'slike, you just did it.
And.
It didn't work.
that early stage around thatmulti-six figure two to$300,000
mark.
The reason why delegating andhiring help is not effective.
(20:08):
when you do it the first fewtimes, because you're lacking
standardization.
In what you're choosing toactually delegate.
all of your messaging conceptsliterally live in your head.
when you hire a content writeror copywriter, there's no way
for you to transfer thatknowledge because none of it is
documented.
It's not standardized.
what I see happen.
around that two or 300 K mark,but also, a lot around that 7
(20:31):
5800 K mark is you start hiring,program coaches or.
People to support you inside thedelivery of your program.
Again, right idea.
You need help.
You can not handle all theseclients on your own.
The issue when it comes todelegating is that there is no
standardization.
You know, if your programdoesn't have defined curriculum,
you know, there's a differencebetween you need to be like
(20:54):
Butte, how well documentedyou've, Documented the teaching
part of what you do versus thecoaching aspect of what you do
and making a distinction betweenthose two things.
So when you delegate and hirehelp, how do I trust this person
to answer questions in theFacebook group?
without me having to Greenlighteverything they say if you've
been in either one of thoseboats, Hiring is not.
(21:17):
Like the issue.
It is a lack of standardization,which is causing when you do
hire these individuals to not goas well, to not meet your
expectations.
And that's why when I thinkabout scaling can also look like
how do you simplify your offersuite and standardized delivery?
Because one is going to helpprevent the error of.
(21:39):
Hiring people and then notliving up to the standards.
The reason why they're notliving up to the standard is
because there is nostandardization, everything
lives in your head, you're ableto come up with messaging real
time on the fly because you havea pulse on everything, but
everything is in your brain.
So, you know, the type of helpand a depth of help that you
need.
(21:59):
You know, can really be reducedand become more efficient and
effective through standardizingstandardizing the offers,
simplifying the offers.
You know, reducing thecomplexity in your offer suite.
and just know that every singleoffer that you introduce needs a
level of operationalstandardization.
And this is why I'm a really bigbeliever that if you're making
less than a million dollars ayear, you probably shouldn't
(22:21):
have more than three offers inyour entire offer suite.
And that is just because whenyou start thinking about, oh, I
want to grow these three offers,speak to three different ideal
clients at three differentstages of their journey.
You've now added complexity toyour marketing efforts.
every time you do a launch feelslike you're starting from
scratch because you're speakingto a different person with each
offer.
(22:42):
So that really leads me intothis next point of like scaling
can mean increasing lifetimevalue, the LTV per client.
And really what that looks likeis how do we, simplify and
restructure your offers.
So that there's a differencebetween what your marketing
publicly and the offer thatyou're primarily promoting
through your public content.
(23:03):
Versus maybe a succession offerthat is really there in design
to be a renewal offer or aretention offer, for your
existing client base that isprimarily sold behind closed
doors.
So simplifying your offers suiteand standardizing your delivery
is a way of scaling withoutneeding to layer on more.
(23:25):
That simplification is a form ofscaling that.
Is incredibly underrated.
Because a lot of the time wedon't correlate from face value,
how that simplificationstandardization will again,
increase your profit, which iswhat we're trying to do with
scaling.
Now, when it comes to increasinglifetime value.
(23:45):
That's one of my favoriteapproaches that's the way I was
able to scale to multi sevenfigures by increasing the
lifetime value per customer thatI had.
So imagine creating such astrong relationship with your
clients, they keep coming backtime and time again.
And there is an offer for themto come back to.
And that's when around that 200or$300,000 mark is when I think
(24:08):
you can start to strategically.
Plan your offers for that typeof scale?
before then, that's not evennecessary and probably not even
a focal point because you'rereally just trying to learn how
to sell.
But when you're around thatmulti six figure mark, that's
really the time where you canstart to think about it, you may
not need to deploy.
All the ideas that you haveright then, but around that 750
(24:30):
800 K mark that's when I'd say,okay, maybe we have three offers
in the offer suite there's onecore signature front facing
offer, and there's maybe twoback-end succession offers.
Around that season of business.
this isn't just about one-offsales.
yes, you can do one off sales.
one off sales are not a badthing.
I've done one off sales.
(24:50):
throughout the years I've beenin business, but it's about
building relationships that growover time and thinking about the
repeatable.
Type of core sales that make up80% of my business revenue.
one-off sales might make up 5%,one year or 7% another year, but
they're not really part of thecore cashflow.
That you are depending on to,you know, Maintain your your
(25:15):
month to month expenses andcashflow needs.
with each return, your businessbecomes more sustainable and
you're scaling without having toconstantly reach.
For the next new lead.
That's the other nice thingabout focusing on scaling with
an increase in lifetime value Itjust produces some of the
pressure where you think aboutsome of the big names again,
(25:37):
when you're running a highvolume model, high volume is a
very different model than alifetime value model.
And when you think about a lotof the big names that we see in
our space where they're sellingprimarily a digital course on
the front end.
This dynamic around businessmodels, around new lead
acquisition, high volume versuslifetime value.
(25:57):
you got to know what game you'replaying.
You can make millions doingboth.
it's about deciding what is amodel that you are going to
choose to scale with and thenprioritize your efforts on
strategies that align with thatparticular business model.
Because there's space in theindustry for both, one's not
better than the other, but Ithink that when you try to scale
playing both models, that'swhere again, more complexity
(26:21):
kicks in.
And I think when you are runninga business where you have a
smaller team, you have a smalleraudience.
it just doesn't make sense toput that pressure on yourself,
to try to perform both modelssimultaneously, because it's
going to be very difficult to doboth well.
And for it to be profitable foryou at the end of the day, So
really scaling is aboutincreasing your profit and take
(26:42):
home pay withoutdisproportionately increasing
your expenses.
That's the big takeaway.
scaling.
Isn't just about making moremoney.
It's about increasing yourprofit without
disproportionately increasingyour expenses.
when you can do that whileactually getting more of your
time back.
That is the sweet spot.
My friend scaling doesn't haveto mean bigger, faster or more.
(27:04):
It's about defining a path thathonors your pace and that
aligned with your vision, yourvalues, your owner's intent and
your lifestyle that you actuallywant.
So let's make this reallypractical.
Here are a few steps that youcan start exploring today.
list out the core strengths ofyour business.
Write down the parts of yourbusiness that you most enjoy.
(27:26):
What activities give you energyrather than drain it?
What are the primary ways thatyou attract new leads?
how do you attract them?
How do they discover you?
And then what is the primary waythat you convert them?
What is the primary reason whythey choose to stay and continue
working with you?
get clear on the main needlemovers in your business, what
are you really good at?
(27:47):
If you thrive on long formcontent, maybe reels, aren't
your thing.
What can you do to actuallyincrease performance by just
getting better at long formcontent in different mediums on
these platforms, podcasts,email, carousels, you know?
So I just wanted to think aboutwhat are your core strengths and
what comes naturally intuitivelyfor you?
That also really contributes toincreased profit.
(28:09):
Better client relationships,better quality leads.
The second thing is assess yourrevenue versus your stress.
I want you to take a close lookat each offer and consider its
revenue contribution to yourbusiness.
Versus the stress it creates foryou.
Look at how much revenue is eachoffer bringing in how much time
(28:30):
does it take for me to deliverand sell each offer?
Does this offer feel reallyheavy or light, does this offer
energize me or do I leave callsready to cry and break down and
want to burn my business down?
Do a capacity analysis of what'scoming in revenue wise and how
it's impacting, like yourstress, your capacity, your
energy, how.
How you feel.
(28:50):
And the third thing is reallylook at where you can increase
lifetime value.
Even if you have a, volume-basedbusiness model, maybe you have a
membership, maybe you have areally large audience and you're
selling a lot of digitalcourses.
Like maybe you're an influenceror whatever it might be, but I
can guarantee there's probably,an additional 20 to 30% of
increase in profit that you canbe making just by.
(29:12):
Increasing your lifetime valuesomewhere in your offer suite.
Even if it's not the main focus,it can be a really nice add on.
So brainstorm ways to deepenrelationships with your existing
clients, people who have alreadypaid you.
think about how you could add anadditional offer.
Or maybe, restructure some ofyour existing offers to have a
VIP option or an upgrade optionwhere you can offer additional
(29:34):
value that keeps clients comingback over time or increases the
amount of money that you'regetting paid from a client that
already is in your sphere.
So if you're listening to thisand thinking, I want to scale,
but it doesn't feel like I can,I encourage you to re-imagine
what scaling could look like foryou.
I really hope this episode gaveyou some new perspective, some
different things to think about,maybe helped you identify why
(29:57):
certain approaches to scalingdidn't work for you before and
how they can work for you now.
Let go of this pressure to do itlike everyone else and ask
yourself.
What aligned.
Peaceful growth could mean inyour life, in business, in this
next chapter, because there is away to grow that doesn't
compromise your peace or yourhealth.
Scaling that sustained you isnot only possible.
(30:19):
It's worth making it thepriority.
So let's close this episode witha really grounding affirmation.
I am building a business thatgrows with grace and aligns with
my values.
I am building a business thatgrows with grace and aligns with
my values.
(30:40):
I want you to repeat that toyourself as you go through your
day or your week, write it downas a nice reminder, scaling does
not require sacrificing yourpeace.
It's an extension of yourpurpose.
If this episode resonated withyou, let's keep the conversation
going, share this episode with afriend, tag me on your Instagram
(31:00):
story.
So I know that you're listening.
And let me know what alignedscaling looks like for you.
I really just hope this gave youagain some fresh perspective.
And reinvigorate it, yourambition, because what you want
is possible.
And when you don't see itmodeled, it can feel really
deflating.
I totally hear you andunderstand that.
(31:21):
But I really hope this just reexcite at you in a way that
gives you hope for.
You being able to still pursueyour dreams and your ambition,
but do it in a way that's reallyaligned and congruent.
and as always be sure tosubscribe.
So you don't miss the nextepisode of this season.
Thank you for tuning in andhere's to creating success that
feels truly sustainable.
I'll catch you in the nextepisode.
Hey, welcome back to Jereshiasaid today, we're diving into a
(00:04):
topic that I know.
So many of you have beennavigating, scaling your
business, but not just any kindof scaling we're talking about
sustainable scaling.
This is growth that doesn'tdemand that you sacrifice your
time values or your sanity forthe sake of the bottom line.
For a lot of us, the idea ofscaling can feel really heavy,
(00:27):
maybe even intimidating, it'sthe feeling of, I want to grow,
but I'm not willing to burnmyself out to get there.
Or maybe you have thisunderlying fear that scaling
means compromising the life thatyou've worked so hard to build.
And I think that yourrelationship with scaling,
whether that's because of,historically burning yourself
out or seeing peers or others inthe industry, doing it in a way
(00:52):
that just feels totally incongruent with what it is that
you want.
Today.
I want to reframe what scalingcould look like and explore some
new paths that might feel morealigned with who you are and
where you actually want to go inthis next chapter.
(01:16):
Before we jump into thisepisode, I'm excited to welcome
you into this new season.
This is my winter, 2024.
Podcast season and it's titledcreating success that sustains
you.
This season is for those of youwho know how to achieve success,
but feel like the cost of thatsuccess might not be worth it
anymore.
(01:37):
In the trailer I shared a littlebit about what's gonna be coming
up and what's been influencingthe season.
exploring what it means to havea life that feels whole
supported and fulfilling, notjust successful on the surface.
if you followed along with lastseason, homecoming, we dug deep
into reconnecting withourselves, stepping away from
survival mode and redefiningsuccess on our own terms.
(02:00):
This season, we're taking it astep further.
We're shifting from survivalmode and self-trust into
something even morefoundational, sustainable
success and not the hustlebacked kind.
This is about creating successthat aligns with the life you
actually want to live.
So this episode is part of thatjourney, exploring what it means
to scale a business withoutcompromising your peace and your
(02:20):
values.
I'll be covering why scalingdoesn't have to mean building a
full blown agency, hiring a hugeteam or maxing out your schedule
with back-to-back launches.
I know that's how it's portrayedin the industry, but there is
another way.
And we're going to be talkingabout how we can redefine
scaling as growth that feelspeaceful and purposeful.
(02:41):
Focusing on refining, whatalready works instead of
constantly adding more.
We'll get into the alternativeapproaches to scaling, like
positioning yourself as aboutique service provider,
increasing lifetime client valueand simplifying your operations
to.
Do what's most importantincrease your profit without
simultaneously increasing yourexpenses.
(03:02):
And I'll give you some practicalsteps to apply these concepts.
Plus some reflection questionsto help you rethink what scaling
could look like in your businessSo let's get into it.
Do you think scaling yourbusiness means going big just
because you can let's reframethat.
Let's start with the big mythabout scaling.
That it has to mean going all inwith massive investments, big
(03:25):
team management and intenseworkloads.
We see the success stories outthere.
people who've built, hugeagencies spent hundreds of
thousands of dollars a year onads have launched massive
courses.
Group programs, memberships haveteams of, 10, 20 people they're
on flights every other week.
speaking on stages all over.
(03:46):
it's easy to think that is theonly blueprint.
And here's the thing, justbecause those paths work for
some people.
it doesn't mean that's the onlypath that can work.
And they're definitely not thebest fit for everyone, there's
consequences and trade-offs toall of those different versions
and the scaling doesn't have tomean adding complexity and
(04:08):
stress to your plate.
But more.
So imagine a model whereprofitability meets peace, where
scaling means leaning into whatworks for you.
And this particular season oflife that you're in the next
chapter that you're steppinginto, not just doing more for
the sake of it.
most of us have a mental imageof what scaling should look
(04:28):
like.
Maybe you picture building afull-scale agency.
Hiring an entire, sales team foryour programs, hiring a
full-time team of, dozens ofpeople spending tens of hundreds
of thousand dollars on adsrunning these massive large
group programs with dailycoaching calls.
And for some people that modelis super effective and it works.
(04:50):
That's why we see that model sooften in our space, but some of
the biggest names, like thoseare the models that they have
created.
But at that sounds exhausting toyou.
Trust me, like you're not alone.
And just because that's not whatyou envisioned for yourself,
doesn't mean you need to limityour ambition just because
that's a version of scale youdon't want.
(05:10):
There is an alternative path.
we live in a culture thatcelebrates hustle based,
scaling.
because they have the money tobe omnipresent.
So that's why we see them allthe time.
But I'm here to remind you thatscaling can look different.
And it truly can feel alignedand peaceful.
So there's nothing inherentlywrong with this traditional path
or approach of scaling.
(05:31):
But I, what I want you to see isthat scaling can also look like
focusing on what you love aboutyour business, keeping things
simple and leaning into thestrengths you already have.
this reminds me of a client Iworked with not long ago.
She had reached a point whereher business was Doing
incredibly well financially, butit felt chaotic and
(05:53):
unsustainable She was convincedthat scaling meant hiring a
bigger team, expanding her offersuite like introducing
additional new offers on top ofthe ones that she was already
launching throughout the year.
But that didn't feel aligned forher.
So instead we focus on refiningher messaging.
Streamlining her services.
realigning her business modeland her offer suite and
(06:13):
deepening her existing clientrelationships.
now she's generating morerevenue while working fewer
hours and feels more at easethan ever.
when we think about, that inparticular I think people think
that scaling all the time justmeans bigger for the sake of
being bigger.
But we need to understand thatlike, scaling is really all
about how are you increasingyour profit.
(06:36):
That take home pay and yourowner's draws and the profit
that exists after paying fortaxes and business expenses
without exponentially,increasing your business
operating expenses.
And I think that's where peopleget it wrong.
there was a time in my ownjourney where I had made that
mistake for a short period oftime where I wasn't increasing
my expenses.
(06:57):
At a rate Reflective of the paceat which I was increasing my
profit.
And that's what started to causea lot of the confusion, the
complexity and the overwhelm,and, just the heavy weightiness
of it because it's like, geez,Louise, like my monthly payroll
is ridiculous and there's thisconstant pressure to constantly
relaunch and launch new offersand keep selling just to keep up
(07:20):
with the amount of money goingout the door.
And that's really what washappening with this client as
well, where it's like, youstart, it's very easy.
Once you start getting a littlebit of money and you got a
little bit of excess to startspending it.
Without really taking the momentto take a step back and look at
the holistic picture of like,Hey, we had a really good
quarter.
(07:40):
we need to think longtermthough.
Like, you know, we might've hada really good six months, but I
shouldn't just be blowingthrough all this money and
getting permanent expenses nowattached to my payroll Without
evaluating how those newexpenses are going to increase
profit.
I think that is where thedisconnection is.
When we start hiring aimlesslywe're hiring hands that can do
(08:04):
task management and help, butthose hands are not helping to
generate new revenue.
when you are starting to, spendmore on team, whether that's.
for housekeeper babysitter nannyso that you're getting back
time.
delegating bookkeeping, hiring abetter accountant, hiring a
coach and advisor, joining amastermind, it's really
(08:26):
important to evaluate what typeof hire you are making.
Are you hiring somebody to helpyou get back time?
And if so, what are you doingwith that time?
Are you spitting that time?
To relax or are you spendingthat time?
to drive?
New revenue.
Or if you're.
Hiring somebody.
Like a coach.
And advisor investing in youreducation.
or your personal development.
(08:46):
How is that type of investmentis going to yield a return,
which is going to help youagain, increase profit.
Because there needs to be somepredictability and repeatability
and how you're going to continueto sustain that level of new
income.
(09:07):
And sometimes we can bite offmore than we can chew with our
expenses for the sake ofscaling.
And lose sight of why we evenare here doing this in the first
place.
Like you're a lifestyle basedbusiness You're doing it because
you want to be able to take homemore money, not just build a
bigger company for the sake ofit being bigger.
So let's, re-imagine scaling fora second.
(09:28):
What if instead of going biggerand adding more, you scaled by
going deeper.
Maybe you position yourself as aboutique niche service provider
or consulting agency or advisoryfirm or executive coach.
You work with fewer but higherpaying clients and you keep your
client load kept.
(09:49):
You're always in demand, but youdon't need a huge team or
endless marketing efforts tostay that way.
That's an example of what goingdeeper, but still being able to
scale, I E increase your profitand take home pay can look like
scaling in this way meansbecoming known for something
super specific, becoming thatcontextual nuanced expertise.
(10:12):
And letting the reputation workfor you.
And what I see happen a lot whenI'm working with clients, or
even when I've been redefiningmy own business model, I had to
look at my strengths like, Hey,What is naturally already
happening in my business.
You know, clients are stayingfor a long period of time.
You have really good referrals.
Once clients are in the door,they love being able to work
(10:34):
with you again and again, likeyou have really high renewal
rates.
if you notice that about yourbusiness model.
That's I think also why we canfeel this in congruency.
When we think about scaling inways that.
require us to, do largevisibility efforts, like
spending money on ads to get infront of new people or posting
twice a day on social media, forthe sake of getting bigger reach
(10:57):
in the algorithm.
Like you start thinking about, Ineed to do this larger amount of
output so I can get a highervolume of leads.
But I want you to ask yourself,is that even the business model
that you want to be holding inthis next chapter of life, do
you want a high volume businessmodel or a.
Deep relationship based businessmodel.
And if that relationship modelis something that you're
(11:19):
interested in, and the reasonwhy I'm introducing this again,
it's not to say that the highvolume model doesn't work or
there's something bad with it,but I just want to show you that
there's another way.
And there is an alternative.
if that alternative of what Ijust described is more aligned
with your natural strengths whatis already naturally happening
in your business and what yousee for yourself in regards to
capacity and load that you wantto be carrying and.
(11:41):
Responsibility low that you wantto be carrying in this next
chapter.
You can scale that way.
as you're listening, I want youto reflect on a few things.
One is what would scaling looklike if it felt calm and aligned
with your lifestyle?
take a moment to really thinkabout that.
I feel like sometimes when Imentioned the word scaling and
the word calm in one sentence,the first thought is girl,
(12:05):
that's not possible.
That's not available.
Like those two things don't gotogether.
But just, if you had to playthe, what if game and you only
gave yourself the option tothink about the possibility
versus the fear of what can'twork, what comes up for you?
The second thing is, is thereanything in your business that
feels exhausting right now?
(12:26):
How could simplify and getopened up space for more ease.
And again, I just take some timeto really think about that.
There's probably some thatimmediately comes to mind.
For a lot of my clients and evenfor myself as I've been
reentering and rebuilding mybusiness model, the first
exhausting thing that comes inmind is the amount of content
output.
And the pressure I was puttingon myself to produce a higher
(12:48):
volume of content.
I need to be showing up onInstagram every single day,
posting long form content onInstagram, every single day or a
newsfeed post every single day,I need to be on the real trends
and trending audio to have Reelsthat get more reach.
I need to be producing multipleepisodes on the podcast.
honestly, I just want you totake some awareness of what
feels exhausting right now.
(13:09):
And if you simplified it tofocus on quality over quantity,
what would that look like?
Scaling doesn't have to be aboutreaching for more.
Sometimes it's about refining.
What's already there in leaninginto the unique strengths.
That you bring and that arealready bringing in money into
the business.
And I think that's really what Iwant you to reflect on, or I'm
(13:30):
inviting you to reflect on, isthat where I personally been
able to scale my business, Youknow, running a larger, load
business back in 20 23, 20, 22,like those years.
Like what worked for us in how Iwas able to scale to multi seven
figures a year, purely throughorganic content is because we
just doubled down on the fewthings that we did really,
(13:52):
really well.
And we also.
Maintained longer clientrelationships with resulted in
longer lifetime value Lifetimevalue is what allowed me to
scale.
Not constantly introducing moreoffers.
We just got better at deliveringone offer.
Versus needing to sell multipleoffers.
And as I'm scaling my businessnow, thinking about building my
(14:15):
business with babies in mind,building my business with a cap
and with the capacity I'm like,okay, what are the few things
that I need to double down onand do really well, that will
produce results.
And leave everything else.
on the sidelines.
And when you start to thinkabout that, focus on the real
needle movers versus theneedles.
(14:36):
You feel you have to move tokeep up with what the industry
is telling you to do a lot ofthe weight, it in the, in the
heaviness that you feel when itcomes to scaling, you can just
stop doing that work becausetruly a lot of the time it's
unnecessary.
Another powerful way to scale isby refining your actual
messaging to convert more peoplefrom your existing audience,
(14:59):
rather than constantly chasingnew leads.
I don't think people realizethis enough, that scaling can
mean elevating your messaging toconvert more people within your
existing audience.
I think we need to remindourselves of the definition of
scaling.
Scaling is not just gettingbigger for the sake of getting
bigger scaling is how do Iincrease my profit?
(15:19):
since you're probably a soleproprietor and don't have a
partner in your business, it'sabout how do I increase my
take-home pay and the profitthat is leftover.
That is what scaling means.
Not just getting bigger, morefollowers, more offers, more
team for the sake of it, So whenyou think about elevating your
messaging and refining yourmessaging to convert more people
that are already in youraudience, That doesn't just
(15:43):
reduce marketing fatigue.
It deepens your connection withthe audience you already have.
It's like unlocking a new levelof engagement in loyalty that
sustains your business withoutadding complexity or higher
content output.
I just did a deep dive analysison my content strategy.
I recently published a real overon my Instagram account.
(16:05):
Really sharing the insights ofthat.
If you missed it, definitelyencourage you to go back and
look at it.
I did a post on my Instagramaccount has been stuck at 42,000
followers for over 12 months.
This is how I'm revitalizing myaccount before the end of the
year.
And one thing that I noticedreally aligned with what I just
shared here about scaling.
(16:25):
Uh, way to scale is by doing isrefining your messaging.
in my own content performanceWhenever I spoke with more
contextual nuance.
It built trust, but also createdthis follower fluctuation where
I would get a lot of unfollowedon followers on the same days
that I was posting content thatwas building trust.
(16:48):
And what I realized is that thatis a form of content
polarization.
When you do speak to thespecifics, when you are speaking
to more of a contextual nuancewithin your content, when you
are refining and elevating thesophistication of your
messaging, It is absolutelygoing to polarize repel and
cause people to unfollow who arenot here for that level of
(17:11):
depth.
And that's what I want tohappen, because again, I'm
building a relationship basedbusiness model.
I'm selling a higher touchpremium service.
Focusing on building an audienceof potential clients, not an
audience of followers.
when I noticed that distinctionof.
Am I trying to get more reachright now, or am I trying to
(17:32):
build more trust building trustis what wins when I'm trying to
use content as a way to convertpeople into paying clients
versus creating content forinfluence for mass following.
And I think that again, the moreand more that we can shift our
perspective away from you arenot an influencer.
You are not a content creator.
(17:54):
You are a CEO, a business owner.
Who's using Instagram as amarketer would use it.
Not as an influencer would useit.
And when we can see that shift.
You know, I think that reallyhammers home this point that you
can a way for you to scale yourbusiness is by strategically
refining your messaging toconvert more of the people who
are already in your existingaudience.
(18:18):
Sometimes as well, scaling canmean taking a hard look at what
you're offering and askingyourself, what can I simplify?
And what I mean by that isscaling can also look like
simplifying your offer suite andstandardizing your delivery.
By streamlining your offer suiteand standardizing how you
actually deliver your offers.
(18:39):
You reduced the need foradditional hires and this really
keeps things consistent.
Where I see this become achallenge for most business
owners is when they're makingbetween two and$300,000 a year
in revenue.
And again, where they're makingsomewhere between 700 and
$800,000 a year in revenue, Ifeel like those are the two
biggest operational bottleneckpoints and scaling a business
(19:04):
because you know, what got youto those multi-six figures in
the first place was just a lotof hustle.
Grit.
You probably grew really, reallyfast.
And then it's like, Oh crap.
I'm overwhelmed at capacity.
I need some help.
I start hiring help, but becausethere's a lack of structure when
you start delegating those.
Who you end up hiring anddelegating to normally doesn't
(19:26):
work out all that great.
The first few times that you doit, you might hire a copywriter
cause you're like, oh my gosh, Icannot imagine doing another
launch all on my own.
you hire somebody to help youmanage your launches.
you start hiring help in themarketing department, but then
you get really ticked offbecause you're now having to
hand hold the person you hired.
they're not getting your tone,right.
They're not getting yourmessaging.
(19:47):
Right.
so then you end up stepping backinto their role writing all the
copy starting to buildresentment and starting to lose
some belief that like scalingand hiring, help us even going
to work for you because it'slike, you just did it.
And.
It didn't work.
that early stage around thatmulti-six figure two to$300,000
mark.
The reason why delegating andhiring help is not effective.
(20:08):
when you do it the first fewtimes, because you're lacking
standardization.
In what you're choosing toactually delegate.
all of your messaging conceptsliterally live in your head.
when you hire a content writeror copywriter, there's no way
for you to transfer thatknowledge because none of it is
documented.
It's not standardized.
what I see happen.
around that two or 300 K mark,but also, a lot around that 7
(20:31):
5800 K mark is you start hiring,program coaches or.
People to support you inside thedelivery of your program.
Again, right idea.
You need help.
You can not handle all theseclients on your own.
The issue when it comes todelegating is that there is no
standardization.
You know, if your programdoesn't have defined curriculum,
you know, there's a differencebetween you need to be like
(20:54):
Butte, how well documentedyou've, Documented the teaching
part of what you do versus thecoaching aspect of what you do
and making a distinction betweenthose two things.
So when you delegate and hirehelp, how do I trust this person
to answer questions in theFacebook group?
without me having to Greenlighteverything they say if you've
been in either one of thoseboats, Hiring is not.
(21:17):
Like the issue.
It is a lack of standardization,which is causing when you do
hire these individuals to not goas well, to not meet your
expectations.
And that's why when I thinkabout scaling can also look like
how do you simplify your offersuite and standardized delivery?
Because one is going to helpprevent the error of.
(21:39):
Hiring people and then notliving up to the standards.
The reason why they're notliving up to the standard is
because there is nostandardization, everything
lives in your head, you're ableto come up with messaging real
time on the fly because you havea pulse on everything, but
everything is in your brain.
So, you know, the type of helpand a depth of help that you
need.
(21:59):
You know, can really be reducedand become more efficient and
effective through standardizingstandardizing the offers,
simplifying the offers.
You know, reducing thecomplexity in your offer suite.
and just know that every singleoffer that you introduce needs a
level of operationalstandardization.
And this is why I'm a really bigbeliever that if you're making
less than a million dollars ayear, you probably shouldn't
(22:21):
have more than three offers inyour entire offer suite.
And that is just because whenyou start thinking about, oh, I
want to grow these three offers,speak to three different ideal
clients at three differentstages of their journey.
You've now added complexity toyour marketing efforts.
every time you do a launch feelslike you're starting from
scratch because you're speakingto a different person with each
offer.
(22:42):
So that really leads me intothis next point of like scaling
can mean increasing lifetimevalue, the LTV per client.
And really what that looks likeis how do we, simplify and
restructure your offers.
So that there's a differencebetween what your marketing
publicly and the offer thatyou're primarily promoting
through your public content.
(23:03):
Versus maybe a succession offerthat is really there in design
to be a renewal offer or aretention offer, for your
existing client base that isprimarily sold behind closed
doors.
So simplifying your offers suiteand standardizing your delivery
is a way of scaling withoutneeding to layer on more.
(23:25):
That simplification is a form ofscaling that.
Is incredibly underrated.
Because a lot of the time wedon't correlate from face value,
how that simplificationstandardization will again,
increase your profit, which iswhat we're trying to do with
scaling.
Now, when it comes to increasinglifetime value.
(23:45):
That's one of my favoriteapproaches that's the way I was
able to scale to multi sevenfigures by increasing the
lifetime value per customer thatI had.
So imagine creating such astrong relationship with your
clients, they keep coming backtime and time again.
And there is an offer for themto come back to.
And that's when around that 200or$300,000 mark is when I think
(24:08):
you can start to strategically.
Plan your offers for that typeof scale?
before then, that's not evennecessary and probably not even
a focal point because you'rereally just trying to learn how
to sell.
But when you're around thatmulti six figure mark, that's
really the time where you canstart to think about it, you may
not need to deploy.
All the ideas that you haveright then, but around that 750
(24:30):
800 K mark that's when I'd say,okay, maybe we have three offers
in the offer suite there's onecore signature front facing
offer, and there's maybe twoback-end succession offers.
Around that season of business.
this isn't just about one-offsales.
yes, you can do one off sales.
one off sales are not a badthing.
I've done one off sales.
(24:50):
throughout the years I've beenin business, but it's about
building relationships that growover time and thinking about the
repeatable.
Type of core sales that make up80% of my business revenue.
one-off sales might make up 5%,one year or 7% another year, but
they're not really part of thecore cashflow.
That you are depending on to,you know, Maintain your your
(25:15):
month to month expenses andcashflow needs.
with each return, your businessbecomes more sustainable and
you're scaling without having toconstantly reach.
For the next new lead.
That's the other nice thingabout focusing on scaling with
an increase in lifetime value Itjust produces some of the
pressure where you think aboutsome of the big names again,
(25:37):
when you're running a highvolume model, high volume is a
very different model than alifetime value model.
And when you think about a lotof the big names that we see in
our space where they're sellingprimarily a digital course on
the front end.
This dynamic around businessmodels, around new lead
acquisition, high volume versuslifetime value.
(25:57):
you got to know what game you'replaying.
You can make millions doingboth.
it's about deciding what is amodel that you are going to
choose to scale with and thenprioritize your efforts on
strategies that align with thatparticular business model.
Because there's space in theindustry for both, one's not
better than the other, but Ithink that when you try to scale
playing both models, that'swhere again, more complexity
(26:21):
kicks in.
And I think when you are runninga business where you have a
smaller team, you have a smalleraudience.
it just doesn't make sense toput that pressure on yourself,
to try to perform both modelssimultaneously, because it's
going to be very difficult to doboth well.
And for it to be profitable foryou at the end of the day, So
really scaling is aboutincreasing your profit and take
(26:42):
home pay withoutdisproportionately increasing
your expenses.
That's the big takeaway.
scaling.
Isn't just about making moremoney.
It's about increasing yourprofit without
disproportionately increasingyour expenses.
when you can do that whileactually getting more of your
time back.
That is the sweet spot.
My friend scaling doesn't haveto mean bigger, faster or more.
(27:04):
It's about defining a path thathonors your pace and that
aligned with your vision, yourvalues, your owner's intent and
your lifestyle that you actuallywant.
So let's make this reallypractical.
Here are a few steps that youcan start exploring today.
list out the core strengths ofyour business.
Write down the parts of yourbusiness that you most enjoy.
(27:26):
What activities give you energyrather than drain it?
What are the primary ways thatyou attract new leads?
how do you attract them?
How do they discover you?
And then what is the primary waythat you convert them?
What is the primary reason whythey choose to stay and continue
working with you?
get clear on the main needlemovers in your business, what
are you really good at?
(27:47):
If you thrive on long formcontent, maybe reels, aren't
your thing.
What can you do to actuallyincrease performance by just
getting better at long formcontent in different mediums on
these platforms, podcasts,email, carousels, you know?
So I just wanted to think aboutwhat are your core strengths and
what comes naturally intuitivelyfor you?
That also really contributes toincreased profit.
(28:09):
Better client relationships,better quality leads.
The second thing is assess yourrevenue versus your stress.
I want you to take a close lookat each offer and consider its
revenue contribution to yourbusiness.
Versus the stress it creates foryou.
Look at how much revenue is eachoffer bringing in how much time
(28:30):
does it take for me to deliverand sell each offer?
Does this offer feel reallyheavy or light, does this offer
energize me or do I leave callsready to cry and break down and
want to burn my business down?
Do a capacity analysis of what'scoming in revenue wise and how
it's impacting, like yourstress, your capacity, your
energy, how.
How you feel.
(28:50):
And the third thing is reallylook at where you can increase
lifetime value.
Even if you have a, volume-basedbusiness model, maybe you have a
membership, maybe you have areally large audience and you're
selling a lot of digitalcourses.
Like maybe you're an influenceror whatever it might be, but I
can guarantee there's probably,an additional 20 to 30% of
increase in profit that you canbe making just by.
(29:12):
Increasing your lifetime valuesomewhere in your offer suite.
Even if it's not the main focus,it can be a really nice add on.
So brainstorm ways to deepenrelationships with your existing
clients, people who have alreadypaid you.
think about how you could add anadditional offer.
Or maybe, restructure some ofyour existing offers to have a
VIP option or an upgrade optionwhere you can offer additional
(29:34):
value that keeps clients comingback over time or increases the
amount of money that you'regetting paid from a client that
already is in your sphere.
So if you're listening to thisand thinking, I want to scale,
but it doesn't feel like I can,I encourage you to re-imagine
what scaling could look like foryou.
I really hope this episode gaveyou some new perspective, some
different things to think about,maybe helped you identify why
(29:57):
certain approaches to scalingdidn't work for you before and
how they can work for you now.
Let go of this pressure to do itlike everyone else and ask
yourself.
What aligned.
Peaceful growth could mean inyour life, in business, in this
next chapter, because there is away to grow that doesn't
compromise your peace or yourhealth.
Scaling that sustained you isnot only possible.
(30:19):
It's worth making it thepriority.
So let's close this episode witha really grounding affirmation.
I am building a business thatgrows with grace and aligns with
my values.
I am building a business thatgrows with grace and aligns with
my values.
(30:40):
I want you to repeat that toyourself as you go through your
day or your week, write it downas a nice reminder, scaling does
not require sacrificing yourpeace.
It's an extension of yourpurpose.
If this episode resonated withyou, let's keep the conversation
going, share this episode with afriend, tag me on your Instagram
(31:00):
story.
So I know that you're listening.
And let me know what alignedscaling looks like for you.
I really just hope this gave youagain some fresh perspective.
And reinvigorate it, yourambition, because what you want
is possible.
And when you don't see itmodeled, it can feel really
deflating.
I totally hear you andunderstand that.
(31:21):
But I really hope this just reexcite at you in a way that
gives you hope for.
You being able to still pursueyour dreams and your ambition,
but do it in a way that's reallyaligned and congruent.
and as always be sure tosubscribe.
So you don't miss the nextepisode of this season.
Thank you for tuning in andhere's to creating success that
feels truly sustainable.
I'll catch you in the nextepisode.
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