February 20, 2025 • 27 mins
Welcome back to the Guy Who Knows a Guy Podcast! I'm your host, Michael Whitehouse, coming to you live from Podapalooza 15. In this episode, I sit down with launch manager Elisa Bogarts, whose expertise in project management and technical systems helps coaches execute flawless launches. Elisa breaks down how to take a complex 300-task project and turn it into a series of manageable steps, ensuring that every launch runs smoothly—even when chaos seems inevitable.
Key highlights include:
- Why launching isn’t just about the idea—it’s about execution.
- How breaking your launch into clear, actionable tasks can prevent last-minute scrambles.
- The importance of building relationships and starting your promotion early.
- The critical insight: Give yourself more time than you think you need.
Guest – Elisa Bogarts:
- Website: inspirationbyelisa.com
Host – Michael Whitehouse:
- Connect with Michael: guywhoknowsaguy.com
- Discover Inspiring Summits: summits.fun
Tune in for an engaging conversation filled with practical strategies to help you launch your next project with confidence and ease!
Mentioned in this episode:
JV Connect, December 12-13, 2023
Join us for JV Connect, the dedicated networking event December 12th and 13th, 2023 https://www.jv-connect.com
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
Welcome once again to theguy who knows a guy podcast.
I am your host, Michael Whitehouse,the guy who knows a guy himself,
and we are recording live totape at Potapalooza number 15.
Over the past five years, I've hadthe privilege of meeting and learning
from thousands of entrepreneurs,experts, and awesome people.
And now I leverage that knowledge to helpmy clients cut through the junk and focus
on what they need to achieve their goals.
(00:23):
Now I'm excited to introduce ournext guest, at least, uh, Hoogertz.
Did I say that right?
Bogarts.
Yeah, I even knew that because I'veknown Elisa for a while and she's
corrected me and then I recorrectmyself away from the correct Bogarts.
It's the easy pronunciation,not the weird pronunciation.
Yeah, it looks like Boogarats, but
I'm, I'm drawn to the weird.
(00:44):
Um, but so Elisa is a launch manager.
So she helps coaches launchtheir programs, events with ease.
They can focus on scaling their business.
So she does the technical stuff.
With her experience in projectmanagement and coaching to get
her clients ready to launch.
And so she does all the techie stuff.
So, you know, I do the networking stuff.
She does the techie stuff and, uh,there's a natural synergy there.
(01:06):
So Lisa, welcome to the show.
Hey, Michael, thank youso much for having me.
Great to be on here.
I love that we're doing this.
Yeah.
Considering how long we'veknown each other, it's great to.
Do a podcast exchange, which is awesome.
Absolutely.
Uh, and of course we met inperson recently at the marketer's
cruise down near the Caribbean.
Also very cool.
(01:26):
I was looking at the map.
I think technically we're in theAtlantic because the Caribbean
is south of the islands.
And North of the islands would be theAtlantic, but in near, I don't know,
change the names of everything anyway.
So, so tell me a bit about whatyou do as a launch manager.
Yeah.
Yeah.
So I, like you were saying, I work with,with coaches, like to work with coaches
specifically and help them launch.
(01:48):
I it's, it's really so that, you know,I, and I work with people who also have.
Teams and I help them, like Imake sure everybody's on task.
I'd like to do like strategizingwith the coach and planning and then
making sure that everybody's doingwhat they're supposed to be doing
when they're supposed to be doing it.
Because usually the coach wants to beout speaking and selling and coaching and
not really worrying about, you know, iseverything getting done for their launch.
(02:12):
Um, and I do this because I was, uh, in mycorporate career, I was a project manager.
So I was a project, I've been inproject management now for about 15
years and decided to bring all ofthose skills into the coaching world.
Cause I know that, you know, that'snot something that everybody has.
And, uh, you know, I feel like so manycoaches are, you know, such a visionary
people or like ideas people, or theyjust want to creatives or healers,
(02:34):
you know, but they're not the best atbeing organizing, planning, you know,
structure, all that kind of stuff.
And that's really, that's my wheelhouse.
So I hope to bring that into the world andI really feel that it helps Kind of calm
the chaos of launching because, you know,launching, there's, there's a lot to do.
Well, you know, I mean, youdo summits all the time.
Like it is a lot of work, all thewrangling, though you have an amazing
(02:57):
tool that you use, but even withthat, there's still a, you know, a
lot of work to be done and it canbe really overwhelming for people.
So I helped one of my superpowersis to make things this sort of
big, complex, you know, project orlaunch, which could have, like, I
have a project plan that's like over.
It's almost 300 tasks long.
And so if someone's seeing that,they might be like, so, so, but I
(03:19):
helped them get this big complexthing and just bring it down to
these really easy manageable chunks.
And they just say, okay,focus on this right now.
This is what we're going to do.
Trust the process.
We'll get there and it'll get done.
So, and I've done all my own programs,gift giveaways, summits, book,
podcast that I've launched myself.
So, uh, and I've meticulouslyplanned all of them.
So
(03:42):
yes, there's a. There's a concept andit's probably from some book that I
don't know, but somebody mentioned theidea of visionaries versus integrators,
um, which is also the CEO, COO dynamic.
So the CEO is the visionary, the,you know, here's what we're doing.
It's a five year plan.
And then the COO is the one whosays, okay, well, we're going to
need to hire 300 people for this.
So we're going to need a warehouseor a new ship or any, you
(04:04):
know, whatever the tools are.
So some people may be hearingthat and be, and say, okay, yeah,
I kind of get what, you know,
But let's, let's lookat the contra example.
So if somebody doesn't haveyou, what can go wrong for not
having Elisa on their team?
(04:24):
Uh, well, I think it can get a bitchaotic and I think that things
can get missed as well sometimes.
And also I think that people don'tstart early enough, like, especially
with, you know, if you're going to,um, as part of your launch, if you want
To help promote the event that you'redoing, you know, you want to start
building those relationships with those,you know, that could be JV partners
(04:46):
or promotional partners, affiliates,whatever you want to call them.
Um, you want to engage themearly and so some people don't
start thinking about that.
Like, oh, my launch is in 6 weeks timeand they think that's good enough.
But like, if you go to your partners,that may not be enough time.
Their calendar may be full already.
So then you won't get, you may not.
And because of that, youmay not get enough people.
To your event in whichto pitch your program to.
(05:06):
And so I think things like that, likenot starting early enough and not
knowing all of those pieces and, andthe order in which they should be going.
Um, because then I think, yeah,a lot of stuff can get missed.
And then if things get missed, then, um,you know, yeah, maybe people don't show
up or, uh, you know, the launches isn'tas successful as it could be, because
you didn't think of all those pieces,you didn't think about, um, the order
(05:29):
in which they should go and, uh, yeah,and starting early To get it all done.
Yeah.
Yeah.
I'm, I'm always amazed when peoplereach out to me and say, Hey,
yeah, my launch is in three weeks.
Can you promote it?
And I'm like, well, I mean, now withmy resource letter, I'm, I can say, Oh,
I can put it in the resource letter.
Sure.
But, you know, you want dedicatedpromotion, uh, or, or people who they're
(05:49):
at an event and say, I have a, I havea launch coming up in three weeks.
I'm looking for a promoter.
She's like, good for you.
That's a nice to have dreams, butno stranger is going to promote your
launches coming up in three weeks, unlessthey're really, really impressed by you.
Right, exactly.
And you really want to buildthat relationship with people.
And, and yeah, because even with me, likeI had a, someone I met in a networking
(06:13):
event and then they came to me later,we, we met up and it was like, okay,
yeah, maybe we could promote eachother, but then kind of didn't work.
So they weren't readyfor me yet or something.
And then like, Oh, well, could you justpromote, like sell this product for us?
And I was like, actually,no, because I don't know you.
I don't.
And I was actually speaking to a JVmanager, not even the coach itself.
So I was like, I've never met this person.
I haven't seen their work.
I haven't, you know, so no,I don't feel comfortable in
(06:35):
selling your product quite yet.
And so you really need to take thattime to build a relationship that,
you know, let people see what you'reall about, even come to your event,
you know, give them a free ticket tosomething so they can see what you're
all about and then, then they'll wantto, then they'll like, you know, they
will know, love and trust you and wantto promote you and, uh, And, and, you
know, share your wisdom with their people.
(06:55):
Yeah.
And I like you said there about, youknow, your event is their first taste of
getting the sense of working with you.
One mistake that, that I seea lot is if you just see your
event as a sales opportunity.
And in other words, You know,if I'm a salesman, we get
on a call and you don't buy.
We just both waste our time.
(07:17):
And so if you make your webinar or yourevent or whatever, like that, that it's
all pitch and it's not about makingconnections, not about providing value,
teaching, uh, making them better off,then people are going to leave your
event and say, I just wasted my time.
And if they come back to, if I promote it,they come back to me and I say, Hey, yeah,
how was, you know, how was Joe's webinar?
And they said, eh, I didn't, I don't know.
(07:39):
Did you learn anything?
Not really.
It was really very pitchy.
I'm never promoting it again.
Because I am, I am asking my audienceto pay their time to attend this event.
And time ain't free.
Time is the most expensive thing you got.
Yeah, 100 percent agree with you on that.
And I hate that too.
Like I hate when I go to somethingand think like, like that kind
(08:00):
of, yeah, that wasted my time.
And, and, um, and then we always gettaught, I found in a lot of coaching
programs, you know, that if you'regoing to do like a webinar or something
to only teach the what, but never thehow, and I don't love that as well.
Like, I don't think obviouslyyou don't need to teach someone.
Everything about the house is like,why would they then buy your program?
But you can still give them exercises.
You can still teach them some things.
You can teach them maybe thingsaround what your program's about to
(08:23):
still really provide value with that.
And yeah, that even asyou are doing that event.
You know, it all kind of leadsto what you are selling, but you
don't need to constantly be in it.
And that's why I created this program.
And that's why I created this program.
You don't need it to beconstantly pitching about it.
I think people will kind of get itbecause that'll be like the natural flow.
Yeah.
Um, yeah, I even had that with, uh, oneof my partners recently were thinking
(08:46):
of doing something together and shegave me an outline and I was like, Oh,
that just sounded entirely pitchy to me.
There was like no, no value to it.
Yeah.
And her, um, kind of viewpoint was that,well, we don't want to overwhelm people.
And I get that.
I think that there's a bit of a balancebetween, you know, but you still want
to provide value and you want peopleto leave with something because if you
don't give them anything, why wouldthey think that they're going to,
(09:06):
why would they pay for your program?
If they don't think you're actuallygoing to give them anything, if you
never give them anything to start with.
I think there's a benefit inoverwhelming done the right way.
So, like, if you were to do a workshopand you were going to, and you
were to say, I'm going to teach youeverything that goes into a launch.
You know, if you have a 300 item, yeah,your workshop would be nine hours long,
but , but you do it in, in categories.
(09:28):
You're basically like, allright, so here's what you
need to know to find partners.
Here's what you need to know to set upthe copy, and here's what you need to know
for this, and da da, and, and you know, atthe beginning you tell 'em, you can drink
outta the fire hose gonna be intensive.
And they're like, okay, yeah, I'm ready.
I got my notes.
And then you, you just fire hose them.
And then at the end they're like, whoa.
Then you say, so do youwant to do that yourself?
(09:49):
Or would you like tohire me to do it for you?
And they're like, uh, you, you shoulddo it, but you, you know, you delivered
everything that they asked for.
Um, yeah.
And I, I think for, for most, I thinkthis myth, a lot of coaches have
that they have some secret sauce.
You read the same books I did, and youwatch the same YouTube videos I did.
(10:09):
There's no secrets to us.
There's only one secret to manifestation.
There's only one secretto business growth.
And usually it's get in front ofthe right customers, offer them
a valuable product, and deliver.
Like, that's the model of business.
There's no secret.
We've been doing thisfor thousands of years.
And so it's rarely the information.
(10:30):
It's usually the implementation,the transformation.
So you can teach them everything.
Like if you teach themeverything, you know, they'd be
like, Whoa, you know, too much.
That's what I do.
When I, when I talk about running somuch for people, like I'll tell you
everything, you know, to run a summitand you don't want to do it because
knowing everything I'm going to teachyou, you're still gonna have to screw
up 10 times to get to the point I'm at.
So you're gonna have to run 10 summitswrong and then you can do it yourself.
(10:53):
You'll be great and do everything I do.
Oh, by the way, ittakes me about 10 hours.
Plus I have a network.
Do you have a network?
No, you don't.
Okay.
So you're going to need to build that.
That's going to take about 500 hours.
So yeah, I'll teach you everything.
Do it yourself.
Go for it.
It'll take you a mere.
600 hours and you'llbe exactly where I am.
So no, you want me to do that?
You sure?
Yeah.
I've even done that too, where somepeople are like, Oh, I don't know if
(11:15):
I'm like ready to work with you yet.
And I was like, okay, well, you know,if you want some help with it, you can,
I have like my sort of project plan, mylaunch plan, or even have a summit plan,
you know, and it's like, it's basically aGoogle sheet because that can be like used
for everything, you know, not everybody.
No, it was no Shan or Asana or whatever,but everybody can access Google sheets
and it's got all these different tabs.
And then I've had people come back to mebeing like, your plan is too crazy for me.
(11:37):
I need your help now.
And I was like, yeah, I mean,it literally tells you every
single thing you need to do.
Um, but then just looking atthat, they're just like, what?
Okay.
Now, now I need some help.
Yeah.
Yeah.
Yeah.
And that, and that's,and that, that's key.
And I think that's powerful inthe, in the initial sales process.
When you take them through everythingthey're going to need to do.
Um, now there might, there might becertain things that you hold back.
(11:59):
If it's like a formula or an investmentstrategy or something like that, they
said, okay, that you learned in theprogram, but the rest of it, usually
you can just teach them everything.
And, and then they're going to look at it.
I actually, I haven't published it yet,but I've written a book on everything.
I know about collaborationsand partnerships.
And it's 57, 000 words longand I haven't finished.
So it'd be like 60, 000 words.
(12:19):
So that's 250 pages or something.
Um, and when I publish it, I'm publishedtwo versions and one of them be
whatever I'm going to call the book,you know, the guide to partnerships.
And the other one, the cover is going tobe something like this book is too long
and you're not gonna read it anyway.
It's just hire me to do it for you.
I'll mail it to people.
And that's what the cover will say.
Everything I know is in here,but you don't want to read it.
(12:41):
Just hire me to do it for you.
And I love what you saidearlier too, about the mistakes
that you make along the way.
And I think that that's somethingthat I sort of both of us bring,
like we already had the experience.
So therefore we know the flow.
And even the way that my brain sort ofworks, like when I was first launching
my podcast, yes, I took a course.
I knew what exactly what to do, but Iremember sitting there and being like,
(13:02):
okay, I actually take the time to sitdown and be like, what is the flow here?
And I don't think thatmany people do that.
You know, I actually think,okay, if I. And bringing a guest
on what information do I need?
How am I going to getthat from that person?
Like, you know, and if I'm publishingit, okay, what information do I need?
And do I need to get that first, you know,and actually like going through it step
by step and like tweaking and changing allthe different steps as I go to really like
(13:25):
piece it out and, um, Yeah, so I thinkthat that's something that also one of
my kind of superpowers that sort of thatprocess and really just taking the time to
and I, I tell people to do this, you know,to sit down and do it, but I just don't
think everybody's brain works that way.
And so you can kind of kind oftrust and same with you, right?
You've done that with the summits.
And so you can trust like, youknow, I know this whole process.
I know it step by step.
(13:45):
I know the right things andI've tweaked in and continually
improved every single summit.
Yeah, and I think that's key there,too, that not only is it going to
be a headache for you if you don'tcollect the headshots, or you don't
collect the this, or you don't havethe copy, but also, this may be
someone's first real impression of you.
You know, I've met someone, and, becausethere's so many people I've basically lost
(14:08):
professional respect for promoting them.
Because, you know, I met them.
I believe they're ethical.
I believe they areattempting to provide value.
They're good people.
But then I say, yeah, sure.
I'll, I'll promote you orI'll speak on your stage.
I hardly ever speak inanyone else's stage.
Cause they all drive me nuts.
Um, and because, you know,I'll be like, yeah, sure.
I'll promote you or whatever.
(14:28):
Everybody.
So do you have the copy?
Uh, no, we don't have it yet.
Well, you're expecting me to startmailing for this in a week and a half.
I'm writing my emails for then.
Now I'm going to need that copy.
Now, because I'm not just cuttingand pasting your copy, so I'm
going to need that material.
Do you have the sales page?
Oh, no, you can't click on the salespage until it's the sales page is
(14:50):
locked until the day of the event.
I'm like, okay, do youhave anything I can use?
And I'm chasing aroundfor this information and.
I'm like, if I'm going to do thismuch work, I'll sell my own program,
right?
Yeah,
that's the other, that's a reallykey thing is make it easy for them.
Make it so easy.
Give them one place where it has thegraphics that has the swipe copy that
(15:12):
they can just use and make it availableearly on so that they can do it.
Yeah.
I have that with one of myclients who's just like, oh,
we'll just do it just in time.
Oh, do we really need togive it to them a week early?
I'm like, yes, we 100 percent do.
We need to work on that right now.
Like I needed that last weekbecause actually I wanted to send
it today, but we haven't evenstarted writing this by Floppy yet.
And so, um, yeah, so I thinkthat some people just kind of,
(15:34):
they don't really think that way.
And I think they, they don't, um, maybeconsider how other people work, right?
Like you were saying, I like to,Take your copy, make it my own.
And I like to schedule myemails a week or two in advance.
And some people do it the dayof, you know, so everybody
kind of works differently.
And I think that you need to considerthat when you're getting things ready,
which is part of the launch plan, right?
When you're working with your JVs,it's not only like interacting
(15:56):
with them, but also getting thatswipe copy and everything ready
so that they're good to go.
And then also, you know, reminding thembeing like, Hey, promo starts today.
Remember to send your email.
The irony, of course, is sometimes,as I've worked with some of these
people too, where they're going toget the copy out the day before.
But if you reach out to them and say, hey,could you promote my event in six months?
(16:18):
Oh, sorry, our calendar's full.
So you expect me to jump for yours,but you're planning 14 months out
for, for promoting other people.
Got it.
Okay.
Sure.
Yeah.
Um, because they don't even, theydon't even doesn't occur to them
to think about themselves on theother side of the same situation.
(16:39):
You know, could I, I've metso many people who could not
promote a mirror of themselves.
They would not be a good partnerfor themselves because, you
know, they, the materials theyneed, they wouldn't have in time.
Um, yeah, something I was on mysummits is, it's, it's always funny
when people ask me, so what's thepromotion window for the summit?
I'm like, you have a link now, butthe summit is three months from now.
Like, okay, that's up to you.
(17:00):
But because I always felt this asif, if it's an event, you know, when
I, when I ran sci fi conventions,you would announce the next one
at the end of the previous one.
Right.
You know, the 2026 events announcedin the 2025 event, and they're selling
tickets right there for a year later.
Because you're blocking this time out.
So if you're running a threeday event, what are you doing?
Announcing it eight days in advance?
(17:23):
Who's going to just havethree days time available.
Well, you know, broke people do peoplewho don't really have a business
and a professional summit attenders.
They got time for that, but
people are going to be
dropping 10, 000 in a program.
They got they're busy.
They got businesses like they,they, they need to know about
things six months in advance,especially if it's really an event.
(17:44):
So,
yeah.
Yeah.
And if it's an in person one, even likesooner, like that's like a good, at
least eight months of planning, I wouldsay, and you want to get people in that.
And I think what, with retreats too, youwant to give people as well, eight, 10
months, if they, if they're going to betraveling somewhere and it's a retreat
and it's like a week or something, youneed to be giving them a lot of time.
Yeah.
I remember the first time Irealized that people will go
(18:04):
to a live event within 30 days.
I'm like, people do that.
Really?
Yeah.
Like, wow.
Like, I, I, it's always kind of in myhead, like, well, obviously you need at
least four months to get a plane ticket.
Right.
The fact that you can go out,you can buy a plane ticket
for, you know, next Tuesday.
Is possible.
Oh, I guess you can.
(18:24):
You can.
Yeah.
Might cost
you.
But it was, it was just such a, youknow, because of me for a live event,
if I'm traveling to it, I'm planningsix months out, eight months out.
And, you know, to look at theirmarketing, oh, we don't even tell people
the date of it until three months out.
What?
It's like, it's like a, like a secret, uh,you know, secret speakeasy or something.
(18:49):
Yeah.
Yeah.
Um, yeah.
So that's, I
think it does make sense.
Yeah.
And I think depending on the launch,the promotional period is different,
you know, if it is just likesort of like a 60 minute webinar.
Yeah.
You know, if you get somebody tosign up months in advance, they'll
likely forget and not show up.
Yeah.
Um, so that kind of can be shorter.
That can be more like 10 days, seven days.
And even sometimes people jointhe day before, you know, they'd
(19:12):
be like, Oh, that's tomorrow.
Okay.
I got time at nine o'clock.
That's fine.
I can, you know, squeeze in an hour,move things around in my schedule.
So that's, that's a little bit easier,but yeah, if it's an in person or requires
travel, um, or it's a multi day, yougot to give them more notice for sure.
Yeah.
I was talking to Chuck Andersona while ago and cause a lot of
people say, well, we promote latebecause the show rate is higher.
(19:32):
And he says, that is true.
That data is absolutely correct.
Okay.
But the data most peopledon't measure is closing rate.
So the show rate is higher.
The later someone promoteslater, someone signs up.
But the closing rate, like thepercentage chance they buy is higher.
The earlier they sign up.
Oh, interesting.
So if someone signs up five weeksin advance, the chance they're
(19:54):
going to show up as much lower.
But if they do show up, the chancethat person's going to buy is
much higher because they're busyenough that they need to do it.
And they're organized enough.
Like if I sign up for an eventin two months from now, I'm
putting it on my calendar.
I don't forget it's on my calendar.
I mean, I do forget you'dtell me the next day.
I don't remember what I signed up for.
(20:14):
I don't know tomorrow, let alone nextweek, but my calendar knows what I'm
doing because, you know, I, I didn'tjust sign up and say, Oh yeah, I'll do
something on the April and you know,it goes on the calendar so I could
sign up for a year from now and I'mnot going to forget it's happening.
It's on the calendar.
Yeah.
The fact that people forget a webinar,they sign up like, how'd you forget?
(20:37):
Didn't you?
But all I put on a post itnote, like, so you don't have a
business as you're telling me.
Got it.
Um, the people who, who, you know, needto be reminded the day before probably
aren't great prospects because howbig can their business be if they're
running on post it notes and, and ideas.
Yeah.
Yeah.
(20:58):
Yeah.
Yes, this is essentially this conversationthat reveals the, the interplay
between the tech side of a launch.
And the network side of a launch becausebad systems will ruin relationships.
Very good point.
Not necessarily like,
I don't like you anymore, but like,I don't promote this person anymore.
It's too much trouble.
(21:19):
And, um, or they can't convert, you know,people I've sent them, send them 50 opt
ins and no, and no money comes back.
I'm like, I sent you 50 people, butI've had, I've had people tell me that,
yeah, we, we find that if we, uh, Peopletell me that industry average is two to
three percent of total opt ins convert.
(21:41):
Okay,
right.
Which sounds terrible.
It does sound terrible.
If I send you 50 people, zero to oneconversion, um, which means a decent
chance, if I send 50 opt ins and Iget zero dollars, that seems like
less than the number of dollars Iwas hoping for that amount of effort.
Mm hmm.
Yes, that's true.
(22:01):
And I'm sure you find it as well, like,in terms of, you know, I'm Working with
people, especially when a summit, Ifind that as it's kind of like a, you're
sort of herding the cats and gettingall the information from the speakers.
And then you have people with liketheir links don't work at all.
And I'm like, it drives mekind of crazy sometimes.
I think just give me a URL.
All I need is the title of your gift.
In the URL and you should click it and itshould work and it should be so simple.
(22:25):
And so sometimes when I have to, youknow, like as the, the organizer, the
project manager, I've had to go backand forth with someone like 10 times to
get this work linking, uh, working link.
Um, I may think, you know, I don't know ifI want you in my next summit just because.
This, this cost me a lot of time
to get your link.
I'm a big fan of what I calltactical, tactical, tactical laziness.
(22:49):
So identifying what isimportant, what is not important.
Like, I don't check thelinks of any of my speakers.
They put a link in, there it is.
If someone in the event says, hey, thislink isn't working, then I'll say, hey,
you should give me a link that works.
Because the gift not working isn'tmy problem, it's their problem.
Yes, I've already got the opt in.
(23:09):
That person already
opted into my summit, I'vealready got their email address.
You want their email address,you better make your link work.
And if you have a link that's not goingto be good six months from now when, you
know, someone who's in my inner circlethat gets access to the old VIP pages.
Well, that's a you problem, not ame problem and, and same thing, but
yeah, yeah, I've some definitelyhave some speakers who, um, yeah,
(23:32):
I, I am not interested in spendinga lot of time with a speaker.
Um, I want you to get, you know,put in the application, get on
the same, same thing, the podcast.
When I, when I do the podcast, when it'snot Potapalooza, I have a calendar link.
It's, everything's there except forthe headshot, because you can't do
that.
So everything's there.
So it's all right there.
If they fill out the application,they don't include a bio.
(23:53):
I canceled the meeting.
Like, I don't have the information.
So you don't get a timeuntil I got your info.
Um, and so a lot of it'sjust, you know, preloading.
It's funny when I get onsomeone's podcast, they say,
yeah, okay, now I need this.
Now I need that.
I'm like, didn't I already send you that?
Why are there extra steps?
I fill out the application.
I show up and say smart things.
I go home.
That's the podcast process.
(24:13):
If there's more steps, it'sreally quite that simple.
It was on cartridge, eight page longapplication, and then the validation
field for the phone number would notaccept anything I could think of.
It wouldn't accept all numbers.
It wouldn't accept dashes.
It wouldn't accept, like, I couldn'tfigure out how to get it to accept
the phone number, which means itwouldn't accept the entire application.
(24:34):
Well,
And I emailed them and I'm like,uh, yeah, I, and I said, I need to
know the validation format for thephone number, which I was hoping
that understand what that meant.
And of course they didn't.
They said, Oh, I'llcheck with my tech team.
It's carter.
You don't need a techteam to set up a form.
You should understand how your form worksand tell me what I need to put into it.
So I can put it in so I can hit submit.
(24:55):
Like, Oh, we'll get back to you all
the seven pages.
And I'm like, well, I'mnot filling this out again.
Like, Oh yeah, I'll letyou know what is fixed.
My good.
That'll help for your next guest.
Cause it's not going to be me.
I've already invested moretime in this podcast than it
is worth making it easy for me.
So
absolutely.
Speaking of time, I need to let yougo so you can get on the next show.
(25:16):
Um, so final thoughts and of course,how do people get in touch with you
and learn about your techie stuff?
Yeah, so my, um, well, final words is,you know, kind of thinking about what
we're doing today is really take thetime to make sure that you, you know,
do things right when you are launching,because it can take a lot of work.
So make sure to be kind to yourselfand give yourself enough time to do
(25:39):
everything that needs to get done.
And yeah, you can find me at, mywebsite is inspirationbyalisa.
com.
So it's, it's all one word inspirationby Elisa and Elisa is E L I S A dot com.
And in there, yeah, you can getlinks to my podcast as well, which
is authentically Elisa, which I'mgoing to have Michael on soon.
(26:00):
And, um, and yeah, and, and, uh,information about my services.
Fantastic.
It says inspiration by Elisa.
It's like Lisa on the internet.
E Lisa.
Inspiration by Elisa dot com whereyou'll find all of Elisa Bogart's
things and I said it right this time.
You did.
very much.
But right now I remember, um,And yeah, I love, you have all
(26:22):
kinds of great concepts in there.
Very important, simple,but powerful tools.
Give yourself more time than you thinkyou need is probably the most important
thing that you said right there at theend, because however long you think
it's going to take, it will take longer.
It will
really good stuff andgreat to have you on.
I look forward to being on your show.
Thank you so much, Michael.
It's great being on your show.
Thank you.
Welcome once again to theguy who knows a guy podcast.
I am your host, Michael Whitehouse,the guy who knows a guy himself,
and we are recording live totape at Potapalooza number 15.
Over the past five years, I've hadthe privilege of meeting and learning
from thousands of entrepreneurs,experts, and awesome people.
And now I leverage that knowledge to helpmy clients cut through the junk and focus
on what they need to achieve their goals.
(00:23):
Now I'm excited to introduce ournext guest, at least, uh, Hoogertz.
Did I say that right?
Bogarts.
Yeah, I even knew that because I'veknown Elisa for a while and she's
corrected me and then I recorrectmyself away from the correct Bogarts.
It's the easy pronunciation,not the weird pronunciation.
Yeah, it looks like Boogarats, but
I'm, I'm drawn to the weird.
(00:44):
Um, but so Elisa is a launch manager.
So she helps coaches launchtheir programs, events with ease.
They can focus on scaling their business.
So she does the technical stuff.
With her experience in projectmanagement and coaching to get
her clients ready to launch.
And so she does all the techie stuff.
So, you know, I do the networking stuff.
She does the techie stuff and, uh,there's a natural synergy there.
(01:06):
So Lisa, welcome to the show.
Hey, Michael, thank youso much for having me.
Great to be on here.
I love that we're doing this.
Yeah.
Considering how long we'veknown each other, it's great to.
Do a podcast exchange, which is awesome.
Absolutely.
Uh, and of course we met inperson recently at the marketer's
cruise down near the Caribbean.
Also very cool.
(01:26):
I was looking at the map.
I think technically we're in theAtlantic because the Caribbean
is south of the islands.
And North of the islands would be theAtlantic, but in near, I don't know,
change the names of everything anyway.
So, so tell me a bit about whatyou do as a launch manager.
Yeah.
Yeah.
So I, like you were saying, I work with,with coaches, like to work with coaches
specifically and help them launch.
(01:48):
I it's, it's really so that, you know,I, and I work with people who also have.
Teams and I help them, like Imake sure everybody's on task.
I'd like to do like strategizingwith the coach and planning and then
making sure that everybody's doingwhat they're supposed to be doing
when they're supposed to be doing it.
Because usually the coach wants to beout speaking and selling and coaching and
not really worrying about, you know, iseverything getting done for their launch.
(02:12):
Um, and I do this because I was, uh, in mycorporate career, I was a project manager.
So I was a project, I've been inproject management now for about 15
years and decided to bring all ofthose skills into the coaching world.
Cause I know that, you know, that'snot something that everybody has.
And, uh, you know, I feel like so manycoaches are, you know, such a visionary
people or like ideas people, or theyjust want to creatives or healers,
(02:34):
you know, but they're not the best atbeing organizing, planning, you know,
structure, all that kind of stuff.
And that's really, that's my wheelhouse.
So I hope to bring that into the world andI really feel that it helps Kind of calm
the chaos of launching because, you know,launching, there's, there's a lot to do.
Well, you know, I mean, youdo summits all the time.
Like it is a lot of work, all thewrangling, though you have an amazing
(02:57):
tool that you use, but even withthat, there's still a, you know, a
lot of work to be done and it canbe really overwhelming for people.
So I helped one of my superpowersis to make things this sort of
big, complex, you know, project orlaunch, which could have, like, I
have a project plan that's like over.
It's almost 300 tasks long.
And so if someone's seeing that,they might be like, so, so, but I
(03:19):
helped them get this big complexthing and just bring it down to
these really easy manageable chunks.
And they just say, okay,focus on this right now.
This is what we're going to do.
Trust the process.
We'll get there and it'll get done.
So, and I've done all my own programs,gift giveaways, summits, book,
podcast that I've launched myself.
So, uh, and I've meticulouslyplanned all of them.
So
(03:42):
yes, there's a. There's a concept andit's probably from some book that I
don't know, but somebody mentioned theidea of visionaries versus integrators,
um, which is also the CEO, COO dynamic.
So the CEO is the visionary, the,you know, here's what we're doing.
It's a five year plan.
And then the COO is the one whosays, okay, well, we're going to
need to hire 300 people for this.
So we're going to need a warehouseor a new ship or any, you
(04:04):
know, whatever the tools are.
So some people may be hearingthat and be, and say, okay, yeah,
I kind of get what, you know,
But let's, let's lookat the contra example.
So if somebody doesn't haveyou, what can go wrong for not
having Elisa on their team?
(04:24):
Uh, well, I think it can get a bitchaotic and I think that things
can get missed as well sometimes.
And also I think that people don'tstart early enough, like, especially
with, you know, if you're going to,um, as part of your launch, if you want
To help promote the event that you'redoing, you know, you want to start
building those relationships with those,you know, that could be JV partners
(04:46):
or promotional partners, affiliates,whatever you want to call them.
Um, you want to engage themearly and so some people don't
start thinking about that.
Like, oh, my launch is in 6 weeks timeand they think that's good enough.
But like, if you go to your partners,that may not be enough time.
Their calendar may be full already.
So then you won't get, you may not.
And because of that, youmay not get enough people.
To your event in whichto pitch your program to.
(05:06):
And so I think things like that, likenot starting early enough and not
knowing all of those pieces and, andthe order in which they should be going.
Um, because then I think, yeah,a lot of stuff can get missed.
And then if things get missed, then, um,you know, yeah, maybe people don't show
up or, uh, you know, the launches isn'tas successful as it could be, because
you didn't think of all those pieces,you didn't think about, um, the order
(05:29):
in which they should go and, uh, yeah,and starting early To get it all done.
Yeah.
Yeah.
I'm, I'm always amazed when peoplereach out to me and say, Hey,
yeah, my launch is in three weeks.
Can you promote it?
And I'm like, well, I mean, now withmy resource letter, I'm, I can say, Oh,
I can put it in the resource letter.
Sure.
But, you know, you want dedicatedpromotion, uh, or, or people who they're
(05:49):
at an event and say, I have a, I havea launch coming up in three weeks.
I'm looking for a promoter.
She's like, good for you.
That's a nice to have dreams, butno stranger is going to promote your
launches coming up in three weeks, unlessthey're really, really impressed by you.
Right, exactly.
And you really want to buildthat relationship with people.
And, and yeah, because even with me, likeI had a, someone I met in a networking
(06:13):
event and then they came to me later,we, we met up and it was like, okay,
yeah, maybe we could promote eachother, but then kind of didn't work.
So they weren't readyfor me yet or something.
And then like, Oh, well, could you justpromote, like sell this product for us?
And I was like, actually,no, because I don't know you.
I don't.
And I was actually speaking to a JVmanager, not even the coach itself.
So I was like, I've never met this person.
I haven't seen their work.
I haven't, you know, so no,I don't feel comfortable in
(06:35):
selling your product quite yet.
And so you really need to take thattime to build a relationship that,
you know, let people see what you'reall about, even come to your event,
you know, give them a free ticket tosomething so they can see what you're
all about and then, then they'll wantto, then they'll like, you know, they
will know, love and trust you and wantto promote you and, uh, And, and, you
know, share your wisdom with their people.
(06:55):
Yeah.
And I like you said there about, youknow, your event is their first taste of
getting the sense of working with you.
One mistake that, that I seea lot is if you just see your
event as a sales opportunity.
And in other words, You know,if I'm a salesman, we get
on a call and you don't buy.
We just both waste our time.
(07:17):
And so if you make your webinar or yourevent or whatever, like that, that it's
all pitch and it's not about makingconnections, not about providing value,
teaching, uh, making them better off,then people are going to leave your
event and say, I just wasted my time.
And if they come back to, if I promote it,they come back to me and I say, Hey, yeah,
how was, you know, how was Joe's webinar?
And they said, eh, I didn't, I don't know.
(07:39):
Did you learn anything?
Not really.
It was really very pitchy.
I'm never promoting it again.
Because I am, I am asking my audienceto pay their time to attend this event.
And time ain't free.
Time is the most expensive thing you got.
Yeah, 100 percent agree with you on that.
And I hate that too.
Like I hate when I go to somethingand think like, like that kind
(08:00):
of, yeah, that wasted my time.
And, and, um, and then we always gettaught, I found in a lot of coaching
programs, you know, that if you'regoing to do like a webinar or something
to only teach the what, but never thehow, and I don't love that as well.
Like, I don't think obviouslyyou don't need to teach someone.
Everything about the house is like,why would they then buy your program?
But you can still give them exercises.
You can still teach them some things.
You can teach them maybe thingsaround what your program's about to
(08:23):
still really provide value with that.
And yeah, that even asyou are doing that event.
You know, it all kind of leadsto what you are selling, but you
don't need to constantly be in it.
And that's why I created this program.
And that's why I created this program.
You don't need it to beconstantly pitching about it.
I think people will kind of get itbecause that'll be like the natural flow.
Yeah.
Um, yeah, I even had that with, uh, oneof my partners recently were thinking
(08:46):
of doing something together and shegave me an outline and I was like, Oh,
that just sounded entirely pitchy to me.
There was like no, no value to it.
Yeah.
And her, um, kind of viewpoint was that,well, we don't want to overwhelm people.
And I get that.
I think that there's a bit of a balancebetween, you know, but you still want
to provide value and you want peopleto leave with something because if you
don't give them anything, why wouldthey think that they're going to,
(09:06):
why would they pay for your program?
If they don't think you're actuallygoing to give them anything, if you
never give them anything to start with.
I think there's a benefit inoverwhelming done the right way.
So, like, if you were to do a workshopand you were going to, and you
were to say, I'm going to teach youeverything that goes into a launch.
You know, if you have a 300 item, yeah,your workshop would be nine hours long,
but , but you do it in, in categories.
(09:28):
You're basically like, allright, so here's what you
need to know to find partners.
Here's what you need to know to set upthe copy, and here's what you need to know
for this, and da da, and, and you know, atthe beginning you tell 'em, you can drink
outta the fire hose gonna be intensive.
And they're like, okay, yeah, I'm ready.
I got my notes.
And then you, you just fire hose them.
And then at the end they're like, whoa.
Then you say, so do youwant to do that yourself?
(09:49):
Or would you like tohire me to do it for you?
And they're like, uh, you, you shoulddo it, but you, you know, you delivered
everything that they asked for.
Um, yeah.
And I, I think for, for most, I thinkthis myth, a lot of coaches have
that they have some secret sauce.
You read the same books I did, and youwatch the same YouTube videos I did.
(10:09):
There's no secrets to us.
There's only one secret to manifestation.
There's only one secretto business growth.
And usually it's get in front ofthe right customers, offer them
a valuable product, and deliver.
Like, that's the model of business.
There's no secret.
We've been doing thisfor thousands of years.
And so it's rarely the information.
(10:30):
It's usually the implementation,the transformation.
So you can teach them everything.
Like if you teach themeverything, you know, they'd be
like, Whoa, you know, too much.
That's what I do.
When I, when I talk about running somuch for people, like I'll tell you
everything, you know, to run a summitand you don't want to do it because
knowing everything I'm going to teachyou, you're still gonna have to screw
up 10 times to get to the point I'm at.
So you're gonna have to run 10 summitswrong and then you can do it yourself.
(10:53):
You'll be great and do everything I do.
Oh, by the way, ittakes me about 10 hours.
Plus I have a network.
Do you have a network?
No, you don't.
Okay.
So you're going to need to build that.
That's going to take about 500 hours.
So yeah, I'll teach you everything.
Do it yourself.
Go for it.
It'll take you a mere.
600 hours and you'llbe exactly where I am.
So no, you want me to do that?
You sure?
Yeah.
I've even done that too, where somepeople are like, Oh, I don't know if
(11:15):
I'm like ready to work with you yet.
And I was like, okay, well, you know,if you want some help with it, you can,
I have like my sort of project plan, mylaunch plan, or even have a summit plan,
you know, and it's like, it's basically aGoogle sheet because that can be like used
for everything, you know, not everybody.
No, it was no Shan or Asana or whatever,but everybody can access Google sheets
and it's got all these different tabs.
And then I've had people come back to mebeing like, your plan is too crazy for me.
(11:37):
I need your help now.
And I was like, yeah, I mean,it literally tells you every
single thing you need to do.
Um, but then just looking atthat, they're just like, what?
Okay.
Now, now I need some help.
Yeah.
Yeah.
Yeah.
And that, and that's,and that, that's key.
And I think that's powerful inthe, in the initial sales process.
When you take them through everythingthey're going to need to do.
Um, now there might, there might becertain things that you hold back.
(11:59):
If it's like a formula or an investmentstrategy or something like that, they
said, okay, that you learned in theprogram, but the rest of it, usually
you can just teach them everything.
And, and then they're going to look at it.
I actually, I haven't published it yet,but I've written a book on everything.
I know about collaborationsand partnerships.
And it's 57, 000 words longand I haven't finished.
So it'd be like 60, 000 words.
(12:19):
So that's 250 pages or something.
Um, and when I publish it, I'm publishedtwo versions and one of them be
whatever I'm going to call the book,you know, the guide to partnerships.
And the other one, the cover is going tobe something like this book is too long
and you're not gonna read it anyway.
It's just hire me to do it for you.
I'll mail it to people.
And that's what the cover will say.
Everything I know is in here,but you don't want to read it.
(12:41):
Just hire me to do it for you.
And I love what you saidearlier too, about the mistakes
that you make along the way.
And I think that that's somethingthat I sort of both of us bring,
like we already had the experience.
So therefore we know the flow.
And even the way that my brain sort ofworks, like when I was first launching
my podcast, yes, I took a course.
I knew what exactly what to do, but Iremember sitting there and being like,
(13:02):
okay, I actually take the time to sitdown and be like, what is the flow here?
And I don't think thatmany people do that.
You know, I actually think,okay, if I. And bringing a guest
on what information do I need?
How am I going to getthat from that person?
Like, you know, and if I'm publishingit, okay, what information do I need?
And do I need to get that first, you know,and actually like going through it step
by step and like tweaking and changing allthe different steps as I go to really like
(13:25):
piece it out and, um, Yeah, so I thinkthat that's something that also one of
my kind of superpowers that sort of thatprocess and really just taking the time to
and I, I tell people to do this, you know,to sit down and do it, but I just don't
think everybody's brain works that way.
And so you can kind of kind oftrust and same with you, right?
You've done that with the summits.
And so you can trust like, youknow, I know this whole process.
I know it step by step.
(13:45):
I know the right things andI've tweaked in and continually
improved every single summit.
Yeah, and I think that's key there,too, that not only is it going to
be a headache for you if you don'tcollect the headshots, or you don't
collect the this, or you don't havethe copy, but also, this may be
someone's first real impression of you.
You know, I've met someone, and, becausethere's so many people I've basically lost
(14:08):
professional respect for promoting them.
Because, you know, I met them.
I believe they're ethical.
I believe they areattempting to provide value.
They're good people.
But then I say, yeah, sure.
I'll, I'll promote you orI'll speak on your stage.
I hardly ever speak inanyone else's stage.
Cause they all drive me nuts.
Um, and because, you know,I'll be like, yeah, sure.
I'll promote you or whatever.
(14:28):
Everybody.
So do you have the copy?
Uh, no, we don't have it yet.
Well, you're expecting me to startmailing for this in a week and a half.
I'm writing my emails for then.
Now I'm going to need that copy.
Now, because I'm not just cuttingand pasting your copy, so I'm
going to need that material.
Do you have the sales page?
Oh, no, you can't click on the salespage until it's the sales page is
(14:50):
locked until the day of the event.
I'm like, okay, do youhave anything I can use?
And I'm chasing aroundfor this information and.
I'm like, if I'm going to do thismuch work, I'll sell my own program,
right?
Yeah,
that's the other, that's a reallykey thing is make it easy for them.
Make it so easy.
Give them one place where it has thegraphics that has the swipe copy that
(15:12):
they can just use and make it availableearly on so that they can do it.
Yeah.
I have that with one of myclients who's just like, oh,
we'll just do it just in time.
Oh, do we really need togive it to them a week early?
I'm like, yes, we 100 percent do.
We need to work on that right now.
Like I needed that last weekbecause actually I wanted to send
it today, but we haven't evenstarted writing this by Floppy yet.
And so, um, yeah, so I thinkthat some people just kind of,
(15:34):
they don't really think that way.
And I think they, they don't, um, maybeconsider how other people work, right?
Like you were saying, I like to,Take your copy, make it my own.
And I like to schedule myemails a week or two in advance.
And some people do it the dayof, you know, so everybody
kind of works differently.
And I think that you need to considerthat when you're getting things ready,
which is part of the launch plan, right?
When you're working with your JVs,it's not only like interacting
(15:56):
with them, but also getting thatswipe copy and everything ready
so that they're good to go.
And then also, you know, reminding thembeing like, Hey, promo starts today.
Remember to send your email.
The irony, of course, is sometimes,as I've worked with some of these
people too, where they're going toget the copy out the day before.
But if you reach out to them and say, hey,could you promote my event in six months?
(16:18):
Oh, sorry, our calendar's full.
So you expect me to jump for yours,but you're planning 14 months out
for, for promoting other people.
Got it.
Okay.
Sure.
Yeah.
Um, because they don't even, theydon't even doesn't occur to them
to think about themselves on theother side of the same situation.
(16:39):
You know, could I, I've metso many people who could not
promote a mirror of themselves.
They would not be a good partnerfor themselves because, you
know, they, the materials theyneed, they wouldn't have in time.
Um, yeah, something I was on mysummits is, it's, it's always funny
when people ask me, so what's thepromotion window for the summit?
I'm like, you have a link now, butthe summit is three months from now.
Like, okay, that's up to you.
(17:00):
But because I always felt this asif, if it's an event, you know, when
I, when I ran sci fi conventions,you would announce the next one
at the end of the previous one.
Right.
You know, the 2026 events announcedin the 2025 event, and they're selling
tickets right there for a year later.
Because you're blocking this time out.
So if you're running a threeday event, what are you doing?
Announcing it eight days in advance?
(17:23):
Who's going to just havethree days time available.
Well, you know, broke people do peoplewho don't really have a business
and a professional summit attenders.
They got time for that, but
people are going to be
dropping 10, 000 in a program.
They got they're busy.
They got businesses like they,they, they need to know about
things six months in advance,especially if it's really an event.
(17:44):
So,
yeah.
Yeah.
And if it's an in person one, even likesooner, like that's like a good, at
least eight months of planning, I wouldsay, and you want to get people in that.
And I think what, with retreats too, youwant to give people as well, eight, 10
months, if they, if they're going to betraveling somewhere and it's a retreat
and it's like a week or something, youneed to be giving them a lot of time.
Yeah.
I remember the first time Irealized that people will go
(18:04):
to a live event within 30 days.
I'm like, people do that.
Really?
Yeah.
Like, wow.
Like, I, I, it's always kind of in myhead, like, well, obviously you need at
least four months to get a plane ticket.
Right.
The fact that you can go out,you can buy a plane ticket
for, you know, next Tuesday.
Is possible.
Oh, I guess you can.
(18:24):
You can.
Yeah.
Might cost
you.
But it was, it was just such a, youknow, because of me for a live event,
if I'm traveling to it, I'm planningsix months out, eight months out.
And, you know, to look at theirmarketing, oh, we don't even tell people
the date of it until three months out.
What?
It's like, it's like a, like a secret, uh,you know, secret speakeasy or something.
(18:49):
Yeah.
Yeah.
Um, yeah.
So that's, I
think it does make sense.
Yeah.
And I think depending on the launch,the promotional period is different,
you know, if it is just likesort of like a 60 minute webinar.
Yeah.
You know, if you get somebody tosign up months in advance, they'll
likely forget and not show up.
Yeah.
Um, so that kind of can be shorter.
That can be more like 10 days, seven days.
And even sometimes people jointhe day before, you know, they'd
(19:12):
be like, Oh, that's tomorrow.
Okay.
I got time at nine o'clock.
That's fine.
I can, you know, squeeze in an hour,move things around in my schedule.
So that's, that's a little bit easier,but yeah, if it's an in person or requires
travel, um, or it's a multi day, yougot to give them more notice for sure.
Yeah.
I was talking to Chuck Andersona while ago and cause a lot of
people say, well, we promote latebecause the show rate is higher.
(19:32):
And he says, that is true.
That data is absolutely correct.
Okay.
But the data most peopledon't measure is closing rate.
So the show rate is higher.
The later someone promoteslater, someone signs up.
But the closing rate, like thepercentage chance they buy is higher.
The earlier they sign up.
Oh, interesting.
So if someone signs up five weeksin advance, the chance they're
(19:54):
going to show up as much lower.
But if they do show up, the chancethat person's going to buy is
much higher because they're busyenough that they need to do it.
And they're organized enough.
Like if I sign up for an eventin two months from now, I'm
putting it on my calendar.
I don't forget it's on my calendar.
I mean, I do forget you'dtell me the next day.
I don't remember what I signed up for.
(20:14):
I don't know tomorrow, let alone nextweek, but my calendar knows what I'm
doing because, you know, I, I didn'tjust sign up and say, Oh yeah, I'll do
something on the April and you know,it goes on the calendar so I could
sign up for a year from now and I'mnot going to forget it's happening.
It's on the calendar.
Yeah.
The fact that people forget a webinar,they sign up like, how'd you forget?
(20:37):
Didn't you?
But all I put on a post itnote, like, so you don't have a
business as you're telling me.
Got it.
Um, the people who, who, you know, needto be reminded the day before probably
aren't great prospects because howbig can their business be if they're
running on post it notes and, and ideas.
Yeah.
Yeah.
(20:58):
Yeah.
Yes, this is essentially this conversationthat reveals the, the interplay
between the tech side of a launch.
And the network side of a launch becausebad systems will ruin relationships.
Very good point.
Not necessarily like,
I don't like you anymore, but like,I don't promote this person anymore.
It's too much trouble.
(21:19):
And, um, or they can't convert, you know,people I've sent them, send them 50 opt
ins and no, and no money comes back.
I'm like, I sent you 50 people, butI've had, I've had people tell me that,
yeah, we, we find that if we, uh, Peopletell me that industry average is two to
three percent of total opt ins convert.
(21:41):
Okay,
right.
Which sounds terrible.
It does sound terrible.
If I send you 50 people, zero to oneconversion, um, which means a decent
chance, if I send 50 opt ins and Iget zero dollars, that seems like
less than the number of dollars Iwas hoping for that amount of effort.
Mm hmm.
Yes, that's true.
(22:01):
And I'm sure you find it as well, like,in terms of, you know, I'm Working with
people, especially when a summit, Ifind that as it's kind of like a, you're
sort of herding the cats and gettingall the information from the speakers.
And then you have people with liketheir links don't work at all.
And I'm like, it drives mekind of crazy sometimes.
I think just give me a URL.
All I need is the title of your gift.
In the URL and you should click it and itshould work and it should be so simple.
(22:25):
And so sometimes when I have to, youknow, like as the, the organizer, the
project manager, I've had to go backand forth with someone like 10 times to
get this work linking, uh, working link.
Um, I may think, you know, I don't know ifI want you in my next summit just because.
This, this cost me a lot of time
to get your link.
I'm a big fan of what I calltactical, tactical, tactical laziness.
(22:49):
So identifying what isimportant, what is not important.
Like, I don't check thelinks of any of my speakers.
They put a link in, there it is.
If someone in the event says, hey, thislink isn't working, then I'll say, hey,
you should give me a link that works.
Because the gift not working isn'tmy problem, it's their problem.
Yes, I've already got the opt in.
(23:09):
That person already
opted into my summit, I'vealready got their email address.
You want their email address,you better make your link work.
And if you have a link that's not goingto be good six months from now when, you
know, someone who's in my inner circlethat gets access to the old VIP pages.
Well, that's a you problem, not ame problem and, and same thing, but
yeah, yeah, I've some definitelyhave some speakers who, um, yeah,
(23:32):
I, I am not interested in spendinga lot of time with a speaker.
Um, I want you to get, you know,put in the application, get on
the same, same thing, the podcast.
When I, when I do the podcast, when it'snot Potapalooza, I have a calendar link.
It's, everything's there except forthe headshot, because you can't do
that.
So everything's there.
So it's all right there.
If they fill out the application,they don't include a bio.
(23:53):
I canceled the meeting.
Like, I don't have the information.
So you don't get a timeuntil I got your info.
Um, and so a lot of it'sjust, you know, preloading.
It's funny when I get onsomeone's podcast, they say,
yeah, okay, now I need this.
Now I need that.
I'm like, didn't I already send you that?
Why are there extra steps?
I fill out the application.
I show up and say smart things.
I go home.
That's the podcast process.
(24:13):
If there's more steps, it'sreally quite that simple.
It was on cartridge, eight page longapplication, and then the validation
field for the phone number would notaccept anything I could think of.
It wouldn't accept all numbers.
It wouldn't accept dashes.
It wouldn't accept, like, I couldn'tfigure out how to get it to accept
the phone number, which means itwouldn't accept the entire application.
(24:34):
Well,
And I emailed them and I'm like,uh, yeah, I, and I said, I need to
know the validation format for thephone number, which I was hoping
that understand what that meant.
And of course they didn't.
They said, Oh, I'llcheck with my tech team.
It's carter.
You don't need a techteam to set up a form.
You should understand how your form worksand tell me what I need to put into it.
So I can put it in so I can hit submit.
(24:55):
Like, Oh, we'll get back to you all
the seven pages.
And I'm like, well, I'mnot filling this out again.
Like, Oh yeah, I'll letyou know what is fixed.
My good.
That'll help for your next guest.
Cause it's not going to be me.
I've already invested moretime in this podcast than it
is worth making it easy for me.
So
absolutely.
Speaking of time, I need to let yougo so you can get on the next show.
(25:16):
Um, so final thoughts and of course,how do people get in touch with you
and learn about your techie stuff?
Yeah, so my, um, well, final words is,you know, kind of thinking about what
we're doing today is really take thetime to make sure that you, you know,
do things right when you are launching,because it can take a lot of work.
So make sure to be kind to yourselfand give yourself enough time to do
(25:39):
everything that needs to get done.
And yeah, you can find me at, mywebsite is inspirationbyalisa.
com.
So it's, it's all one word inspirationby Elisa and Elisa is E L I S A dot com.
And in there, yeah, you can getlinks to my podcast as well, which
is authentically Elisa, which I'mgoing to have Michael on soon.
(26:00):
And, um, and yeah, and, and, uh,information about my services.
Fantastic.
It says inspiration by Elisa.
It's like Lisa on the internet.
E Lisa.
Inspiration by Elisa dot com whereyou'll find all of Elisa Bogart's
things and I said it right this time.
You did.
very much.
But right now I remember, um,And yeah, I love, you have all
(26:22):
kinds of great concepts in there.
Very important, simple,but powerful tools.
Give yourself more time than you thinkyou need is probably the most important
thing that you said right there at theend, because however long you think
it's going to take, it will take longer.
It will
really good stuff andgreat to have you on.
I look forward to being on your show.
Thank you so much, Michael.
It's great being on your show.
Thank you.
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