April 22, 2025 • 31 mins
This episode is your wake-up call. If launches are flopping, team costs are ballooning, and your intuition is screaming, it’s time to face the uncomfortable truth and step back into the CEO seat with strategy and clarity.
Here’s Why You Should Listen:
- Spot the Early Signs of Business Misalignment: Learn how subtle breakdowns in sales, messaging, and operations point to deeper systemic issues and how to catch them before they snowball.
- Shift from Survival to Strategic Scaling: Discover how to move from reactive, short-term decisions to long-term, sustainable business leadership.
- Reclaim Your Voice and Authority: Understand why outsourcing your messaging may be costing you conversions and how to take back control of your customer journey.
- Realign Your Business Model for Sustainable Growth: Uncover why your offers, team structure, and overhead may need a reset to match your evolved vision and values.
If something in your business feels “off,” this episode will help you name it, face it, and fix it.
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Craving raw, real, and relatable insights from a multi-7 figure business advisor and coach who's been in your shoes and is still walking the path? In my email newsletter, I share practical lessons on building a sustainable, profitable business — without sacrificing what matters most. Ready to join the journey... Subscribe here: https://jereshiahawk.com/insider
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
What's breaking in your businessdid not happen overnight.
(00:03):
It's been slowly unraveling inthe background behind the wind,
behind the big launches, behindthe revenue, behind the growth,
it isn't new, it's just nolonger avoidable.
And when you trace it back,you'll realize that the cracks
were formed by decisions mademonths, maybe even years ago.
That felt necessary at the time,but never were built to last and
(00:27):
be sustainable long term.
What I've been noticing with alot of conversations I've been
having with clients lately isthat this is a slow build of
avoidance, catching up.
I think this is just somethingthat, is really important to
talk about as business owners.
A lot of what you areexperiencing is not just
inconvenient anymore, but it'sunavoidable.
(00:48):
I really wanna talk about thisbecause it is something that I
have been having some reallyintimate, in-depth conversations
with, with some of my clientsrecently about what they're
noticing in their business,incongruence in the results that
they want to be seeing andhonestly expect to see based off
the.
Actions that they're taking, andwhere this dissonance is coming
(01:08):
from.
One of the first places thatthis shows up where we start to
see the evidence of somethingneeding to change is in the
results of our launches, ourmessaging, and our sales As
business owners, that's one ofthe first places where we really
start to.
Not just feel the discomfort,but notice the severity of the
(01:29):
impact.
And that's usually what leadsmany of us to be willing to
actually do what's required tochange things.
And that's really what I want todig into today, in today's
episode is really where thedifferent places where we start
to see these breakdowns as aresult of decisions we made six
months, a year ago, two yearsago, and what are the questions
(01:49):
we can be asking ourselves tohelp lead ourselves through
this?
Because at the end of the day,no matter what's going on in
this world, no matter what'sgoing on politically, no matter
what's going on economically, nomatter what's going on in your
personal family dynamic at home,you have full body control to
make new decisions to help leadyou to the direction of where it
(02:09):
is that you want to go.
I regard of maybe the mess itmight feel like that you need to
clean up today.
So like I just mentioned, Ithink that one of the first
places that we really noticed.
Where things need to change iswhen we start to see a pattern
of results as it relates to oursales and our launch
performance.
And especially this is reallyfor these more mature business
(02:30):
owners.
I'm really trying to speak to atfrom a contextual level right
now, because I do think thatwhen you experience either fast
success, meaning things happenvery quickly, maybe your
business doubled or triple inrevenue at a very fast time
period.
Um.
And that's one dynamic I wannabreak down.
The other dynamic is just whenyou've been in business for a
(02:51):
very long time, seven years,nine years, 10 years, 15 years,
they always say it can be reallydifficult to move a big ship in
a new direction.
And there's.
Truth behind that.
So these two dynamics, whathappens is if you're in the
dynamic where your business grewvery quickly, that is something
that I personally experienced.
When you have very, very fastsuccess and things are just
(03:14):
growing quickly, I think whatcan happen is you have all this
external success.
You've made all this money.
Typically what also happens isyou end up hiring a lot of team
members quickly to help sustainthe fast growth that took place.
And a lot of the time, thedecisions that you are making
when you are, are moving at thatspeed or moving at that fast of
(03:36):
a pace.
Those decisions were not verydeliberate.
Those decisions usually were notcoupled with risk management.
Those decisions were reallyoftentimes made with a
shortsighted lens because youwere trying to deal with the
impact of something happeningvery quickly.
And then as things start tostabilize, as you realize that,
(03:57):
oh, every year in business weare not going to grow by 50 or a
hundred percent every singleyear, there's this identity
catch up that has to happenbecause I think.
At least for me, I'll speak fromexperience.
And what I've noticed with otherclients who've grown in a
similar pace as me is that theyreally start to question
themselves and are reallylacking a lot of self-trust
(04:18):
because it's hard for them, andmyself included, when this
happened with me, I could notreally understand why my success
came so fast.
And what I hear a lot of clientssay is that, yes, I made a lot
of money.
It happened very quickly.
I really don't know why.
And what a lot of the time wewere doing in those situations
is that we were like, ournaivety actually played to our
(04:41):
benefit because we didn't knowwhat we didn't know.
And in those situations, youjust do a lot of everything.
You are doing a lot of differentthings.
That it led to a lot of greatresults, but you really don't
know how to pinpoint which oneof those activities or which few
of those activities actually ledto the success and which ones of
those activities really were.
(05:02):
Yes, you did them, but theyreally are not.
Sustainable, or they're notrepeatable or they're not
necessary for the continuationof where it is that you're
trying to go.
So there's this one bucket youcan find yourself in with this
fast success, with this veryquick pace, this, very loose
lens that you were applying tomake pretty impactful decisions
(05:23):
and now you're in a positionwhere it's okay.
I can't avoid like my quoteunquote ignorance to some degree
anymore.
Like I have to get a betterstrategic understanding of why
the success that we hadhappened, and not only how to
make it happen, but how do welearn from that success so that
(05:43):
we can actually replicate itover and over and over again in
the future.
I think that's a huge thing hereis like when success comes
quickly, it's very difficult toreplicate long-term sustainably.
Like you can do it once, maybeyou can do it twice, but doing
it 3, 4, 5 times when yourenergy is no longer the same,
when your cognitive load is nolonger the same.
(06:05):
When your responsibilities thatyou are managing and what you
are holding changes, it's verydifficult to replicate that type
of success without knowing howit actually happened and not
knowing the.
Full breakdown, in the lensbehind what was influencing
those decisions and now whatneeds to be influencing the
decisions that we make toreplicate that.
(06:26):
I think on the flip side of whathappens is when I see other
business owners that I'vecoached and worked with who have
been in business for a longperiod of time, I'd say like
eight to 15 years.
And they've been selling to apretty niche or a specialized
audience.
They've been doing the samething for a very long time, and
maybe their success didn't comevery quickly in the beginning,
(06:47):
but they've been able to sustainthemselves over a very long
period of time.
They've had gradual healthygrowth.
Over time, maybe not.
Nothing massive or nothing huge,but sustainable, steady.
There has been, gradual growthover time.
What I notice with them as itrelates to this topic is that
(07:08):
there can be a level ofcontentment.
And I don't wanna use the wordcomplacency, but a high
resistance to change becausethey are so comfortable in the
groove that they've created forthemselves.
It's like, yes, I've been doingthis for eight years.
I know how to make X amount ofmoney on repeat.
(07:29):
Like we've been doing this overand over and over and over
again.
Nothing too wide swings ineither direction, but we've been
able to stabilize and steady ourrevenue for this long.
I know how to do this and I knowhow to do this well.
I dunno how to grow beyond this.
And when it comes time todecisions that we've made, and I
think in this, in both dynamicshere, the question that I think
(07:52):
is really important to ask is,what is the thing that you have
been resisting?
What have you been resisting?
What have you been avoiding?
And oftentimes, I don't carewhich category of business
growth you are in that slow andsteady I.
Eight to 15 year bucket or thatquick, fast paced success bucket
(08:14):
is that oftentimes there issomething that we know how to
name.
Because we have been avoiding itor resisting it for a very long
time.
And the thing is about businessand when many of us have this
type of steadiness or growth orsuccess historically, is that it
can take one year, sometimes twoyears for the impacts of our
(08:37):
decisions to show on ourcashflow balance line items.
It can take time for the resultof our decisions, the impact of
our decisions to actually showface in the business.
And I think that is something asyou mature as a business owner,
you have to realize is that thedecisions that you make today
(08:58):
are not just for short termimpact.
The decisions that you aremaking today will have long-term
implications and sometimes thoselong-term implications.
Outlive and last longer than ittakes for us to learn the
lesson, which I'm like, that'slike adulthood, like 1 0 1.
It has been something I've beenlearning hardcore in this season
(09:19):
of life.
Just personally, it is just likebig dog.
God, I got the lesson, but I'mstill dealing with the
consequences of decisions that Imade.
From a year ago, two years ago,even though I've already learned
the lesson, I'm still dealingwith the consequences of those
decisions and paying the priceof the consequences of those
decisions.
And that thing is also true inbusiness.
(09:42):
So when I, when we start tothink about this and you really
start to get clear on what isthe thing that you've been
avoiding.
That can come up by way of acouple of different avenues and
where I noticed this is eitherwithin our messaging, I see a
lot of business owners who getto a point of.
I'm gonna just name it ascomplacency, because that is
what it is.
(10:02):
It could be complacency for alot of different reasons, but we
get very comfortable, maybethat's a better word to use.
We get very comfortable in therhythms that have always worked,
and we run the risk of relyingon the success of yesterday to
produce the success of tomorrow,and that is a very dangerous
trap and a common one thatbusiness owners run into because
(10:23):
it's like you had to work sohard to get the success that you
had yesterday.
You telling me that I gotta keepquote unquote working hard or
keep putting forth a good amountof effort to not just replicate
the success, but be to be ableto sustain it for tomorrow, the
day after, three years from now.
And the answer is yes.
That's the real differencebetween business owners that
(10:43):
come in and business owners thatshut down, versus business
owners that come in and they endup staying in business for 20,
30, 50 years.
That is, it's not really abouthow smart you are or whether or
not you're lucky.
But it's really about are youwilling to maintain that
resiliency?
Are you willing to.
Maintain that growth mindsetthat lets you know that, yes,
(11:07):
this might have workedyesterday, but I am willing to
still be a student no matter howmuch success I've had, and I'm
willing to evolve and pivotbased off of what my audience
and what my data and what mymarket is telling me.
And I think that is a bigdifferentiation.
Like you really have to askyourself as a business owner, is
it, are you in a position whereyou are willing to always be a
(11:30):
student?
Where you are willing to alwaysbe a learner of your audience, a
learner of what you are hearingand listening to?
Are you willing to evolve, andadapt?
And that evolutionarycharacteristic trait that I'm
talking about, that is whatleads to sustainable success
long term is your willingness tochange, your willingness to
(11:51):
evaluate your decisions and lookat them from a new lens.
Your willingness to gain newperspective on maybe a situation
you feel like you already know,like the back of your hand, but
maybe when's the last time youflipped your hand over and
spread your fingers and lookedat things from a different
perspective.
And also, you really have to askyourself, where are you putting
(12:12):
yourself in spaces?
Where you can gain that newperspective.
'cause if you've been doing thesame thing the same way with the
same people, you're gonna end upusually thinking the exact same
way that led to the decisionsthat you've been making that
have caused you to be in thesituation that you are in.
So a few different places.
I wanna share of like how thismight look.
(12:33):
And when I, when we go back tothat question is what is the
thing that you've been avoiding?
What have you been resisting?
When I'm working with my privateclients, it usually manifests
itself in a couple of differentways.
One is that many of my clients,the first place that we might
notice this is there's aresistance or avoidance around
our model or our offers, and Ithink this is a really, really
(12:55):
tough one because.
When you have locked yourselfinto certain offers or certain
business model structures, itcan feel very difficult to
unwind because maybe you haveteam members that you are paying
that now feel like family, thathave become friends, that you
know their kids.
You know that what you're payingfor is supporting their family
(13:15):
and supporting their lifestyle.
Maybe they're going throughstuff and the team that you have
was really great for thebusiness model that you had.
But the resistance and theavoidance that is coming up for
you is your intuition may betelling you it might be time to
shift the model.
It might be change, the changethe offer.
It might be time to scale backthe multiple options and the
(13:38):
multiple layers that currentlyexist in our business model.
'cause maybe again, that mighthave been a decision from two
years ago.
And you did it and it mademoney, but you started to, now
you're seeing the impact ofthose decisions and it's maybe
this is too bloated.
Maybe there's too many layers,maybe there's too many offers.
Maybe there's too muchcomplexity in the business
model.
Maybe there's too much overheadthat is required to support this
(14:01):
business model or to supportthis offer that literally does
not make financial senseanymore.
And you're at a point right nowwhere it's like a decision has
to be made.
Avoidance no longer is anoption.
We cannot ignore it.
So maybe the model, or maybe theoffer has to change, but
(14:22):
sometimes there can be that canthat might feel difficult to do.
I.
The other place I noticed thisagain, is with team and with
overhead.
Coupled with the, model and theoffers dynamic is when you have
team in place, depending on whattype of team support it is,
whether it's full-time teammembers, whether it's contract
or project base, and howingrained these team members are
(14:43):
into your client relationships.
Maybe have program coachesleading things in containers
that are running for another 12months, but you know, good and
well, something has to change.
The cash flow isn't really cashflowing the same way it used to,
and how do you do that withoutcausing disruption or breaking
promises that you've alreadymade, or contractual agreements
that you've already made withclients.
(15:03):
And then the also the dynamic ofwhat do you do now when you have
these team members that you feelresponsible for?
That have built you up and nowyou changing your mind about how
you wanna run your business, howyou wanna lead your offers, how
you want to manage overhead nowmight require you letting them
go like that is not an easyconversation.
(15:24):
It's not an easy decision tohold.
The other place I see this comeup is within launches and sales,
and I think this is reallyprobably the first place it
comes up.
I think a lot of the time theseintuitive hits or this.
Thing that we know we've beenresisting or this thing that we
know we've been avoiding.
When it comes to offers or team,I feel like those like things
will lurk in the background, butoftentimes what I notice is
(15:47):
people will delay makingdecisions on that.
But when it starts showing up inyour conversion rates, when it
starts showing up in your salesreports and your launch debriefs
and your monthly cash flow, thatis when.
It.
You can't avoid it anymorebecause maybe you can't make
payroll next week May.
That's where it shows up and youcan't avoid it anymore because.
(16:08):
You are taking out businessloans, you are relying on credit
card debt like you arestretching yourself from a
financial perspective to thepoint where you know that
something has to change.
And I think that can be a reallyscary place to be in as a
business owner.
Because again, going back towhat I mentioned earlier is what
is influencing your decisionmaking when you are making
(16:29):
decisions from a place of fear?
When you are making decisionsfrom a place of scarcity, and I
don't mean scarcity in the senseof You have a low level mindset.
I just mean scarcity in thesense of you feel very afraid
and very activated because maybeyou can't make payroll or maybe
cashflow is really, really tightor whatever it might be.
Like.
I just want you to think aboutthe neutrality.
(16:52):
That is in that is informing thedecisions that you are making
and honestly how important it isto be in a space, especially if
you are in one of those tight,restrictive moments.
How important it is for you tohave a space, you to have a
sounding board, you to have athought partner, you to be
somewhere where you can reducethe noise on how big the
emotions actually feel rightnow.
(17:14):
Because that is a really, again,tough place to make decisions
from, and those are probablydecisions that you made years
ago that you're in that you'reseeing the impact of today.
So we don't wanna repeat thatpattern again.
Part of this maturity as abusiness owner is learning how
to create patterns, habits,routines, be build team, be
(17:34):
resourced to the point where youcan.
See, you know, allow yourself tofeel the big emotions, but also
have a process to help you bringyou back down to neutrality when
it comes to making strategicdecisions on how you decide to
take action and what choices youchoose to take to change the
direction of your business.
But those are the three places Itypically see it.
(17:57):
The other thing that I noticedthat this is probably an
overarching one, I've seenacross the board is that when
this is happening, it's like,what do I do?
And one of the things that Itell business owners and have to
coach business owners on, andthis is something I've had to
practice myself in my ownbusiness, is when you are
dealing with the impact ofdecisions that you made years
ago, and you are nowexperiencing the consequences of
(18:19):
those decisions, not only askingyourself what have you been
avoiding?
What have you been resisting?
But I'm like, where have youleaned out so far that you need
to lean back in?
Okay.
I'm queuing Cheryl Sandberg.
Where do we need to lean backin?
Because oftentimes what I noticewith business owners is that we
have leaned so far out ofcertain departments.
(18:41):
Certain areas, we've allowed ourteam to make decisions and if
somebody were to ask you somequestions about what they're
doing, you might, you probablydon't know, and there is a level
of insight that you no longerhave.
There is a pulse on yourprospects that you no longer
know because somebody else iswriting your content, somebody
else is doing all of yourmarketing, or you just step so
(19:02):
far behind it, like you're justlike, I don't even know anymore.
I have no idea what my audiencefeels.
I don't know why they'rechurning at the rate that they
are right now.
I don't know why.
We have really qualified leads,it looks like, but they're not
converting.
I don't actually know what aqualified lead is outside of
their coachable.
They're, they really desire towanna make this change and they
(19:23):
can afford the price tag on thesales page like.
If you are, if you've lost pulsewith your prospects and you are,
there are certain questions youcannot answer specifically about
the contextual nuance of whatthey're experiencing, the
specificity of how they areapproaching buying decisions
today, that's probably one hugearea where you need to lean back
in and take control of yourmessaging.
(19:45):
Take control of your customerjourney, get back into the
weeds.
And this is not youmicromanaging.
This is not a sign that you arebeing a bad business owner.
This is a sign that you arebeing a responsible one.
The other place where I noticeit is when there people,
business owners, and CEOs haveleaned too far out from actually
leading their team.
And the reason why I wanna saythis is because I tend to work
(20:09):
with clients that hate managingother people, and I am one of
those people as well.
Okay?
So I'm not saying this to throwshade, honey, I'm saying this
from peer to peer.
I get it.
Many of us do not like managingother people.
We don't like micromanaging.
We don't like being an adultbabysitter.
You, we are like, you are agrown af.
(20:29):
If you've been assigned thisresponsibility, you need to take
full ownership of it.
And I hear you.
But there is a very bigdifference between micromanaging
your team and not leading yourteam.
'cause what I see happenoftentimes is people will put
individuals in place.
There's poor direction.
There's very little, if any,process, documentation.
(20:50):
There is very little transferskillset that is happening.
There's no transference ofknowledge that is happening, but
you've hired this individualbecause you were probably burnt
out.
You were probably exhausted.
You grew very quickly, and youneeded somebody fast, and you
threw somebody in.
And they were good enough.
On the rare case, you might belistening and you might have a
unicorn on your team.
Okay.
(21:11):
I wanna, you're in like the, inthe 22% bucket, okay?
Where you found somebody who wasabsolutely a rockstar and you've
really been able to cultivate abeautiful relationship with
them.
I'm gonna talk about thatsituation here in a second.
But the other situation is youprobably have somebody on your
team that's doing maybe 60% ofthe job well, maybe at best, and
you are at a point where youknow that the performance that
(21:33):
you need from them is nothitting.
But you have not taken ownershipor accountability of why the
results are what they are.
You've leaned so far out whereyou're like, I have no idea
what's going on with the funnel.
I have no idea what's going onin those client calls.
I have no idea.
And if you have no idea.
That's not a sign that you aregreat like that you're doing the
job well.
(21:54):
It is probably a sign that youhave checked out for probably a
multitude of reasons.
Maybe the emotional labor thatyou're dealing with is just too
heavy, and it's like that 60%they're given is good enough
right now.
We're gonna keep riding thewave.
Maybe the cognitive load thatyou've been holding is just too
much for you to bear alonebecause the responsibilities
have grew so much because of thesuccess of your business.
(22:14):
You have not yet put people andthings in place to help share
that cognitive load.
That you're not holding all ofthe responsibility by yourself.
There could be a lot ofdifferent reasons why that might
be the case, but those areusually the two places where you
need to lean back in.
It's not, again, you are notmicromanaging and it is not a,
it's not a sign that you are abad leader if you have to get
(22:35):
back in and understand what'shappening because at any moment
in time, A CEO, you should knowenough information to inform
your decision making.
I think that's really a goodgauge of like, how involved do I
need to be?
You need to be involved enoughwhere you may not know all the
intricacies of the how, but youknow what questions you need to
be asking, and based off theanswers of those questions, you
(22:57):
can use that information toinform your decision making.
And if you don't have any idea,you ain't got not a clue that of
the information that you need toinform the decisions that you
make to continue to lead thebusiness forward, that is a sign
that you gotta lean back in.
And when I noticed that theseare two of the things where this
CEO is step is stepped too farout of their messaging, they no
(23:21):
longer have a pulse on theirprospects and nobody else in the
business does.
Their prospect has changed howtheir prospect is making and
buying decisions.
How their prospect is in is inapproaching buying decisions.
How your prospect feels andperceives risk associated with
hiring you if nobody knows thatinformation and knows when it's
(23:42):
changing.
'cause knowing that data is whatwill inform what your messaging
needs to be.
That informs then.
Not only your messaging, butyour messaging is what are the
words that you are using and thelanguage that you are projecting
out through all of yourmarketing assets, through all of
your launch events, through allof your, you know, campaigns.
(24:02):
So that's a really importantthing.
That's probably one of the firstplaces I would tell you to lean
back in, is you need, you candelegate the distribution of
your marketing.
You cannot delegate yourmessaging.
And this is really in particularto individuals who are selling
intellectual property.
You are selling coaching.
You've created a, a curriculum.
You create online education.
You are offering done for youservices.
(24:24):
You're selling an actualdeliverable, but it's based off
of your ip.
It's based off of yourexperience, your knowledge, your
skillset.
If that is a type of businessthat you run, part of your job,
that will always be part of yourjob, is maintaining control of
the messaging.
You can delegate thedistribution of your messaging,
but it is 100% yourresponsibility.
(24:47):
To maintain control of yourmessaging because honestly, the
reason why your clients arehiring you, even if you have
team that is supporting thedelivery, but they're still
choosing you and your company tobe the person they hire, is
because of your perspective.
It's because of your point ofview and your lens on these
things as it relates to how youapproach helping them get
(25:08):
results.
That is what they are investingin.
That's why they're choosing youversus somebody else.
So that is something that youcannot.
Delegate,'cause you can'tdelegate your opinions, you
can't delegate your perspective,you can't delegate your point of
view.
Like those are things you can'tdelegate.
The other thing, like I saidhere is the team piece is that
it might be time where you needto go do a round robin, call
(25:30):
session with your, with yourteam members and start asking
the questions you've beenallowing to slip and slide by.
I feel like I just laid a lotdown right there, so I just
wanna take a moment to pausebecause if you need to catch
your breath, I'm just here inthis with you, but I'm not
trying to call you out.
I'm trying to call you upbecause if you are in a moment
(25:53):
right now where you wereexperiencing the impact of
decisions that you've made acouple years ago, and quite
honestly probably the impact ofdecisions you've been avoiding.
For months or years now, this isa huge opportunity for you
because the disruption that youare now seeing in your business
is a clear signal of amisalignment that has been
(26:16):
happening.
And I think that if you are alifestyle based business owner,
you have your business becauseyou wanted freedom, you wanted
options, you wanted choice.
The level of freedom,optionality, and choice that we
desire to experience in ourpersonal lives oftentimes is
created through the congruencyand the alignment of what our
business is able to produce forus.
(26:38):
'cause our business is ourvehicle.
Our business is the vehicle thatcreates the options in the
choice for us in our personallives.
So there needs to be harmonybetween the two.
And if we start to noticedisruption in the business, it
is not a sign that you arefailing.
It is a sign that, hey, thatintuition that you've been
(26:59):
avoiding, that little voice inyou, that you've been abandoning
that trust in yourself, that youhave not been activating,
you're, you can't avoid itanymore.
We gotta step up.
We gotta lean in.
We gotta start taking backcontrol of the very thing that
is giving us freedom in ourpersonal lives.
Hopefully it is.
(27:21):
So I just, I really hope thatthis is landing.
If you wanna continue theconversation, send me a DM on
Instagram.
I would love to hear from you, Iwanna take a moment here to
reground us.
And give you some practicalthings of what you can be doing
next, what you can be askingyourself.
This is the exact same thingsthat I'm leading my private
clients through right now, iswhat do you do when what's not
(27:44):
working is finally too loud toignore.
So again, ask yourself, whathave you been resisting?
What decisions do you know youhave been avoiding?
What do you need to do to createthe cognitive space for you to
feel like you can step back intoyour marketing and regain
(28:04):
control of your messaging and bemore directive?
Vocalize your perspective?
Articulate your opinion again,back into your public marketing
and in your public messaging.
Where do you need to check foryour leadership leaks?
Where have you been overlydependent on team?
Where have you been overlyrelying on others to manage your
(28:26):
messaging?
Where have you been?
Not allowing your voice to beheard across the board.
And lastly, really ask yourself,what do you want moving forward?
Where is this leading you?
All of this evidence that youare getting right now is giving
you insight into what the newopportunity is.
If we allow ourselves to listento it, and if we allow ourselves
(28:46):
to trust ourselves enough toknow, to make the decisions,
even if it feels scary, even ifit's uncomfortable, even if it's
very different than what ourdefinition of success was when
we built this thing, yourdefinition of success might be
changing.
You're allowed to give yourselfpermission to evolve and for
your business to evolvealongside you.
And lastly, I want to let youknow that this is not the end.
(29:08):
Sometimes we can feel like whenwe get into these parts of
business, it's like, how did Iget here?
I need to burn everything down.
Like I'm a terrible businessowner.
This is absolutely horrendous.
This is diabolical, and I wannajust let you know this is just a
very natural part of business.
If you've reached this point inbusiness, that means you've
reached a level of success thatis a good indicator that you are
(29:30):
capable of the next decade aheadfor you in business.
cause most people don't make itto this point in business.
Most people quit before theymake it to this threshold.
This is a threshold for the whatthe next 10 years is going to
hold for you.
Your business might look totallydifferent.
Your business, a whole newbusiness might get created from
this.
A whole new vision might getcreated from this, but you're at
(29:50):
a really critical threshold nowwhere it is your chance to stop
building from old assumptionsand start creating from who you
actually want to become, forwhere you're leading yourself
into, and what this new visionis.
So name it, face it, lead fromit, because distance between the
success that you've created andthe success that's available for
(30:11):
you.
That's the real perception gapthat we need to close.
Thank you so much for tuning infor listening.
If you enjoyed this, like it,make sure to subscribe.
Please leave me a review, and asalways, if you wanna continue
the conversation, send me a DMover on Instagram.
I'm at Geisha Hawk and I can'twait to chat with you in the
next episode.
What's breaking in your businessdid not happen overnight.
(00:03):
It's been slowly unraveling inthe background behind the wind,
behind the big launches, behindthe revenue, behind the growth,
it isn't new, it's just nolonger avoidable.
And when you trace it back,you'll realize that the cracks
were formed by decisions mademonths, maybe even years ago.
That felt necessary at the time,but never were built to last and
(00:27):
be sustainable long term.
What I've been noticing with alot of conversations I've been
having with clients lately isthat this is a slow build of
avoidance, catching up.
I think this is just somethingthat, is really important to
talk about as business owners.
A lot of what you areexperiencing is not just
inconvenient anymore, but it'sunavoidable.
(00:48):
I really wanna talk about thisbecause it is something that I
have been having some reallyintimate, in-depth conversations
with, with some of my clientsrecently about what they're
noticing in their business,incongruence in the results that
they want to be seeing andhonestly expect to see based off
the.
Actions that they're taking, andwhere this dissonance is coming
(01:08):
from.
One of the first places thatthis shows up where we start to
see the evidence of somethingneeding to change is in the
results of our launches, ourmessaging, and our sales As
business owners, that's one ofthe first places where we really
start to.
Not just feel the discomfort,but notice the severity of the
(01:29):
impact.
And that's usually what leadsmany of us to be willing to
actually do what's required tochange things.
And that's really what I want todig into today, in today's
episode is really where thedifferent places where we start
to see these breakdowns as aresult of decisions we made six
months, a year ago, two yearsago, and what are the questions
(01:49):
we can be asking ourselves tohelp lead ourselves through
this?
Because at the end of the day,no matter what's going on in
this world, no matter what'sgoing on politically, no matter
what's going on economically, nomatter what's going on in your
personal family dynamic at home,you have full body control to
make new decisions to help leadyou to the direction of where it
(02:09):
is that you want to go.
I regard of maybe the mess itmight feel like that you need to
clean up today.
So like I just mentioned, Ithink that one of the first
places that we really noticed.
Where things need to change iswhen we start to see a pattern
of results as it relates to oursales and our launch
performance.
And especially this is reallyfor these more mature business
(02:30):
owners.
I'm really trying to speak to atfrom a contextual level right
now, because I do think thatwhen you experience either fast
success, meaning things happenvery quickly, maybe your
business doubled or triple inrevenue at a very fast time
period.
Um.
And that's one dynamic I wannabreak down.
The other dynamic is just whenyou've been in business for a
(02:51):
very long time, seven years,nine years, 10 years, 15 years,
they always say it can be reallydifficult to move a big ship in
a new direction.
And there's.
Truth behind that.
So these two dynamics, whathappens is if you're in the
dynamic where your business grewvery quickly, that is something
that I personally experienced.
When you have very, very fastsuccess and things are just
(03:14):
growing quickly, I think whatcan happen is you have all this
external success.
You've made all this money.
Typically what also happens isyou end up hiring a lot of team
members quickly to help sustainthe fast growth that took place.
And a lot of the time, thedecisions that you are making
when you are, are moving at thatspeed or moving at that fast of
(03:36):
a pace.
Those decisions were not verydeliberate.
Those decisions usually were notcoupled with risk management.
Those decisions were reallyoftentimes made with a
shortsighted lens because youwere trying to deal with the
impact of something happeningvery quickly.
And then as things start tostabilize, as you realize that,
(03:57):
oh, every year in business weare not going to grow by 50 or a
hundred percent every singleyear, there's this identity
catch up that has to happenbecause I think.
At least for me, I'll speak fromexperience.
And what I've noticed with otherclients who've grown in a
similar pace as me is that theyreally start to question
themselves and are reallylacking a lot of self-trust
(04:18):
because it's hard for them, andmyself included, when this
happened with me, I could notreally understand why my success
came so fast.
And what I hear a lot of clientssay is that, yes, I made a lot
of money.
It happened very quickly.
I really don't know why.
And what a lot of the time wewere doing in those situations
is that we were like, ournaivety actually played to our
(04:41):
benefit because we didn't knowwhat we didn't know.
And in those situations, youjust do a lot of everything.
You are doing a lot of differentthings.
That it led to a lot of greatresults, but you really don't
know how to pinpoint which oneof those activities or which few
of those activities actually ledto the success and which ones of
those activities really were.
(05:02):
Yes, you did them, but theyreally are not.
Sustainable, or they're notrepeatable or they're not
necessary for the continuationof where it is that you're
trying to go.
So there's this one bucket youcan find yourself in with this
fast success, with this veryquick pace, this, very loose
lens that you were applying tomake pretty impactful decisions
(05:23):
and now you're in a positionwhere it's okay.
I can't avoid like my quoteunquote ignorance to some degree
anymore.
Like I have to get a betterstrategic understanding of why
the success that we hadhappened, and not only how to
make it happen, but how do welearn from that success so that
(05:43):
we can actually replicate itover and over and over again in
the future.
I think that's a huge thing hereis like when success comes
quickly, it's very difficult toreplicate long-term sustainably.
Like you can do it once, maybeyou can do it twice, but doing
it 3, 4, 5 times when yourenergy is no longer the same,
when your cognitive load is nolonger the same.
(06:05):
When your responsibilities thatyou are managing and what you
are holding changes, it's verydifficult to replicate that type
of success without knowing howit actually happened and not
knowing the.
Full breakdown, in the lensbehind what was influencing
those decisions and now whatneeds to be influencing the
decisions that we make toreplicate that.
(06:26):
I think on the flip side of whathappens is when I see other
business owners that I'vecoached and worked with who have
been in business for a longperiod of time, I'd say like
eight to 15 years.
And they've been selling to apretty niche or a specialized
audience.
They've been doing the samething for a very long time, and
maybe their success didn't comevery quickly in the beginning,
(06:47):
but they've been able to sustainthemselves over a very long
period of time.
They've had gradual healthygrowth.
Over time, maybe not.
Nothing massive or nothing huge,but sustainable, steady.
There has been, gradual growthover time.
What I notice with them as itrelates to this topic is that
(07:08):
there can be a level ofcontentment.
And I don't wanna use the wordcomplacency, but a high
resistance to change becausethey are so comfortable in the
groove that they've created forthemselves.
It's like, yes, I've been doingthis for eight years.
I know how to make X amount ofmoney on repeat.
(07:29):
Like we've been doing this overand over and over and over
again.
Nothing too wide swings ineither direction, but we've been
able to stabilize and steady ourrevenue for this long.
I know how to do this and I knowhow to do this well.
I dunno how to grow beyond this.
And when it comes time todecisions that we've made, and I
think in this, in both dynamicshere, the question that I think
(07:52):
is really important to ask is,what is the thing that you have
been resisting?
What have you been resisting?
What have you been avoiding?
And oftentimes, I don't carewhich category of business
growth you are in that slow andsteady I.
Eight to 15 year bucket or thatquick, fast paced success bucket
(08:14):
is that oftentimes there issomething that we know how to
name.
Because we have been avoiding itor resisting it for a very long
time.
And the thing is about businessand when many of us have this
type of steadiness or growth orsuccess historically, is that it
can take one year, sometimes twoyears for the impacts of our
(08:37):
decisions to show on ourcashflow balance line items.
It can take time for the resultof our decisions, the impact of
our decisions to actually showface in the business.
And I think that is something asyou mature as a business owner,
you have to realize is that thedecisions that you make today
(08:58):
are not just for short termimpact.
The decisions that you aremaking today will have long-term
implications and sometimes thoselong-term implications.
Outlive and last longer than ittakes for us to learn the
lesson, which I'm like, that'slike adulthood, like 1 0 1.
It has been something I've beenlearning hardcore in this season
(09:19):
of life.
Just personally, it is just likebig dog.
God, I got the lesson, but I'mstill dealing with the
consequences of decisions that Imade.
From a year ago, two years ago,even though I've already learned
the lesson, I'm still dealingwith the consequences of those
decisions and paying the priceof the consequences of those
decisions.
And that thing is also true inbusiness.
(09:42):
So when I, when we start tothink about this and you really
start to get clear on what isthe thing that you've been
avoiding.
That can come up by way of acouple of different avenues and
where I noticed this is eitherwithin our messaging, I see a
lot of business owners who getto a point of.
I'm gonna just name it ascomplacency, because that is
what it is.
(10:02):
It could be complacency for alot of different reasons, but we
get very comfortable, maybethat's a better word to use.
We get very comfortable in therhythms that have always worked,
and we run the risk of relyingon the success of yesterday to
produce the success of tomorrow,and that is a very dangerous
trap and a common one thatbusiness owners run into because
(10:23):
it's like you had to work sohard to get the success that you
had yesterday.
You telling me that I gotta keepquote unquote working hard or
keep putting forth a good amountof effort to not just replicate
the success, but be to be ableto sustain it for tomorrow, the
day after, three years from now.
And the answer is yes.
That's the real differencebetween business owners that
(10:43):
come in and business owners thatshut down, versus business
owners that come in and they endup staying in business for 20,
30, 50 years.
That is, it's not really abouthow smart you are or whether or
not you're lucky.
But it's really about are youwilling to maintain that
resiliency?
Are you willing to.
Maintain that growth mindsetthat lets you know that, yes,
(11:07):
this might have workedyesterday, but I am willing to
still be a student no matter howmuch success I've had, and I'm
willing to evolve and pivotbased off of what my audience
and what my data and what mymarket is telling me.
And I think that is a bigdifferentiation.
Like you really have to askyourself as a business owner, is
it, are you in a position whereyou are willing to always be a
(11:30):
student?
Where you are willing to alwaysbe a learner of your audience, a
learner of what you are hearingand listening to?
Are you willing to evolve, andadapt?
And that evolutionarycharacteristic trait that I'm
talking about, that is whatleads to sustainable success
long term is your willingness tochange, your willingness to
(11:51):
evaluate your decisions and lookat them from a new lens.
Your willingness to gain newperspective on maybe a situation
you feel like you already know,like the back of your hand, but
maybe when's the last time youflipped your hand over and
spread your fingers and lookedat things from a different
perspective.
And also, you really have to askyourself, where are you putting
(12:12):
yourself in spaces?
Where you can gain that newperspective.
'cause if you've been doing thesame thing the same way with the
same people, you're gonna end upusually thinking the exact same
way that led to the decisionsthat you've been making that
have caused you to be in thesituation that you are in.
So a few different places.
I wanna share of like how thismight look.
(12:33):
And when I, when we go back tothat question is what is the
thing that you've been avoiding?
What have you been resisting?
When I'm working with my privateclients, it usually manifests
itself in a couple of differentways.
One is that many of my clients,the first place that we might
notice this is there's aresistance or avoidance around
our model or our offers, and Ithink this is a really, really
(12:55):
tough one because.
When you have locked yourselfinto certain offers or certain
business model structures, itcan feel very difficult to
unwind because maybe you haveteam members that you are paying
that now feel like family, thathave become friends, that you
know their kids.
You know that what you're payingfor is supporting their family
(13:15):
and supporting their lifestyle.
Maybe they're going throughstuff and the team that you have
was really great for thebusiness model that you had.
But the resistance and theavoidance that is coming up for
you is your intuition may betelling you it might be time to
shift the model.
It might be change, the changethe offer.
It might be time to scale backthe multiple options and the
(13:38):
multiple layers that currentlyexist in our business model.
'cause maybe again, that mighthave been a decision from two
years ago.
And you did it and it mademoney, but you started to, now
you're seeing the impact ofthose decisions and it's maybe
this is too bloated.
Maybe there's too many layers,maybe there's too many offers.
Maybe there's too muchcomplexity in the business
model.
Maybe there's too much overheadthat is required to support this
(14:01):
business model or to supportthis offer that literally does
not make financial senseanymore.
And you're at a point right nowwhere it's like a decision has
to be made.
Avoidance no longer is anoption.
We cannot ignore it.
So maybe the model, or maybe theoffer has to change, but
(14:22):
sometimes there can be that canthat might feel difficult to do.
I.
The other place I noticed thisagain, is with team and with
overhead.
Coupled with the, model and theoffers dynamic is when you have
team in place, depending on whattype of team support it is,
whether it's full-time teammembers, whether it's contract
or project base, and howingrained these team members are
(14:43):
into your client relationships.
Maybe have program coachesleading things in containers
that are running for another 12months, but you know, good and
well, something has to change.
The cash flow isn't really cashflowing the same way it used to,
and how do you do that withoutcausing disruption or breaking
promises that you've alreadymade, or contractual agreements
that you've already made withclients.
(15:03):
And then the also the dynamic ofwhat do you do now when you have
these team members that you feelresponsible for?
That have built you up and nowyou changing your mind about how
you wanna run your business, howyou wanna lead your offers, how
you want to manage overhead nowmight require you letting them
go like that is not an easyconversation.
(15:24):
It's not an easy decision tohold.
The other place I see this comeup is within launches and sales,
and I think this is reallyprobably the first place it
comes up.
I think a lot of the time theseintuitive hits or this.
Thing that we know we've beenresisting or this thing that we
know we've been avoiding.
When it comes to offers or team,I feel like those like things
will lurk in the background, butoftentimes what I notice is
(15:47):
people will delay makingdecisions on that.
But when it starts showing up inyour conversion rates, when it
starts showing up in your salesreports and your launch debriefs
and your monthly cash flow, thatis when.
It.
You can't avoid it anymorebecause maybe you can't make
payroll next week May.
That's where it shows up and youcan't avoid it anymore because.
(16:08):
You are taking out businessloans, you are relying on credit
card debt like you arestretching yourself from a
financial perspective to thepoint where you know that
something has to change.
And I think that can be a reallyscary place to be in as a
business owner.
Because again, going back towhat I mentioned earlier is what
is influencing your decisionmaking when you are making
(16:29):
decisions from a place of fear?
When you are making decisionsfrom a place of scarcity, and I
don't mean scarcity in the senseof You have a low level mindset.
I just mean scarcity in thesense of you feel very afraid
and very activated because maybeyou can't make payroll or maybe
cashflow is really, really tightor whatever it might be.
Like.
I just want you to think aboutthe neutrality.
(16:52):
That is in that is informing thedecisions that you are making
and honestly how important it isto be in a space, especially if
you are in one of those tight,restrictive moments.
How important it is for you tohave a space, you to have a
sounding board, you to have athought partner, you to be
somewhere where you can reducethe noise on how big the
emotions actually feel rightnow.
(17:14):
Because that is a really, again,tough place to make decisions
from, and those are probablydecisions that you made years
ago that you're in that you'reseeing the impact of today.
So we don't wanna repeat thatpattern again.
Part of this maturity as abusiness owner is learning how
to create patterns, habits,routines, be build team, be
(17:34):
resourced to the point where youcan.
See, you know, allow yourself tofeel the big emotions, but also
have a process to help you bringyou back down to neutrality when
it comes to making strategicdecisions on how you decide to
take action and what choices youchoose to take to change the
direction of your business.
But those are the three places Itypically see it.
(17:57):
The other thing that I noticedthat this is probably an
overarching one, I've seenacross the board is that when
this is happening, it's like,what do I do?
And one of the things that Itell business owners and have to
coach business owners on, andthis is something I've had to
practice myself in my ownbusiness, is when you are
dealing with the impact ofdecisions that you made years
ago, and you are nowexperiencing the consequences of
(18:19):
those decisions, not only askingyourself what have you been
avoiding?
What have you been resisting?
But I'm like, where have youleaned out so far that you need
to lean back in?
Okay.
I'm queuing Cheryl Sandberg.
Where do we need to lean backin?
Because oftentimes what I noticewith business owners is that we
have leaned so far out ofcertain departments.
(18:41):
Certain areas, we've allowed ourteam to make decisions and if
somebody were to ask you somequestions about what they're
doing, you might, you probablydon't know, and there is a level
of insight that you no longerhave.
There is a pulse on yourprospects that you no longer
know because somebody else iswriting your content, somebody
else is doing all of yourmarketing, or you just step so
(19:02):
far behind it, like you're justlike, I don't even know anymore.
I have no idea what my audiencefeels.
I don't know why they'rechurning at the rate that they
are right now.
I don't know why.
We have really qualified leads,it looks like, but they're not
converting.
I don't actually know what aqualified lead is outside of
their coachable.
They're, they really desire towanna make this change and they
(19:23):
can afford the price tag on thesales page like.
If you are, if you've lost pulsewith your prospects and you are,
there are certain questions youcannot answer specifically about
the contextual nuance of whatthey're experiencing, the
specificity of how they areapproaching buying decisions
today, that's probably one hugearea where you need to lean back
in and take control of yourmessaging.
(19:45):
Take control of your customerjourney, get back into the
weeds.
And this is not youmicromanaging.
This is not a sign that you arebeing a bad business owner.
This is a sign that you arebeing a responsible one.
The other place where I noticeit is when there people,
business owners, and CEOs haveleaned too far out from actually
leading their team.
And the reason why I wanna saythis is because I tend to work
(20:09):
with clients that hate managingother people, and I am one of
those people as well.
Okay?
So I'm not saying this to throwshade, honey, I'm saying this
from peer to peer.
I get it.
Many of us do not like managingother people.
We don't like micromanaging.
We don't like being an adultbabysitter.
You, we are like, you are agrown af.
(20:29):
If you've been assigned thisresponsibility, you need to take
full ownership of it.
And I hear you.
But there is a very bigdifference between micromanaging
your team and not leading yourteam.
'cause what I see happenoftentimes is people will put
individuals in place.
There's poor direction.
There's very little, if any,process, documentation.
(20:50):
There is very little transferskillset that is happening.
There's no transference ofknowledge that is happening, but
you've hired this individualbecause you were probably burnt
out.
You were probably exhausted.
You grew very quickly, and youneeded somebody fast, and you
threw somebody in.
And they were good enough.
On the rare case, you might belistening and you might have a
unicorn on your team.
Okay.
(21:11):
I wanna, you're in like the, inthe 22% bucket, okay?
Where you found somebody who wasabsolutely a rockstar and you've
really been able to cultivate abeautiful relationship with
them.
I'm gonna talk about thatsituation here in a second.
But the other situation is youprobably have somebody on your
team that's doing maybe 60% ofthe job well, maybe at best, and
you are at a point where youknow that the performance that
(21:33):
you need from them is nothitting.
But you have not taken ownershipor accountability of why the
results are what they are.
You've leaned so far out whereyou're like, I have no idea
what's going on with the funnel.
I have no idea what's going onin those client calls.
I have no idea.
And if you have no idea.
That's not a sign that you aregreat like that you're doing the
job well.
(21:54):
It is probably a sign that youhave checked out for probably a
multitude of reasons.
Maybe the emotional labor thatyou're dealing with is just too
heavy, and it's like that 60%they're given is good enough
right now.
We're gonna keep riding thewave.
Maybe the cognitive load thatyou've been holding is just too
much for you to bear alonebecause the responsibilities
have grew so much because of thesuccess of your business.
(22:14):
You have not yet put people andthings in place to help share
that cognitive load.
That you're not holding all ofthe responsibility by yourself.
There could be a lot ofdifferent reasons why that might
be the case, but those areusually the two places where you
need to lean back in.
It's not, again, you are notmicromanaging and it is not a,
it's not a sign that you are abad leader if you have to get
(22:35):
back in and understand what'shappening because at any moment
in time, A CEO, you should knowenough information to inform
your decision making.
I think that's really a goodgauge of like, how involved do I
need to be?
You need to be involved enoughwhere you may not know all the
intricacies of the how, but youknow what questions you need to
be asking, and based off theanswers of those questions, you
(22:57):
can use that information toinform your decision making.
And if you don't have any idea,you ain't got not a clue that of
the information that you need toinform the decisions that you
make to continue to lead thebusiness forward, that is a sign
that you gotta lean back in.
And when I noticed that theseare two of the things where this
CEO is step is stepped too farout of their messaging, they no
(23:21):
longer have a pulse on theirprospects and nobody else in the
business does.
Their prospect has changed howtheir prospect is making and
buying decisions.
How their prospect is in is inapproaching buying decisions.
How your prospect feels andperceives risk associated with
hiring you if nobody knows thatinformation and knows when it's
(23:42):
changing.
'cause knowing that data is whatwill inform what your messaging
needs to be.
That informs then.
Not only your messaging, butyour messaging is what are the
words that you are using and thelanguage that you are projecting
out through all of yourmarketing assets, through all of
your launch events, through allof your, you know, campaigns.
(24:02):
So that's a really importantthing.
That's probably one of the firstplaces I would tell you to lean
back in, is you need, you candelegate the distribution of
your marketing.
You cannot delegate yourmessaging.
And this is really in particularto individuals who are selling
intellectual property.
You are selling coaching.
You've created a, a curriculum.
You create online education.
You are offering done for youservices.
(24:24):
You're selling an actualdeliverable, but it's based off
of your ip.
It's based off of yourexperience, your knowledge, your
skillset.
If that is a type of businessthat you run, part of your job,
that will always be part of yourjob, is maintaining control of
the messaging.
You can delegate thedistribution of your messaging,
but it is 100% yourresponsibility.
(24:47):
To maintain control of yourmessaging because honestly, the
reason why your clients arehiring you, even if you have
team that is supporting thedelivery, but they're still
choosing you and your company tobe the person they hire, is
because of your perspective.
It's because of your point ofview and your lens on these
things as it relates to how youapproach helping them get
(25:08):
results.
That is what they are investingin.
That's why they're choosing youversus somebody else.
So that is something that youcannot.
Delegate,'cause you can'tdelegate your opinions, you
can't delegate your perspective,you can't delegate your point of
view.
Like those are things you can'tdelegate.
The other thing, like I saidhere is the team piece is that
it might be time where you needto go do a round robin, call
(25:30):
session with your, with yourteam members and start asking
the questions you've beenallowing to slip and slide by.
I feel like I just laid a lotdown right there, so I just
wanna take a moment to pausebecause if you need to catch
your breath, I'm just here inthis with you, but I'm not
trying to call you out.
I'm trying to call you upbecause if you are in a moment
(25:53):
right now where you wereexperiencing the impact of
decisions that you've made acouple years ago, and quite
honestly probably the impact ofdecisions you've been avoiding.
For months or years now, this isa huge opportunity for you
because the disruption that youare now seeing in your business
is a clear signal of amisalignment that has been
(26:16):
happening.
And I think that if you are alifestyle based business owner,
you have your business becauseyou wanted freedom, you wanted
options, you wanted choice.
The level of freedom,optionality, and choice that we
desire to experience in ourpersonal lives oftentimes is
created through the congruencyand the alignment of what our
business is able to produce forus.
(26:38):
'cause our business is ourvehicle.
Our business is the vehicle thatcreates the options in the
choice for us in our personallives.
So there needs to be harmonybetween the two.
And if we start to noticedisruption in the business, it
is not a sign that you arefailing.
It is a sign that, hey, thatintuition that you've been
(26:59):
avoiding, that little voice inyou, that you've been abandoning
that trust in yourself, that youhave not been activating,
you're, you can't avoid itanymore.
We gotta step up.
We gotta lean in.
We gotta start taking backcontrol of the very thing that
is giving us freedom in ourpersonal lives.
Hopefully it is.
(27:21):
So I just, I really hope thatthis is landing.
If you wanna continue theconversation, send me a DM on
Instagram.
I would love to hear from you, Iwanna take a moment here to
reground us.
And give you some practicalthings of what you can be doing
next, what you can be askingyourself.
This is the exact same thingsthat I'm leading my private
clients through right now, iswhat do you do when what's not
(27:44):
working is finally too loud toignore.
So again, ask yourself, whathave you been resisting?
What decisions do you know youhave been avoiding?
What do you need to do to createthe cognitive space for you to
feel like you can step back intoyour marketing and regain
(28:04):
control of your messaging and bemore directive?
Vocalize your perspective?
Articulate your opinion again,back into your public marketing
and in your public messaging.
Where do you need to check foryour leadership leaks?
Where have you been overlydependent on team?
Where have you been overlyrelying on others to manage your
(28:26):
messaging?
Where have you been?
Not allowing your voice to beheard across the board.
And lastly, really ask yourself,what do you want moving forward?
Where is this leading you?
All of this evidence that youare getting right now is giving
you insight into what the newopportunity is.
If we allow ourselves to listento it, and if we allow ourselves
(28:46):
to trust ourselves enough toknow, to make the decisions,
even if it feels scary, even ifit's uncomfortable, even if it's
very different than what ourdefinition of success was when
we built this thing, yourdefinition of success might be
changing.
You're allowed to give yourselfpermission to evolve and for
your business to evolvealongside you.
And lastly, I want to let youknow that this is not the end.
(29:08):
Sometimes we can feel like whenwe get into these parts of
business, it's like, how did Iget here?
I need to burn everything down.
Like I'm a terrible businessowner.
This is absolutely horrendous.
This is diabolical, and I wannajust let you know this is just a
very natural part of business.
If you've reached this point inbusiness, that means you've
reached a level of success thatis a good indicator that you are
(29:30):
capable of the next decade aheadfor you in business.
cause most people don't make itto this point in business.
Most people quit before theymake it to this threshold.
This is a threshold for the whatthe next 10 years is going to
hold for you.
Your business might look totallydifferent.
Your business, a whole newbusiness might get created from
this.
A whole new vision might getcreated from this, but you're at
(29:50):
a really critical threshold nowwhere it is your chance to stop
building from old assumptionsand start creating from who you
actually want to become, forwhere you're leading yourself
into, and what this new visionis.
So name it, face it, lead fromit, because distance between the
success that you've created andthe success that's available for
(30:11):
you.
That's the real perception gapthat we need to close.
Thank you so much for tuning infor listening.
If you enjoyed this, like it,make sure to subscribe.
Please leave me a review, and asalways, if you wanna continue
the conversation, send me a DMover on Instagram.
I'm at Geisha Hawk and I can'twait to chat with you in the
next episode.
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