January 21, 2025 • 27 mins
Ready to level up your business game in 2025? Discover how switching from annual planning to quarterly goal-setting can transform your productivity, streamline your strategy, and drive massive growth. Inspired by thought leaders like Brian Moran and Gino Wickman, we’ll break down how to tackle your big goals in manageable, action-packed steps! Stay tuned!
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
What is up?
Tbl Podcast fam.
I want to talk to you guystoday about what we talked about
on YouTube recently, which washow to do your annual planning
utilizing a project managementtool like Trello, but shifting
your focus from what you wouldtraditionally do in annual
planning into quarterly planning, and so this theory has been
(00:26):
really studied and testedthoroughly.
There's experts in this spacethat I've had the privilege of
talking to, some of which areactually personal mentors of
mine.
I worked with Brian Moran.
He came on the podcast and wewere talking about collaboration
.
He wrote the book, the 12 WeekYear, and it really goes more in
depth about the theory behindannualized versus quarterly
planning, if you want to learnmore about this subject.
(00:47):
But then one of my mentors andpersonal friends, gino Wickman,
really has made this popular aswell.
It's talked about it reallysubstantially with doing what we
call quarterly rocks.
So super important, right?
So let's break that down why itmatters first.
Imagine a year previously whereyou did planning and maybe you
(01:08):
don't do this at all, and so youreally this is the perfect time
to start.
But you sat down and you got toabout May and you're like, what
, like, what do I like?
I don't, I don't know, and youstart guessing.
You just start putting stuffdown.
You just start writing downthese abstract or these vague
goals, and there's nospecificity around them, or you
really, even as you write themdown, it's kind of like swinging
at the pinata.
You really don't know if you'regoing to be able to do those
(01:30):
things or not.
It'd be nice if you did.
And so what if you gaveyourself a little bit shorter
runway, right?
So I always give this metaphorand hopefully this helps.
But imagine you're going fromNew York City to LA by car,
right?
Well, if you look at the wholelist of directions on your GPS
to start, it's kind of like wow,that's a lot.
(01:51):
There's 75 different steps thatI have to take to arrive there.
You know the end goal, but whatyou're focused on is take a
right on this street, take aleft on this street, take a
right, continue straight on thisstreet, merge onto the highway
here, and so you're followingstep by step.
So you take something large andyou make it into something
small and thus actionable, andthat's what we want to try to do
here.
(02:11):
So I'm not trying to deter youfrom doing some annual planning
or having goals.
The way we do it is we actuallysit down, we go through our
prosper plan which Kim actuallyjust did a video on that as well
on YouTube and we figure outwhat was working last year.
What didn't work right Isshould that be a priority going
forward?
If it didn't work, and how dowe do more of what's working?
(02:33):
Sometimes we complicatebusiness and it's really what's
working?
Do more of that.
What's working for mycompetitors?
What are my coachesexperiencing that's working?
Does that align with what I'mapproaching and did it work for
me?
Or have I tried that yet?
Great, it worked.
Do more of that.
And sometimes I think we getlost in the things to do, the
tasks we need to accomplish, andwe don't think about the reason
(02:53):
why we're actually doing it,unless we challenge ourselves to
say but is this working?
But is this making me money?
All right, those qualifyingquestions will always keep you
on the straight and narrow, andso what we do is take it from
that.
We build out what we call ourissue solution map, which is all
(03:15):
the problems we experienced inthe business that we can fix,
that we can run less.
Clunky is how I tell our teamright, we need to run smoothly
so that we can achieve ourinitiatives and goals faster.
If you're running clunky orthere's bottlenecks in your
operation or how you approachthings, even as an individual,
if you're a solopreneur, you gotto smooth those things out,
because then when you lay outthose big goals right, you don't
have these massive internalhurdles that you're overcoming,
or the wrong tools or no toolsat all, or you're spending too
much time in a certain area.
(03:36):
So those are things you reallywant to get out of your brain
and down on a piece of paper.
So I highly recommend doingthat prosper plan.
It'll help you a lot from there.
Then what we do is we say, okay,here are our goals
realistically, based on number,not speculation, not if the sky
is blue 365 days, likerealistically, this is what we
can achieve, right, and we'llput in some stretch goals.
That's fine as well.
(03:56):
Then we're going to reverseengineer that further down.
Okay, let's start saying whatare the big priorities to reach
these goals?
Let's say you've got three tofour major goals for the year.
Okay, great, we got to buildout some projects around that.
So what we're going to do iswe're going to say cool, these.
Let's say there's four thingsfor the year that are the most
(04:17):
important to reach, the goalsyou set off for yourself.
That could be revenue goals,that could be whatever your
goals look like.
It could be content goals, thatcould be whatever your goals
look like.
It could be you know contentgoals.
It could be follower countgoals, email list goals,
whatever that looks like for you.
That's what you're shooting for.
Then you need to say here arethe five to seven major things,
(04:37):
and maybe there's more, maybethere's 10, just be careful not
overloading your plate.
That need to have happen sothat we can achieve those goals
Right.
Then what you'll do is say,okay, some of these goals are
going to be accomplished bythese three big initiatives.
Example let's say your revenuegoal is $500,000 and you're
currently at $350,000.
(04:58):
And you know, based on yourdeep dive analysis you did into
your business, where you justpour through your numbers from
the previous year or previousyears, if you have that
available to you that when yougrow your email list every 20
people you make a sale.
Let's just say, for easynumbers, right, so you know, to
bridge the gap between where youare and where you need to be,
(05:18):
that email is, growth is thenumber one driver of new revenue
for your business.
We just did that and throughour current customers, our email
list and people that have ourwebsite, we are eight times more
likely to get a sale from thatthan we are social media efforts
.
But we're not subjectivelysaying that our email list or
(05:41):
our website or our currentcustomers convert at a higher
rate.
We know that because we pulledthose numbers, and they don't
have to be.
This is not a science lab.
They don't have to be perfectnumbers, but you need to have an
idea, right within a generalmargin of error, of what those
numbers look like.
That's how you build reallystrong goals that are tangible,
that are based on numbers, notspeculation.
So we know, then, that emaillist, if goal is to go from
(06:05):
$350,000 to $500,000, and emaillist, we found, is the number
one driver of doing that Well,what are we going to prioritize?
We're going to prioritizetraffic to our website.
We're going to prioritize emaillist growth.
We're going to say, okay, great, what are some traffic
strategies that I need, then?
Because I know traffic leads topeople on my site, which leads
to people on my email list,which leads to making money.
(06:26):
You see how you're like goingto prioritize those in order of
importance to achieve said goal.
So it's not abstract of tryharder.
Trying harder is not a plan,but it is linear.
In a sense of it lines you upto achieve said goal right.
So what I would do that is say,okay, cool.
Number one is my trafficstrategy.
When I get traffic, I get newemail subscribers.
What does that look like?
(06:47):
Then we can say I'm gettingenough traffic, but I'm not
converting enough of thosepeople.
Okay, let's address are usinglead magnets.
Do you have an opt-in on yourwebsite?
How is your website laid out?
Right?
Usually it's one of those two,and I always use this metaphor.
This will help you too.
Traffic is like oxygen and yourlungs are like your website
conversions.
Right, you need both, becausewithout your lungs, it doesn't
(07:10):
matter how much oxygen there is.
You could have oxygen allaround you, but you're not
taking any of it in andconverting it into stuff your
body can use.
If you have lungs in no air andyou're in space, it doesn't
matter how great your lungs arethere's no oxygen, right?
So the oxygen is the traffic.
Your conversions on yourwebsite are the lungs.
You nail those two things inany business, even if you're
(07:31):
going direct to sale.
In some cases you have aservice-based business.
You go direct to sale.
If you're getting traffic andyou're converting those people,
you will have a business Again,keeping it simple and doing more
of that.
So we're going to identify andsay, great, I'm only getting 500
people on my website everymonth.
That's a problem.
Okay, now from that research,we're going to say we're going
(07:53):
to focus on traffic and quarternumber one the theme which I
always give themes to quartersthe theme is going to be traffic
and all the team is going to befocused on building out those
core projects that tie intoincreasing our website traffic.
That may be a blogging strategy, that may be a YouTube strategy
(08:13):
, that may be including ads,that may be more being more
deliberate on social media andnot just putting out cool
content but actually pushingthose people to your website,
giving them an incentive like afree resource or a download or a
webinar where they're going togo from your social media to
your website because now they'reincentivized to do so.
Right, that's intentionality.
Then we're going to say, okay,cool, quarter two.
(08:36):
Then, since we figured out that, then we're going to say, okay,
cool, quarter two.
Then, since we figured out thatquarter one is going to be
traffic, and then we're going tolay out those four things that
I said.
Whatever your strategy lookslike, right?
Whatever platforms you're on,how do I increase traffic to my
website?
Right, in this particularexample, then quarter two might
be conversions.
Okay, great, we're going toincrease our traffic.
We want to go from 500 peopleRealistically, we're going to
(08:57):
shoot for 2,500 people by theend of the quarter.
That might be aggressive, butmake it realistic.
And really that's where yourresearch is going to come into
play.
What needs to have happened forthat to be the case?
Right?
We want to make sure that ourconversions are X amount, right?
So, like, if you've got adedicated landing page for an
(09:17):
opt-in, for a lead magnet, forexample, you want to hit north
of 50% and you can run ads tothat.
In fact, we have clients thathave done so and they're adding
thousands of people to theiremail list when they only had
hundreds previously through ahighly effective lead magnet,
getting sub $1 or $2 leads thatthen they then put in front of
an offer and maybe in some cases, in many cases actually,
(09:39):
they're either breakeven orprofitable on a low ticket offer
.
So if you've got something likea service, where it's multiple
hundreds of dollars or eventhousands of dollars.
A sub $2 lead is incrediblyvaluable to you, right?
That's incredibly cheap.
So that would be a conversionquarter, right?
And then you're going to say,cool, based off of that, I think
, if we go, increase our trafficto 2,500 people per month and
(10:02):
then we can increase ourconversions to X amount, both
from opt-ins but also in yoursales conversions.
Looking at your cart right,looking at your sales pages, how
much traffic went from yoursales page to your actual cart
page?
Right?
Because if you see, hey, I'mgetting a hundred people on the
sales page every month, but onlyone of those people is going to
the cart, well, that's aproblem, right.
(10:23):
If you increase that, if yougot that sales page conversion
up to 30 and cart conversionsaround 10, well, you just went
from no sales to about threesales for every every month and
if you have, you have a multithousand dollar offer.
You're in good shape, right?
So I know I'm throwing a lot ofnumbers and statistics and data
and stuff like that at you andmake it your own.
I'm just working through someexamples to hopefully trigger
(10:45):
some inspiration here, butoftentimes what we find is this
and this is the real importanceof this one we're taking
something really big andabstract and we're making it
small and actionable.
The more I talk, the morespecific I'm getting right, the
more I'm saying, like, okay,specific strategies and specific
numbers and data sets relatingto said goal.
(11:05):
Now you're reverse engineeringsuccess.
Now you're reverse engineeringthe number you want.
So you're not just saying Iwant to be a six-figure
entrepreneur, okay, well,there's a path to achieving that
.
And in fact, sometimes and thishappens often with our clients
They've got a path to saidRevenue milestone and it feels
like a big, hairy number.
And you know what they find out?
That takes two sales a day at xamount per day.
(11:29):
All right, I need two, fourhundred dollar sales a day, or I
need Three sales of 200 bucks aday to reach my revenue
milestone, and maybe that's justleaving your job, maybe that's
just subsidizing your income.
But when you work in reverseorder and you break it down from
big to small, it feels moredigestible.
Making $100,000 feels like alot, making a million dollars
(11:50):
feels like a lot.
But when you break it down toprice of your product and unit
of sales you need to make dailyand then you turn that into
traffic goals and conversiongoals and then you build out a
board that actually works inthat direction and break it down
by quarters and then break itdown by weekly tasks.
Not only is everybody on thesame page, but you're clear
about what needs to havehappened for that goal to be
achieved Right Now.
Make it realistic and know yournumbers and this is why I
(12:13):
always say know your numbers,because some people will host a
webinar and this has happenedmany times They'll get 65 people
on a webinar and they'll makefour sales that are like $500 to
$700 sales each.
So they made two grand from 65people and they're boohooing.
I'm not even joking, they'reboohooing, crying, because
(12:34):
they're like oh my gosh, it wassuch failure.
Only four people.
It's like do you realize yourconversion rate on that?
That is obscene conversion rateand they don't know Right.
So you don't know.
If you don't have proper, ifyou don't have a proper
milestone to judge your successby, if you don't know what good
conversion numbers actually looklike, you're going to be
(12:59):
disappointed, because thereality is we told that client
no, no, no, no, you just needmore people on that webinar.
But if you're converting atthat percentage, that is an
obscene percentage rate forsomebody that just started a
webinar, for sure, right?
So if you're getting anywherenorth of 10% on a webinar, most
people get one to 3% on a firstgo around, if they're lucky on a
webinar.
So, getting four sales of aabove $500 offer at a 65 people
(13:22):
that attended, meaning probablyonly, I think, 65 registered.
Only 30 showed up, something,something to that effect.
So even even even bigger number, right?
And even bigger number inconversions, which is fantastic.
But again, if we don't knowthose numbers, um, they feel big
and hairy.
Right.
An even bigger number inconversions, which is fantastic.
But again, if we don't knowthose numbers, they feel big and
hairy, right.
Okay, let's say you get toquarter three, so traffic is
(13:42):
first.
You need, again, you need moreoxygen.
There's no oxygen to breathe.
We need more traffic.
Quarter two we're going tobreak it into.
We're going to do conversions,right, and our example we're
using here.
Quarter three could be wereally want to run ads right, by
quarter three.
We want to be running ads.
Why?
Because, once we figure out ourtraffic strategy, we know what
people are looking for, we knowwhat people value, we know what
content drives people at ourwebsite right Conversions.
(14:05):
We want to convert the trafficwe're getting.
We need to be converting thatoxygen into our body so we can
run faster.
And then quarter three, we'regoing to run ads.
We're going to focus on scaleBecause once you know
something's working, it's likeputting gasoline on a campfire.
You got to build the campfirefirst.
Gasoline only works if there'sa fire that exists.
If there's no fire, well you'rejust wasting gasoline, you're
just pouring on the ground.
But once you've got thatcampfire going and it's a
(14:27):
healthy, sustainable fire, whatyou can do, then and this should
just excite you because a lotof people are doing this this is
very undervalued in terms of amarketing approach or strategy.
Not a lot of people are doingthis.
They're wasting time a lot onengagement marketing.
They're not focused on directresponse, conversion-based
marketing.
But if you start running ads,we're seeing some of the costs.
(14:47):
We're seeing costs that we'venever seen, at least in five
years, in terms of affordability, like unbelievable.
Because it's an auction block,right.
So when you bid on, you'rebidding on positioning in the
newsfeed, or you're bidding onpositioning in stories, and so
when people aren't bidding onthose positions, well, guess
what happens If nobody shows upto the auction to buy a car.
You show up and say 500 and youget a $5,000 car for 500 bucks.
(15:12):
And that's what's happeningwith ads, because everybody's
focused on the trends and thelatest dances and the latest,
this fad or whatever you know onon social media.
And so there's nothing wrongwith social media for building
relationship and nurturing Iwould have you.
But the big opportunity now,before and forever, is going to
be the pros.
(15:32):
The pros pay for ads.
They just do pros buy ads,that's just do Pros buy ads.
That's just what they do.
But you can't just and you'veprobably heard that before, but
guess what you didn't hear youneed something working first
before you run ads.
You need a system of provenstrategy working first before
you just throw money at things.
So maybe you've tried adsbefore you hired an agency or
(15:53):
something, but they didn't knowwhat was working and they don't
know your business and theydon't know the soul of your
brand and they don't Know yourcustomer.
So they turn on ads and youjust wasted 200 bucks and said
I'm never doing that again,right?
So in this particular example Iwould say Uh, analyze the
traffic goals, okay, perfect.
That's quarter one, quarter two.
We're focused on conversions.
Quarter three, we're going torun ads and then maybe quarter
four.
What we're going to do is we'regoing to say we're going to be,
(16:15):
we're going to really prep andplan for the Black Friday
promotional season.
Right, we're going to go fullpromo mode.
We're going to really figureout what that looks like,
because we've now built ouremail list with our traffic.
We're converting people likecrazy.
Our email has exploded.
We're running ads, we'reamplifying everything we're
doing.
We're growing our email list bythousands of people a month.
Right, both from organic andpaid.
Now we're going to go big intopromoting, and that could be
(16:37):
Black Friday, that could be alaunch, that could be whatever.
Right, we're going to try torecuperate all of our efforts
leading up to this and cash in,Because it's not impossible to
have a six-figure Black Fridaypromotion.
Our first Black Friday we madewith very little email list, by
the way, we made $20,000.
First Black Friday we made withvery little email list, by the
(16:58):
way, we made $20,000.
And that was huge for us atthat time.
It was huge, like we were justgetting started and it basically
paid our rent for, likebasically almost the entire year
.
Our rent wasn't that much atthat time, right?
So, like you can bonus yourself.
I mean, imagine what an extra20 grand would do, right?
It doesn't take that manypeople once you've been building
that email list and you'resending out promotional type
stuff.
So that's what a year wouldlook like for me.
It could also say, okay, cool,all the efforts I'm putting in
(17:22):
got me from $350,000.
My goal was $500,000 for a year.
I'm at $425,000.
Great, well, let's try to slamdunk quarter four with a big
promotional push and see if wecan't get $75,000 in promo
dollars, right.
And then the next year, guesswhat?
Now you're running into thenext year where you say quarter
one of the next year is going tobe scaling our ads not just
running ads, but scaling ads andthen quarter two is going to be
(17:44):
optimized conversions.
And then quarter three is goingto be heavy promo push.
And then quarter four is goingto be hiring and systems Right.
See how we're like compoundingefforts, working towards, like
this overall big, big goal thatwe have, and we're not just
saying aimlessly like stayconsistent with content.
Well, that doesn't meananything.
That's not specific, it's notactionable, it's not measurable,
(18:04):
right.
So set goals for yourself thatare actually going to be things
that you can achieve, becausewhat happens is this and a lot
of people get this wrong, and Ireally want to make sure people
understand this Motivationdoesn't spawn from nothingness.
It spawns from momentum.
When you, we flip this, we flipthis, we think we're going to
be motivated and thus we'll getmomentum.
(18:25):
We're waiting for that day whenwe're, when we're feeling
motivated right, and maybe itcomes once every 10 days and
then boom, I'm getting momentum.
That day I got a reallyproductive day in, and then
there's nine days in betweenwhere you weren't as productive
or you didn't get as muchmomentum as you wanted to,
because you haven't flipped thatparadigm yet.
That was the biggest mentalgame changer for me was
(18:47):
realizing the most successfulpeople on planet earth they
focus on just showing up everyday and realizing that you're
not always gonna feel motivated.
You're not always gonna wannado that thing.
You're not always going to feelmotivated.
You're not always going to wantto do that thing.
You're not always going to wantto show up and create content.
You're not always going to wantto show up and focus on your
numbers.
No one likes doing this stuff,guys no one.
(19:08):
No one likes to sit down anddig into a year's worth of data,
looking over their websiteanalytics, installing Hotjar,
doing the arduous, tedious work.
What we want to do is justcreate something fun on the
internet.
That's what we want to do.
But ask yourself, is thatleading to you achieving your
goals?
Is that leading to you hittingyour revenue milestones that you
(19:30):
know are possible?
Is that leading to youachieving the goals and dreams
you set out for the businesswhen you started it?
Because my guess is probablynot, and that's not to be mean.
This is truth and love, butthis is how the big players and
I know because I've spent a tonof money to work with these guys
Kim and I both have invested aton of money on coaching
(19:51):
multiple six figures each.
We've got PhD worth of expensesin learning this stuff, and
that blew my mind when Irealized these guys flip the
paradigm momentum to motivation.
The more they do, the moremotivated they are.
The more they win, the morethey want to win.
They trick themselves intobecoming motivated and then what
(20:12):
they do is they set themselvesup to win, win.
Win by setting achievabledopamine hit.
Wins by breaking large abstractgoals, big visions right, we've
all those big visions and itfeels like it's on the other
side of the Grand Canyon.
Okay, great.
What does the next step looklike?
How do I get excited aboutgoing from 500 to a thousand
(20:32):
people on my website?
How do I get excited aboutgoing from 750 to a thousand
people on my email list?
How do I get excited aboutgoing from 750 to 1,000 people
on my email list?
How do I get excited aboutrunning a promotion and making
$1,000?
How do I get excited aboutrunning my first ad campaign
that I'm getting sub $5 leads?
Build things around that, butmake sure and this is where the
quarterly planning is socritical make sure that it's not
(20:53):
about doing all the things.
Sure that it's not about doingall the things.
In fact, if you read the bookthe One Thing, gary Keller
specifically says, being anentrepreneur means
counterbalance and having toaccept chaos in other areas of
your life because you'reprioritizing something else
right now.
You don't know what toprioritize until you actually
have numbers.
Otherwise, it's speculation.
(21:14):
Speculation and I know becauseI've lived this one speculation
will lead to you making theworst decisions you've ever made
in your business life and willever make in your business life.
And the more you grow guesswhat?
The more speculative decisionsget costly.
I was making speculativedecisions, running multi-million
dollar installation projects,only to turn and find out that
(21:34):
out of our $200,000 contract welost $35,000.
Meaning I got paid 200, butrealized at the end that we
actually lost 35,000.
Now imagine everybody else gotpaid and I have to absorb the
loss there.
Why?
Because we didn't have a systemtrack our numbers.
So I was hoping and praying andspeculating for the best and
you get burned.
So that day won't come.
(21:57):
If right, you're not doingthese things now and if you can,
will it and pull the revenuelever to somehow will your way
to millions of dollars, like wedid in the first business, great
, but you end up sellingyourself to death, which is what
basically we almost did by notknowing our numbers.
So I know it sucks, but this isthe time of year to do it right
.
Show up, get those numbers.
What worked, what hasn't worked?
Get those numbers what worked,what hasn't worked.
(22:18):
Keep business simple.
What worked, do more of that.
Lay out those numbers so youknow what worked and what didn't
work.
You're not just guessing aboutwhat worked and what didn't work
.
Focus in on how you increase,doing more of the things that
worked.
Prioritize those based off ofwhat needs to have happened to
reach the new goals that you setfor yourself.
Break that into quarters inorder of importance.
(22:38):
Set tasks and projects in thatboard relating to achieving that
initiative right.
Give the team a theme and thengive them weekly tasks that
everybody's now moving towardsthat quarterly theme, based off
those initiatives.
Now, based off those tasks.
You do that and you will find,like our team found, that by May
(22:58):
of last year the whole team'slike it feels like we got more
done in five months than we didall of last year.
And you know what else happened?
Everybody was more excited,everybody was pumped up,
everybody was ready to rock androll.
Everybody was more invested inwhat we were doing than in any
other time in the business.
Why?
Because we tricked them like wetricked ourselves.
(23:19):
Because now their momentum wasleading to motivation, because
we were momentous as a company.
Therefore, everybody wasmotivated.
They were fired up because theywere getting things done and
everybody was on the same page.
We were in cohesion.
There wasn't.
We're here, there andeverywhere, everybody was
working on the same thing.
(23:39):
We were in cohesion.
There wasn't.
We're here, there andeverywhere, everybody's working
on the same thing Before youbecome a leader of many, you
have to become a leader of one.
Become a leader of yourselffirst.
You might think I don't.
I'm a soul producer, I don'tneed to do any of these things.
Yes, you do.
Yes, you do, because if you cando this for yourself, you're
not just handing the parts tothe car, somebody else to come
put it together for you.
You built the car and nowyou're just sharing the keys to
have other people help you driveit right.
(24:01):
So figure this out now andmaster this now.
Don't look back when you havegotten to a certain point
through pure energy, throughpure willpower, where you're
like oh my God, I'm sober and Ineed to hire somebody.
And then you hire somebody likea VA, a virtual assistant, for
those unfamiliar with that termand then guess what happens?
That VA has no idea what to do.
(24:21):
Why?
Because you haven't built asystem about what to do.
They just have to know thingsintrinsically, with no
experience.
And then you say, oh well,hiring a VA doesn't work.
I tried that already.
You didn't set them up forsuccess at all, and you didn't
set yourself up for successeither.
And then so, a year from now,you end up right back where you
are listening to a similarpodcast like this one and saying
(24:44):
this is gonna be the year, butthere's no intentionality behind
it.
Again, hard to hear, I know,but it's truth in love and
that's what we're here to giveyou guys, because this is legacy
for us.
Kim said this the other daythis business is legacy for us.
We know we can make our mark inthe world by helping people
like you succeed, because if yougo, multiply, we're part of the
genesis of multiplication inthe world and that is a godly
(25:05):
principle.
So, you guys, winning isparamount to our legacy.
So we're gonna tell you guysthe truth in love, because this
means something to us.
You winning means something bigto us, because we feel like we
were called to do this type work.
So lock in.
This is the year.
Don't wait for that dopamine hitof motivation in the morning.
Create momentum that's going tolead you to be self-motivated
(25:30):
right.
Trick yourself into that, andthat all starts with deriving
these plans and going throughthe process of setting yourself
up like the biggest players inentrepreneurship.
Do so watch those two videosthe one with the prosper plan
that Kim just did, and then theone previously that on YouTube.
I did.
That actually gives you thetemplate of everything I just
talked about.
It may be felt a littleabstract or you've taken through
a fire hose.
(25:50):
I promise you know, when youget the structure in place and
make it your own, it's going tofeel a lot better.
So we love and appreciate youguys and hope you got.
What is up?
Tbl Podcast fam.
I want to talk to you guystoday about what we talked about
on YouTube recently, which washow to do your annual planning
utilizing a project managementtool like Trello, but shifting
your focus from what you wouldtraditionally do in annual
planning into quarterly planning, and so this theory has been
(00:26):
really studied and testedthoroughly.
There's experts in this spacethat I've had the privilege of
talking to, some of which areactually personal mentors of
mine.
I worked with Brian Moran.
He came on the podcast and wewere talking about collaboration
.
He wrote the book, the 12 WeekYear, and it really goes more in
depth about the theory behindannualized versus quarterly
planning, if you want to learnmore about this subject.
(00:47):
But then one of my mentors andpersonal friends, gino Wickman,
really has made this popular aswell.
It's talked about it reallysubstantially with doing what we
call quarterly rocks.
So super important, right?
So let's break that down why itmatters first.
Imagine a year previously whereyou did planning and maybe you
(01:08):
don't do this at all, and so youreally this is the perfect time
to start.
But you sat down and you got toabout May and you're like, what
, like, what do I like?
I don't, I don't know, and youstart guessing.
You just start putting stuffdown.
You just start writing downthese abstract or these vague
goals, and there's nospecificity around them, or you
really, even as you write themdown, it's kind of like swinging
at the pinata.
You really don't know if you'regoing to be able to do those
(01:30):
things or not.
It'd be nice if you did.
And so what if you gaveyourself a little bit shorter
runway, right?
So I always give this metaphorand hopefully this helps.
But imagine you're going fromNew York City to LA by car,
right?
Well, if you look at the wholelist of directions on your GPS
to start, it's kind of like wow,that's a lot.
(01:51):
There's 75 different steps thatI have to take to arrive there.
You know the end goal, but whatyou're focused on is take a
right on this street, take aleft on this street, take a
right, continue straight on thisstreet, merge onto the highway
here, and so you're followingstep by step.
So you take something large andyou make it into something
small and thus actionable, andthat's what we want to try to do
here.
(02:11):
So I'm not trying to deter youfrom doing some annual planning
or having goals.
The way we do it is we actuallysit down, we go through our
prosper plan which Kim actuallyjust did a video on that as well
on YouTube and we figure outwhat was working last year.
What didn't work right Isshould that be a priority going
forward?
If it didn't work, and how dowe do more of what's working?
(02:33):
Sometimes we complicatebusiness and it's really what's
working?
Do more of that.
What's working for mycompetitors?
What are my coachesexperiencing that's working?
Does that align with what I'mapproaching and did it work for
me?
Or have I tried that yet?
Great, it worked.
Do more of that.
And sometimes I think we getlost in the things to do, the
tasks we need to accomplish, andwe don't think about the reason
(02:53):
why we're actually doing it,unless we challenge ourselves to
say but is this working?
But is this making me money?
All right, those qualifyingquestions will always keep you
on the straight and narrow, andso what we do is take it from
that.
We build out what we call ourissue solution map, which is all
(03:15):
the problems we experienced inthe business that we can fix,
that we can run less.
Clunky is how I tell our teamright, we need to run smoothly
so that we can achieve ourinitiatives and goals faster.
If you're running clunky orthere's bottlenecks in your
operation or how you approachthings, even as an individual,
if you're a solopreneur, you gotto smooth those things out,
because then when you lay outthose big goals right, you don't
have these massive internalhurdles that you're overcoming,
or the wrong tools or no toolsat all, or you're spending too
much time in a certain area.
(03:36):
So those are things you reallywant to get out of your brain
and down on a piece of paper.
So I highly recommend doingthat prosper plan.
It'll help you a lot from there.
Then what we do is we say, okay,here are our goals
realistically, based on number,not speculation, not if the sky
is blue 365 days, likerealistically, this is what we
can achieve, right, and we'llput in some stretch goals.
That's fine as well.
(03:56):
Then we're going to reverseengineer that further down.
Okay, let's start saying whatare the big priorities to reach
these goals?
Let's say you've got three tofour major goals for the year.
Okay, great, we got to buildout some projects around that.
So what we're going to do iswe're going to say cool, these.
Let's say there's four thingsfor the year that are the most
(04:17):
important to reach, the goalsyou set off for yourself.
That could be revenue goals,that could be whatever your
goals look like.
It could be content goals, thatcould be whatever your goals
look like.
It could be you know contentgoals.
It could be follower countgoals, email list goals,
whatever that looks like for you.
That's what you're shooting for.
Then you need to say here arethe five to seven major things,
(04:37):
and maybe there's more, maybethere's 10, just be careful not
overloading your plate.
That need to have happen sothat we can achieve those goals
Right.
Then what you'll do is say,okay, some of these goals are
going to be accomplished bythese three big initiatives.
Example let's say your revenuegoal is $500,000 and you're
currently at $350,000.
(04:58):
And you know, based on yourdeep dive analysis you did into
your business, where you justpour through your numbers from
the previous year or previousyears, if you have that
available to you that when yougrow your email list every 20
people you make a sale.
Let's just say, for easynumbers, right, so you know, to
bridge the gap between where youare and where you need to be,
(05:18):
that email is, growth is thenumber one driver of new revenue
for your business.
We just did that and throughour current customers, our email
list and people that have ourwebsite, we are eight times more
likely to get a sale from thatthan we are social media efforts
.
But we're not subjectivelysaying that our email list or
(05:41):
our website or our currentcustomers convert at a higher
rate.
We know that because we pulledthose numbers, and they don't
have to be.
This is not a science lab.
They don't have to be perfectnumbers, but you need to have an
idea, right within a generalmargin of error, of what those
numbers look like.
That's how you build reallystrong goals that are tangible,
that are based on numbers, notspeculation.
So we know, then, that emaillist, if goal is to go from
(06:05):
$350,000 to $500,000, and emaillist, we found, is the number
one driver of doing that Well,what are we going to prioritize?
We're going to prioritizetraffic to our website.
We're going to prioritize emaillist growth.
We're going to say, okay, great, what are some traffic
strategies that I need, then?
Because I know traffic leads topeople on my site, which leads
to people on my email list,which leads to making money.
(06:26):
You see how you're like goingto prioritize those in order of
importance to achieve said goal.
So it's not abstract of tryharder.
Trying harder is not a plan,but it is linear.
In a sense of it lines you upto achieve said goal right.
So what I would do that is say,okay, cool.
Number one is my trafficstrategy.
When I get traffic, I get newemail subscribers.
What does that look like?
(06:47):
Then we can say I'm gettingenough traffic, but I'm not
converting enough of thosepeople.
Okay, let's address are usinglead magnets.
Do you have an opt-in on yourwebsite?
How is your website laid out?
Right?
Usually it's one of those two,and I always use this metaphor.
This will help you too.
Traffic is like oxygen and yourlungs are like your website
conversions.
Right, you need both, becausewithout your lungs, it doesn't
(07:10):
matter how much oxygen there is.
You could have oxygen allaround you, but you're not
taking any of it in andconverting it into stuff your
body can use.
If you have lungs in no air andyou're in space, it doesn't
matter how great your lungs arethere's no oxygen, right?
So the oxygen is the traffic.
Your conversions on yourwebsite are the lungs.
You nail those two things inany business, even if you're
(07:31):
going direct to sale.
In some cases you have aservice-based business.
You go direct to sale.
If you're getting traffic andyou're converting those people,
you will have a business Again,keeping it simple and doing more
of that.
So we're going to identify andsay, great, I'm only getting 500
people on my website everymonth.
That's a problem.
Okay, now from that research,we're going to say we're going
(07:53):
to focus on traffic and quarternumber one the theme which I
always give themes to quartersthe theme is going to be traffic
and all the team is going to befocused on building out those
core projects that tie intoincreasing our website traffic.
That may be a blogging strategy, that may be a YouTube strategy
(08:13):
, that may be including ads,that may be more being more
deliberate on social media andnot just putting out cool
content but actually pushingthose people to your website,
giving them an incentive like afree resource or a download or a
webinar where they're going togo from your social media to
your website because now they'reincentivized to do so.
Right, that's intentionality.
Then we're going to say, okay,cool, quarter two.
(08:36):
Then, since we figured out that, then we're going to say, okay,
cool, quarter two.
Then, since we figured out thatquarter one is going to be
traffic, and then we're going tolay out those four things that
I said.
Whatever your strategy lookslike, right?
Whatever platforms you're on,how do I increase traffic to my
website?
Right, in this particularexample, then quarter two might
be conversions.
Okay, great, we're going toincrease our traffic.
We want to go from 500 peopleRealistically, we're going to
(08:57):
shoot for 2,500 people by theend of the quarter.
That might be aggressive, butmake it realistic.
And really that's where yourresearch is going to come into
play.
What needs to have happened forthat to be the case?
Right?
We want to make sure that ourconversions are X amount, right?
So, like, if you've got adedicated landing page for an
(09:17):
opt-in, for a lead magnet, forexample, you want to hit north
of 50% and you can run ads tothat.
In fact, we have clients thathave done so and they're adding
thousands of people to theiremail list when they only had
hundreds previously through ahighly effective lead magnet,
getting sub $1 or $2 leads thatthen they then put in front of
an offer and maybe in some cases, in many cases actually,
(09:39):
they're either breakeven orprofitable on a low ticket offer
.
So if you've got something likea service, where it's multiple
hundreds of dollars or eventhousands of dollars.
A sub $2 lead is incrediblyvaluable to you, right?
That's incredibly cheap.
So that would be a conversionquarter, right?
And then you're going to say,cool, based off of that, I think
, if we go, increase our trafficto 2,500 people per month and
(10:02):
then we can increase ourconversions to X amount, both
from opt-ins but also in yoursales conversions.
Looking at your cart right,looking at your sales pages, how
much traffic went from yoursales page to your actual cart
page?
Right?
Because if you see, hey, I'mgetting a hundred people on the
sales page every month, but onlyone of those people is going to
the cart, well, that's aproblem, right.
(10:23):
If you increase that, if yougot that sales page conversion
up to 30 and cart conversionsaround 10, well, you just went
from no sales to about threesales for every every month and
if you have, you have a multithousand dollar offer.
You're in good shape, right?
So I know I'm throwing a lot ofnumbers and statistics and data
and stuff like that at you andmake it your own.
I'm just working through someexamples to hopefully trigger
(10:45):
some inspiration here, butoftentimes what we find is this
and this is the real importanceof this one we're taking
something really big andabstract and we're making it
small and actionable.
The more I talk, the morespecific I'm getting right, the
more I'm saying, like, okay,specific strategies and specific
numbers and data sets relatingto said goal.
(11:05):
Now you're reverse engineeringsuccess.
Now you're reverse engineeringthe number you want.
So you're not just saying Iwant to be a six-figure
entrepreneur, okay, well,there's a path to achieving that
.
And in fact, sometimes and thishappens often with our clients
They've got a path to saidRevenue milestone and it feels
like a big, hairy number.
And you know what they find out?
That takes two sales a day at xamount per day.
(11:29):
All right, I need two, fourhundred dollar sales a day, or I
need Three sales of 200 bucks aday to reach my revenue
milestone, and maybe that's justleaving your job, maybe that's
just subsidizing your income.
But when you work in reverseorder and you break it down from
big to small, it feels moredigestible.
Making $100,000 feels like alot, making a million dollars
(11:50):
feels like a lot.
But when you break it down toprice of your product and unit
of sales you need to make dailyand then you turn that into
traffic goals and conversiongoals and then you build out a
board that actually works inthat direction and break it down
by quarters and then break itdown by weekly tasks.
Not only is everybody on thesame page, but you're clear
about what needs to havehappened for that goal to be
achieved Right Now.
Make it realistic and know yournumbers and this is why I
(12:13):
always say know your numbers,because some people will host a
webinar and this has happenedmany times They'll get 65 people
on a webinar and they'll makefour sales that are like $500 to
$700 sales each.
So they made two grand from 65people and they're boohooing.
I'm not even joking, they'reboohooing, crying, because
(12:34):
they're like oh my gosh, it wassuch failure.
Only four people.
It's like do you realize yourconversion rate on that?
That is obscene conversion rateand they don't know Right.
So you don't know.
If you don't have proper, ifyou don't have a proper
milestone to judge your successby, if you don't know what good
conversion numbers actually looklike, you're going to be
(12:59):
disappointed, because thereality is we told that client
no, no, no, no, you just needmore people on that webinar.
But if you're converting atthat percentage, that is an
obscene percentage rate forsomebody that just started a
webinar, for sure, right?
So if you're getting anywherenorth of 10% on a webinar, most
people get one to 3% on a firstgo around, if they're lucky on a
webinar.
So, getting four sales of aabove $500 offer at a 65 people
(13:22):
that attended, meaning probablyonly, I think, 65 registered.
Only 30 showed up, something,something to that effect.
So even even even bigger number, right?
And even bigger number inconversions, which is fantastic.
But again, if we don't knowthose numbers, um, they feel big
and hairy.
Right.
An even bigger number inconversions, which is fantastic.
But again, if we don't knowthose numbers, they feel big and
hairy, right.
Okay, let's say you get toquarter three, so traffic is
(13:42):
first.
You need, again, you need moreoxygen.
There's no oxygen to breathe.
We need more traffic.
Quarter two we're going tobreak it into.
We're going to do conversions,right, and our example we're
using here.
Quarter three could be wereally want to run ads right, by
quarter three.
We want to be running ads.
Why?
Because, once we figure out ourtraffic strategy, we know what
people are looking for, we knowwhat people value, we know what
content drives people at ourwebsite right Conversions.
(14:05):
We want to convert the trafficwe're getting.
We need to be converting thatoxygen into our body so we can
run faster.
And then quarter three, we'regoing to run ads.
We're going to focus on scaleBecause once you know
something's working, it's likeputting gasoline on a campfire.
You got to build the campfirefirst.
Gasoline only works if there'sa fire that exists.
If there's no fire, well you'rejust wasting gasoline, you're
just pouring on the ground.
But once you've got thatcampfire going and it's a
(14:27):
healthy, sustainable fire, whatyou can do, then and this should
just excite you because a lotof people are doing this this is
very undervalued in terms of amarketing approach or strategy.
Not a lot of people are doingthis.
They're wasting time a lot onengagement marketing.
They're not focused on directresponse, conversion-based
marketing.
But if you start running ads,we're seeing some of the costs.
(14:47):
We're seeing costs that we'venever seen, at least in five
years, in terms of affordability, like unbelievable.
Because it's an auction block,right.
So when you bid on, you'rebidding on positioning in the
newsfeed, or you're bidding onpositioning in stories, and so
when people aren't bidding onthose positions, well, guess
what happens If nobody shows upto the auction to buy a car.
You show up and say 500 and youget a $5,000 car for 500 bucks.
(15:12):
And that's what's happeningwith ads, because everybody's
focused on the trends and thelatest dances and the latest,
this fad or whatever you know onon social media.
And so there's nothing wrongwith social media for building
relationship and nurturing Iwould have you.
But the big opportunity now,before and forever, is going to
be the pros.
(15:32):
The pros pay for ads.
They just do pros buy ads,that's just do Pros buy ads.
That's just what they do.
But you can't just and you'veprobably heard that before, but
guess what you didn't hear youneed something working first
before you run ads.
You need a system of provenstrategy working first before
you just throw money at things.
So maybe you've tried adsbefore you hired an agency or
(15:53):
something, but they didn't knowwhat was working and they don't
know your business and theydon't know the soul of your
brand and they don't Know yourcustomer.
So they turn on ads and youjust wasted 200 bucks and said
I'm never doing that again,right?
So in this particular example Iwould say Uh, analyze the
traffic goals, okay, perfect.
That's quarter one, quarter two.
We're focused on conversions.
Quarter three, we're going torun ads and then maybe quarter
four.
What we're going to do is we'regoing to say we're going to be,
(16:15):
we're going to really prep andplan for the Black Friday
promotional season.
Right, we're going to go fullpromo mode.
We're going to really figureout what that looks like,
because we've now built ouremail list with our traffic.
We're converting people likecrazy.
Our email has exploded.
We're running ads, we'reamplifying everything we're
doing.
We're growing our email list bythousands of people a month.
Right, both from organic andpaid.
Now we're going to go big intopromoting, and that could be
(16:37):
Black Friday, that could be alaunch, that could be whatever.
Right, we're going to try torecuperate all of our efforts
leading up to this and cash in,Because it's not impossible to
have a six-figure Black Fridaypromotion.
Our first Black Friday we madewith very little email list, by
the way, we made $20,000.
First Black Friday we made withvery little email list, by the
(16:58):
way, we made $20,000.
And that was huge for us atthat time.
It was huge, like we were justgetting started and it basically
paid our rent for, likebasically almost the entire year
.
Our rent wasn't that much atthat time, right?
So, like you can bonus yourself.
I mean, imagine what an extra20 grand would do, right?
It doesn't take that manypeople once you've been building
that email list and you'resending out promotional type
stuff.
So that's what a year wouldlook like for me.
It could also say, okay, cool,all the efforts I'm putting in
(17:22):
got me from $350,000.
My goal was $500,000 for a year.
I'm at $425,000.
Great, well, let's try to slamdunk quarter four with a big
promotional push and see if wecan't get $75,000 in promo
dollars, right.
And then the next year, guesswhat?
Now you're running into thenext year where you say quarter
one of the next year is going tobe scaling our ads not just
running ads, but scaling ads andthen quarter two is going to be
(17:44):
optimized conversions.
And then quarter three is goingto be heavy promo push.
And then quarter four is goingto be hiring and systems Right.
See how we're like compoundingefforts, working towards, like
this overall big, big goal thatwe have, and we're not just
saying aimlessly like stayconsistent with content.
Well, that doesn't meananything.
That's not specific, it's notactionable, it's not measurable,
(18:04):
right.
So set goals for yourself thatare actually going to be things
that you can achieve, becausewhat happens is this and a lot
of people get this wrong, and Ireally want to make sure people
understand this Motivationdoesn't spawn from nothingness.
It spawns from momentum.
When you, we flip this, we flipthis, we think we're going to
be motivated and thus we'll getmomentum.
(18:25):
We're waiting for that day whenwe're, when we're feeling
motivated right, and maybe itcomes once every 10 days and
then boom, I'm getting momentum.
That day I got a reallyproductive day in, and then
there's nine days in betweenwhere you weren't as productive
or you didn't get as muchmomentum as you wanted to,
because you haven't flipped thatparadigm yet.
That was the biggest mentalgame changer for me was
(18:47):
realizing the most successfulpeople on planet earth they
focus on just showing up everyday and realizing that you're
not always gonna feel motivated.
You're not always gonna wannado that thing.
You're not always going to feelmotivated.
You're not always going to wantto do that thing.
You're not always going to wantto show up and create content.
You're not always going to wantto show up and focus on your
numbers.
No one likes doing this stuff,guys no one.
(19:08):
No one likes to sit down anddig into a year's worth of data,
looking over their websiteanalytics, installing Hotjar,
doing the arduous, tedious work.
What we want to do is justcreate something fun on the
internet.
That's what we want to do.
But ask yourself, is thatleading to you achieving your
goals?
Is that leading to you hittingyour revenue milestones that you
(19:30):
know are possible?
Is that leading to youachieving the goals and dreams
you set out for the businesswhen you started it?
Because my guess is probablynot, and that's not to be mean.
This is truth and love, butthis is how the big players and
I know because I've spent a tonof money to work with these guys
Kim and I both have invested aton of money on coaching
(19:51):
multiple six figures each.
We've got PhD worth of expensesin learning this stuff, and
that blew my mind when Irealized these guys flip the
paradigm momentum to motivation.
The more they do, the moremotivated they are.
The more they win, the morethey want to win.
They trick themselves intobecoming motivated and then what
(20:12):
they do is they set themselvesup to win, win.
Win by setting achievabledopamine hit.
Wins by breaking large abstractgoals, big visions right, we've
all those big visions and itfeels like it's on the other
side of the Grand Canyon.
Okay, great.
What does the next step looklike?
How do I get excited aboutgoing from 500 to a thousand
(20:32):
people on my website?
How do I get excited aboutgoing from 750 to a thousand
people on my email list?
How do I get excited aboutgoing from 750 to 1,000 people
on my email list?
How do I get excited aboutrunning a promotion and making
$1,000?
How do I get excited aboutrunning my first ad campaign
that I'm getting sub $5 leads?
Build things around that, butmake sure and this is where the
quarterly planning is socritical make sure that it's not
(20:53):
about doing all the things.
Sure that it's not about doingall the things.
In fact, if you read the bookthe One Thing, gary Keller
specifically says, being anentrepreneur means
counterbalance and having toaccept chaos in other areas of
your life because you'reprioritizing something else
right now.
You don't know what toprioritize until you actually
have numbers.
Otherwise, it's speculation.
(21:14):
Speculation and I know becauseI've lived this one speculation
will lead to you making theworst decisions you've ever made
in your business life and willever make in your business life.
And the more you grow guesswhat?
The more speculative decisionsget costly.
I was making speculativedecisions, running multi-million
dollar installation projects,only to turn and find out that
(21:34):
out of our $200,000 contract welost $35,000.
Meaning I got paid 200, butrealized at the end that we
actually lost 35,000.
Now imagine everybody else gotpaid and I have to absorb the
loss there.
Why?
Because we didn't have a systemtrack our numbers.
So I was hoping and praying andspeculating for the best and
you get burned.
So that day won't come.
(21:57):
If right, you're not doingthese things now and if you can,
will it and pull the revenuelever to somehow will your way
to millions of dollars, like wedid in the first business, great
, but you end up sellingyourself to death, which is what
basically we almost did by notknowing our numbers.
So I know it sucks, but this isthe time of year to do it right
.
Show up, get those numbers.
What worked, what hasn't worked?
Get those numbers what worked,what hasn't worked.
(22:18):
Keep business simple.
What worked, do more of that.
Lay out those numbers so youknow what worked and what didn't
work.
You're not just guessing aboutwhat worked and what didn't work
.
Focus in on how you increase,doing more of the things that
worked.
Prioritize those based off ofwhat needs to have happened to
reach the new goals that you setfor yourself.
Break that into quarters inorder of importance.
(22:38):
Set tasks and projects in thatboard relating to achieving that
initiative right.
Give the team a theme and thengive them weekly tasks that
everybody's now moving towardsthat quarterly theme, based off
those initiatives.
Now, based off those tasks.
You do that and you will find,like our team found, that by May
(22:58):
of last year the whole team'slike it feels like we got more
done in five months than we didall of last year.
And you know what else happened?
Everybody was more excited,everybody was pumped up,
everybody was ready to rock androll.
Everybody was more invested inwhat we were doing than in any
other time in the business.
Why?
Because we tricked them like wetricked ourselves.
(23:19):
Because now their momentum wasleading to motivation, because
we were momentous as a company.
Therefore, everybody wasmotivated.
They were fired up because theywere getting things done and
everybody was on the same page.
We were in cohesion.
There wasn't.
We're here, there andeverywhere, everybody was
working on the same thing.
(23:39):
We were in cohesion.
There wasn't.
We're here, there andeverywhere, everybody's working
on the same thing Before youbecome a leader of many, you
have to become a leader of one.
Become a leader of yourselffirst.
You might think I don't.
I'm a soul producer, I don'tneed to do any of these things.
Yes, you do.
Yes, you do, because if you cando this for yourself, you're
not just handing the parts tothe car, somebody else to come
put it together for you.
You built the car and nowyou're just sharing the keys to
have other people help you driveit right.
(24:01):
So figure this out now andmaster this now.
Don't look back when you havegotten to a certain point
through pure energy, throughpure willpower, where you're
like oh my God, I'm sober and Ineed to hire somebody.
And then you hire somebody likea VA, a virtual assistant, for
those unfamiliar with that termand then guess what happens?
That VA has no idea what to do.
(24:21):
Why?
Because you haven't built asystem about what to do.
They just have to know thingsintrinsically, with no
experience.
And then you say, oh well,hiring a VA doesn't work.
I tried that already.
You didn't set them up forsuccess at all, and you didn't
set yourself up for successeither.
And then so, a year from now,you end up right back where you
are listening to a similarpodcast like this one and saying
(24:44):
this is gonna be the year, butthere's no intentionality behind
it.
Again, hard to hear, I know,but it's truth in love and
that's what we're here to giveyou guys, because this is legacy
for us.
Kim said this the other daythis business is legacy for us.
We know we can make our mark inthe world by helping people
like you succeed, because if yougo, multiply, we're part of the
genesis of multiplication inthe world and that is a godly
(25:05):
principle.
So, you guys, winning isparamount to our legacy.
So we're gonna tell you guysthe truth in love, because this
means something to us.
You winning means something bigto us, because we feel like we
were called to do this type work.
So lock in.
This is the year.
Don't wait for that dopamine hitof motivation in the morning.
Create momentum that's going tolead you to be self-motivated
(25:30):
right.
Trick yourself into that, andthat all starts with deriving
these plans and going throughthe process of setting yourself
up like the biggest players inentrepreneurship.
Do so watch those two videosthe one with the prosper plan
that Kim just did, and then theone previously that on YouTube.
I did.
That actually gives you thetemplate of everything I just
talked about.
It may be felt a littleabstract or you've taken through
a fire hose.
(25:50):
I promise you know, when youget the structure in place and
make it your own, it's going tofeel a lot better.
So we love and appreciate youguys and hope you got.
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