July 29, 2024 • 13 mins
Watch on YouTube: https://youtu.be/J2wVjk4A-jY
Join British Entrepreneur Aaron Henriques as he delves into the revolutionary principles from Dan Sullivan's 'Who Not How'. Discover how Aaron transformed his approach to business, freeing up valuable time and skyrocketing productivity.
In this episode, Aaron shares his personal journey and insights on implementing these powerful strategies for business growth. Learn the secrets of effective outsourcing, confident delegation, and unshackling your earning potential from time constraints. Understand how to build a business that runs smoothly without your constant involvement, allowing you to focus on what truly matters.
From real-life examples to practical tips, this episode is packed with valuable advice for entrepreneurs at any stage. Whether you're just starting out or looking to optimise your existing operations, you'll find actionable steps to enhance your business and personal life.
Mentions: Get Who Not How on Amazon - https://aaronhenriques.com/qazh
Set Up a business in Dubai: https://handlrzone.com/yt
Follow: https://www.instagram.com/aaronhenray/
00:00 Introduction to Who Not How
00:43 Discovering the Principles of Who Not How
01:21 Implementing Outsourcing in My Business
06:53 Learning to Let Go and Delegate Desired Outcomes
08:34 Empowering Others and Building Confidence
10:42 Applying Who Not How in Everyday Life
12:10 Final Thoughts and Encouragement
#opportunity #motivation #success #businessstrategy #outsourcing #entrepreneurship #entrepreneurlife #delegation #timemanagement #successmindset #productivityhacks
Disclaimer at https://aaronhenriques.com/disclaimer
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:00):
I'm going to talk about my strategyof implementing the Who Not How
principles and that is from thebook Who Not How, by the way.
I'm Aaron Henriques.
I've been an entrepreneurfor about 15 years.
I was previously a police officer for 10years before pivoting to entrepreneurship.
The book Who Not How I believe is the mostimportant and impactful book that I've
ever, and I'm going to share with you someof the principles and the reason behind
(00:22):
these principles, that I've actually beenusing for years, but didn't realize until
I actually read this book, Who Not How.
the link is down in the description.
Now if you like this episode, pleaselike it, comment and subscribe.
Let me know that you're interested in thistype of content so that I can do more.
Because actually, this is the sortof stuff that I spend considerable
amounts of time on developing myself.
(00:43):
Now the main principle around this book,around Who Not How, it's pretty obvious
and it's one point that is made throughoutthe book in many different ways.
it's a fantastic book.
I would highly recommend it.
Dan Sullivan's book.
Amazing.
it is available in audio format.
It's available as a physicalbook I've read both.
I listen to the audio book, so many times.
(01:04):
I've read the physical book so many times,in my view, the most impactful book that
for my stage of business, that when I cameacross it, I realised that actually some
of these principles I had already beenapplying in my life, I just didn't have
any way to comprehend talking about it.
Now what had I beendoing for quite a while?
With my first company, the cleaningcompany that I've had for many years,
(01:27):
I wanted to structure it in sucha way that I was not going to be
important to the business at all.
I didn't want to be involvedwith it day to day, I didn't want
to have any real involvement.
but being able to still maintain profitand make some money along the way.
reasons that I've already sharedin another video before, I'm really
protective of my time, I don't allowthings to take up my time if I can avoid
(01:47):
it, certainly not for the longterm.
So in that company what I had done, oneof the things I used to do a lot, which
used to take up a lot of time, was Iwould have to physically go out to meet
new cleaners who are applying for a job.
I optimized that as much as possible,but then it got to the point where
I was still physically doing it.
if you know the UK I was baseddown in the southeast in London.
(02:10):
I had a franchise in LondonI had a franchise in Cardiff.
I had a franchise in Birmingham.
at the time, also, had a franchisedown on the south coast of England.
I used to spend considerable amountsof time driving between these places.
And, it soon dawned on me that, whydon't you just, find people locally
to do this, to save you the time.
(02:31):
They've not got to go miles.
They're staying pretty local towhere they are, and they can get
the exact same job done that youwere doing without you being there.
All you've got to do is pay them.
But literally, I would stackup, 10 interviews back to back.
I would drive to Cardiff,which could take 3-4 hours.
I would do all the interviewsthen I would drive back.
(02:52):
I did that a couple of times.
I was like, that's terrible.
honestly, dangerous as well, likedriving, after all that driving
and whatever, all in a day.
I then started, I would, do teninterviews, I would stay in Cardiff
overnight, cost me £150 or whateverfor a hotel, then I would drive back.
And then I started realising, do you knowwhat, if I was just paying people locally,
(03:12):
like a local recruiter to do this forme, pay them £10 to £15 whatever, per
interview, it's still a humongous saving,just on the hotel and the fuel costs that
I would normally incur, let alone theamount of time that I would spend on it.
So that was the firstthing that I outsourced.
Then I started realizing the samearound, actually, do I want to be
(03:33):
taking the calls from the clients andbe dealing with these cleaners as well?
Then I outsourced that.
And, then I outsourced my marketing,I outsourced basically everything.
The only thing I couldn't really outsourcewas dealing with my accountant at the end
of the tax year, I still had to speak tohim, and uploading a bank statement twice
a month because basically I don't wantto give access to the people I outsource
(03:55):
to directly to my business bank account.
Although I probably could do, ittakes me literally two minutes a
couple of times a month to do that.
Yeah, that's what I had done.
And it was only when I found this book,Who Not How, I realised what I had done.
I actually thought, yeah, damn, you'veactually done something really good here.
And you need to start thinkingabout how you can apply these
(04:16):
other principles to your life.
Now, what this book does really forentrepreneurs, it just tells you how
you can change that link that most ofus are bought up having, like in our
minds, we're bought up thinking, you getpaid by an hour, you do your 40 hours
a week of work for X amount of money.
and it took me a bit of time and,learning a lot about money and investing
(04:40):
and other things prior to Who NotHow, to be honest with you about,
really changing my money mindset.
About things like that.
And I knew that I didn't want mytime to be linked to the amount
of money that I was making.
It really wasn't linkedthrough that company.
And I realised by outsourcing all thatstuff, the time that I was spending
(05:01):
on that, I now had all of that time.
So let's say, imagineit was 10 hours a week.
I don't know.
It might not have, 10 hours a week onaverage, but the occasional time I'd
then go and have to do the interviews.
And also the other important thing.
That I completely forgot about thisis that because it took up so much
of my time to arrange all thoseinterviews, to do the initial phone
(05:22):
calls, arrange the interviews, peoplewouldn't even turn up or whatever.
I would have these gaps oftwo or three months between
doing these interview trips.
And so that meant sometimes that we'dget new clients on and we weren't
able to fulfill them with a cleanerbecause I didn't have the capacity
to go and get those cleaners.
Whereas having the person local meantthat if I know that I need a cleaner
(05:42):
for next week for someone new, Ican get that sorted out like that.
So anyway, I didn't want my time to belinked to like my earning potential to be
linked to my time, if that makes sense.
I didn't want my, I didn't wantit to be that I can only earn X
amount for X amount of my time.
So there are ways that you can then deploythat and people do it in other ways.
I just talked about cleaners.
(06:03):
my clients are doing that.
They're saving time 2, 3, 4 hours a week.
where they're not having to cleanthe house and they're paying someone
else to do that because their time,in other ways, is more valuable.
So the long and short of it is, isthat when I'm looking at doing new
things, whether it's a new businessidea or getting involved in a
business, I want to outsource it.
(06:23):
most tasks other peopleare capable of doing.
If you think that you're running abusiness and other people are not
capable of doing the thing thatyou do, you're probably deluded.
There are some circumstances where thatis the case, but then you argue, do you
have a business or do you just have ajob that you have more flexible time
with because you're controlling it?
there's infinitely smarterpeople than me out there.
(06:45):
Who may enjoy doing somethingthat I hate, so why would I do it
if I can just pay them to do it?
They can do it well, and itfrees up my time to do other
things that I do want to do.
So I had to then start to learn toget comfortable with delegating,
And I had to get comfortablewith letting go of that control.
And I think that's a lot of the thingthat people don't like is that You
do something in a certain way, youmight give that to someone else.
(07:06):
They might not do it in thisprescribed way that you do.
And you're like, no, ithas to be done in this way.
And for them, it doesn't work like that.
And then they end up doing ashit job and then you fire them
because you think they're shit.
Whereas actually had you just let themrun with it, they may have actually
worked out how to do it themselves in abetter way that you would have done it.
And one of the things that I realisedreally with one of my business partners
(07:27):
is, I realised with her early on Iwas very, controlling in a way, it
was that thing of no, this is howI've always done it so do it that way.
And then she'd do somethingdifferent and I'd be like, no.
And then I realised one time,after reading this book several
times by now, that I neededto allow her to make mistakes.
(07:49):
I needed to give her the breathing roomand the confidence to be able to just
go ahead and do something, and realise,it's not going to be a catastrophic
mistake, no one's going to die from this.
you might lose a bit of money,so what, we'll get it back.
I needed to give her that space to beable to make decisions for herself.
And that was something I neededto get really comfortable with
just letting go of that control.
Because I wasn't even meant to be runningthe business anyway, but I found myself
(08:11):
chastising her if she didn't, do things inthe right way, or if she made a decision
on her own and got it wrong and realisedthat's a terrible thing to do to someone.
Whether it's your staff, your businesspartner, whatever, it's a terrible
thing because it makes them too scaredto try things in the future, And really
it was from this book that I realised,shit, I need to let go of that control
(08:32):
and let her go ahead and do things.
And, I got this from Andy Frisella,this other part I'm about to say is, he
does a thing where, I do it sometimesnaturally, but he does a thing where,
a staff member business partner orwhatever, will come to him and be like,
Oh, I've got this problem.
I don't know how to solve it.
what do I do?
And then he will put that backon them and like, well, what
(08:52):
do you think we should do?
And then they will say X, Y, Z, I think weshould do this, and this because of this.
And generally from what he saidis that he would then, as long as
it's not like clearly somethingcatastrophic, that's going to fuck
up everything and cause a massivelegal issue or something like that.
He would let them go and make it.
Even if you didn't think it waslike the best idea, let them go
(09:14):
ahead with it and work it out.
just turn around and be like,okay, that sounds like a good idea.
Do that.
And it just made so much sense.
And I tried that a few times and Irealised that how much more confident
over time, my business partner got.
she didn't always get things right, butshe was had that confidence then because
she was really worried all the time.
Constantly like that fear factor ofdispleasing me and, getting things wrong.
(09:38):
She was really worried.
And now I think I've seen that changeover a period of time, about six months
now, she probably doesn't even knowthat's the case that's what's gone on.
if she watches this, then she will know,but that is the biggest change I made.
And it made such a difference to her,her confidence, and her ability, and
her drive, everything, so much better.
(10:00):
And so I just think that using theprinciples from this book has really
changed my life in so many ways.
and really I just think, going back downto basics, If you're running a business,
get comfortable with paying other peopleto do stuff and let them get on with it.
give them outcome, this isthe outcome that you want.
But let them go andfind their way to do it.
And if they've got questions, ifthey really don't know something
(10:20):
and they can't work it out forthemselves help them along the way.
Give them some ideas and whatever,but let them go ahead and do it.
And if they do fuck it up and make amistake, don't chastise them for it.
let's learn what the lessons were,how do you think you could do this
differently and, okay, let's nowgo and try this thing instead.
that will give them the confidenceto keep going and keep succeeding
(10:40):
rather than being worried about it.
And this book, Who Not How, if you wantto unlink your earning potential from
your time, that is something you reallyneed to get good at, is being able to get
other people to do the things for you.
And I don't just mean in business,I mean in your everyday life.
Whether that's cleaning, whether that'scooking for you, whether that's, getting a
taxi instead of driving somewhere, becausethat 30 minutes that you would have spent
(11:04):
in the car, you'd have started gettingstressed by, crazy drivers out there.
And you've also lost 30 minutes whereyou could have been doing something
more productive for yourself.
And you turn up relaxed if you'd been inthe back of a taxi versus having to drive
yourself and all sorts of stuff like that.
Can you make more money withthat time then it will cost you
(11:25):
to pay someone else to do it?
If the answer is yes tothat, go and do that thing.
Go and outsource it to them.
That is the principle that I've taken fromthat, and that is what I'm living by now.
anytime I'm catching myself, I'mreviewing what I'm doing day to day,
anytime I'm catching myself in thatprocess of I'm doing some task that
(11:47):
someone else could easily do, that Ican afford to pay them to do it, and I'm
going to make more money potentially.
Or even if it's not more moneydirectly, because I'm not on sales
calls and stuff all the time.
If it's not money directly,it could just be something
else that someone else can do.
That isn't necessary for me todo and therefore let's keep that
(12:08):
time free which I spoke about in a
previous Episode let's keep that timefree so that I can fill it with things
that I consider more valuable Anyway,that is all I had to say about that.
Please like and subscribe.
Please leave a comment, comment about itLike share what you're doing and maybe
if there is some change that you mightbe able to make in your life and maybe
(12:29):
some, maybe you've made some changesin your life that are like similar
types of principles and live by it
and what's the outcome?
For me, the outcome hasbeen nothing but positive.
if you haven't got much money for certainthings, you can, outsource to VAs or
whatever, if you can't afford directstaff, VAs abroad are just as good.
share it with someone who you thinkthis could really help because a lot
of people are out there trying todo everything themselves and they
(12:52):
end up failing and really they couldfree up so much of their time just
by spending a little bit of money.
into other things and have the potentialto then make way, way, way more money
in other ways because they're notwasting time on cleaning their house.
They're not wasting timeon doing their garden.
They're not wasting time on drivingthemselves around and stuff like that.
(13:16):
So yeah, that's my last two cents.
Anyway, watch this videonext and yeah, stay tuned.
Bye.
I'm going to talk about my strategyof implementing the Who Not How
principles and that is from thebook Who Not How, by the way.
I'm Aaron Henriques.
I've been an entrepreneurfor about 15 years.
I was previously a police officer for 10years before pivoting to entrepreneurship.
The book Who Not How I believe is the mostimportant and impactful book that I've
ever, and I'm going to share with you someof the principles and the reason behind
(00:22):
these principles, that I've actually beenusing for years, but didn't realize until
I actually read this book, Who Not How.
the link is down in the description.
Now if you like this episode, pleaselike it, comment and subscribe.
Let me know that you're interested in thistype of content so that I can do more.
Because actually, this is the sortof stuff that I spend considerable
amounts of time on developing myself.
(00:43):
Now the main principle around this book,around Who Not How, it's pretty obvious
and it's one point that is made throughoutthe book in many different ways.
it's a fantastic book.
I would highly recommend it.
Dan Sullivan's book.
Amazing.
it is available in audio format.
It's available as a physicalbook I've read both.
I listen to the audio book, so many times.
(01:04):
I've read the physical book so many times,in my view, the most impactful book that
for my stage of business, that when I cameacross it, I realised that actually some
of these principles I had already beenapplying in my life, I just didn't have
any way to comprehend talking about it.
Now what had I beendoing for quite a while?
With my first company, the cleaningcompany that I've had for many years,
(01:27):
I wanted to structure it in sucha way that I was not going to be
important to the business at all.
I didn't want to be involvedwith it day to day, I didn't want
to have any real involvement.
but being able to still maintain profitand make some money along the way.
reasons that I've already sharedin another video before, I'm really
protective of my time, I don't allowthings to take up my time if I can avoid
(01:47):
it, certainly not for the longterm.
So in that company what I had done, oneof the things I used to do a lot, which
used to take up a lot of time, was Iwould have to physically go out to meet
new cleaners who are applying for a job.
I optimized that as much as possible,but then it got to the point where
I was still physically doing it.
if you know the UK I was baseddown in the southeast in London.
(02:10):
I had a franchise in LondonI had a franchise in Cardiff.
I had a franchise in Birmingham.
at the time, also, had a franchisedown on the south coast of England.
I used to spend considerable amountsof time driving between these places.
And, it soon dawned on me that, whydon't you just, find people locally
to do this, to save you the time.
(02:31):
They've not got to go miles.
They're staying pretty local towhere they are, and they can get
the exact same job done that youwere doing without you being there.
All you've got to do is pay them.
But literally, I would stackup, 10 interviews back to back.
I would drive to Cardiff,which could take 3-4 hours.
I would do all the interviewsthen I would drive back.
(02:52):
I did that a couple of times.
I was like, that's terrible.
honestly, dangerous as well, likedriving, after all that driving
and whatever, all in a day.
I then started, I would, do teninterviews, I would stay in Cardiff
overnight, cost me £150 or whateverfor a hotel, then I would drive back.
And then I started realising, do you knowwhat, if I was just paying people locally,
(03:12):
like a local recruiter to do this forme, pay them £10 to £15 whatever, per
interview, it's still a humongous saving,just on the hotel and the fuel costs that
I would normally incur, let alone theamount of time that I would spend on it.
So that was the firstthing that I outsourced.
Then I started realizing the samearound, actually, do I want to be
(03:33):
taking the calls from the clients andbe dealing with these cleaners as well?
Then I outsourced that.
And, then I outsourced my marketing,I outsourced basically everything.
The only thing I couldn't really outsourcewas dealing with my accountant at the end
of the tax year, I still had to speak tohim, and uploading a bank statement twice
a month because basically I don't wantto give access to the people I outsource
(03:55):
to directly to my business bank account.
Although I probably could do, ittakes me literally two minutes a
couple of times a month to do that.
Yeah, that's what I had done.
And it was only when I found this book,Who Not How, I realised what I had done.
I actually thought, yeah, damn, you'veactually done something really good here.
And you need to start thinkingabout how you can apply these
(04:16):
other principles to your life.
Now, what this book does really forentrepreneurs, it just tells you how
you can change that link that most ofus are bought up having, like in our
minds, we're bought up thinking, you getpaid by an hour, you do your 40 hours
a week of work for X amount of money.
and it took me a bit of time and,learning a lot about money and investing
(04:40):
and other things prior to Who NotHow, to be honest with you about,
really changing my money mindset.
About things like that.
And I knew that I didn't want mytime to be linked to the amount
of money that I was making.
It really wasn't linkedthrough that company.
And I realised by outsourcing all thatstuff, the time that I was spending
(05:01):
on that, I now had all of that time.
So let's say, imagineit was 10 hours a week.
I don't know.
It might not have, 10 hours a week onaverage, but the occasional time I'd
then go and have to do the interviews.
And also the other important thing.
That I completely forgot about thisis that because it took up so much
of my time to arrange all thoseinterviews, to do the initial phone
(05:22):
calls, arrange the interviews, peoplewouldn't even turn up or whatever.
I would have these gaps oftwo or three months between
doing these interview trips.
And so that meant sometimes that we'dget new clients on and we weren't
able to fulfill them with a cleanerbecause I didn't have the capacity
to go and get those cleaners.
Whereas having the person local meantthat if I know that I need a cleaner
(05:42):
for next week for someone new, Ican get that sorted out like that.
So anyway, I didn't want my time to belinked to like my earning potential to be
linked to my time, if that makes sense.
I didn't want my, I didn't wantit to be that I can only earn X
amount for X amount of my time.
So there are ways that you can then deploythat and people do it in other ways.
I just talked about cleaners.
(06:03):
my clients are doing that.
They're saving time 2, 3, 4 hours a week.
where they're not having to cleanthe house and they're paying someone
else to do that because their time,in other ways, is more valuable.
So the long and short of it is, isthat when I'm looking at doing new
things, whether it's a new businessidea or getting involved in a
business, I want to outsource it.
(06:23):
most tasks other peopleare capable of doing.
If you think that you're running abusiness and other people are not
capable of doing the thing thatyou do, you're probably deluded.
There are some circumstances where thatis the case, but then you argue, do you
have a business or do you just have ajob that you have more flexible time
with because you're controlling it?
there's infinitely smarterpeople than me out there.
(06:45):
Who may enjoy doing somethingthat I hate, so why would I do it
if I can just pay them to do it?
They can do it well, and itfrees up my time to do other
things that I do want to do.
So I had to then start to learn toget comfortable with delegating,
And I had to get comfortablewith letting go of that control.
And I think that's a lot of the thingthat people don't like is that You
do something in a certain way, youmight give that to someone else.
(07:06):
They might not do it in thisprescribed way that you do.
And you're like, no, ithas to be done in this way.
And for them, it doesn't work like that.
And then they end up doing ashit job and then you fire them
because you think they're shit.
Whereas actually had you just let themrun with it, they may have actually
worked out how to do it themselves in abetter way that you would have done it.
And one of the things that I realisedreally with one of my business partners
(07:27):
is, I realised with her early on Iwas very, controlling in a way, it
was that thing of no, this is howI've always done it so do it that way.
And then she'd do somethingdifferent and I'd be like, no.
And then I realised one time,after reading this book several
times by now, that I neededto allow her to make mistakes.
(07:49):
I needed to give her the breathing roomand the confidence to be able to just
go ahead and do something, and realise,it's not going to be a catastrophic
mistake, no one's going to die from this.
you might lose a bit of money,so what, we'll get it back.
I needed to give her that space to beable to make decisions for herself.
And that was something I neededto get really comfortable with
just letting go of that control.
Because I wasn't even meant to be runningthe business anyway, but I found myself
(08:11):
chastising her if she didn't, do things inthe right way, or if she made a decision
on her own and got it wrong and realisedthat's a terrible thing to do to someone.
Whether it's your staff, your businesspartner, whatever, it's a terrible
thing because it makes them too scaredto try things in the future, And really
it was from this book that I realised,shit, I need to let go of that control
(08:32):
and let her go ahead and do things.
And, I got this from Andy Frisella,this other part I'm about to say is, he
does a thing where, I do it sometimesnaturally, but he does a thing where,
a staff member business partner orwhatever, will come to him and be like,
Oh, I've got this problem.
I don't know how to solve it.
what do I do?
And then he will put that backon them and like, well, what
(08:52):
do you think we should do?
And then they will say X, Y, Z, I think weshould do this, and this because of this.
And generally from what he saidis that he would then, as long as
it's not like clearly somethingcatastrophic, that's going to fuck
up everything and cause a massivelegal issue or something like that.
He would let them go and make it.
Even if you didn't think it waslike the best idea, let them go
(09:14):
ahead with it and work it out.
just turn around and be like,okay, that sounds like a good idea.
Do that.
And it just made so much sense.
And I tried that a few times and Irealised that how much more confident
over time, my business partner got.
she didn't always get things right, butshe was had that confidence then because
she was really worried all the time.
Constantly like that fear factor ofdispleasing me and, getting things wrong.
(09:38):
She was really worried.
And now I think I've seen that changeover a period of time, about six months
now, she probably doesn't even knowthat's the case that's what's gone on.
if she watches this, then she will know,but that is the biggest change I made.
And it made such a difference to her,her confidence, and her ability, and
her drive, everything, so much better.
(10:00):
And so I just think that using theprinciples from this book has really
changed my life in so many ways.
and really I just think, going back downto basics, If you're running a business,
get comfortable with paying other peopleto do stuff and let them get on with it.
give them outcome, this isthe outcome that you want.
But let them go andfind their way to do it.
And if they've got questions, ifthey really don't know something
(10:20):
and they can't work it out forthemselves help them along the way.
Give them some ideas and whatever,but let them go ahead and do it.
And if they do fuck it up and make amistake, don't chastise them for it.
let's learn what the lessons were,how do you think you could do this
differently and, okay, let's nowgo and try this thing instead.
that will give them the confidenceto keep going and keep succeeding
(10:40):
rather than being worried about it.
And this book, Who Not How, if you wantto unlink your earning potential from
your time, that is something you reallyneed to get good at, is being able to get
other people to do the things for you.
And I don't just mean in business,I mean in your everyday life.
Whether that's cleaning, whether that'scooking for you, whether that's, getting a
taxi instead of driving somewhere, becausethat 30 minutes that you would have spent
(11:04):
in the car, you'd have started gettingstressed by, crazy drivers out there.
And you've also lost 30 minutes whereyou could have been doing something
more productive for yourself.
And you turn up relaxed if you'd been inthe back of a taxi versus having to drive
yourself and all sorts of stuff like that.
Can you make more money withthat time then it will cost you
(11:25):
to pay someone else to do it?
If the answer is yes tothat, go and do that thing.
Go and outsource it to them.
That is the principle that I've taken fromthat, and that is what I'm living by now.
anytime I'm catching myself, I'mreviewing what I'm doing day to day,
anytime I'm catching myself in thatprocess of I'm doing some task that
(11:47):
someone else could easily do, that Ican afford to pay them to do it, and I'm
going to make more money potentially.
Or even if it's not more moneydirectly, because I'm not on sales
calls and stuff all the time.
If it's not money directly,it could just be something
else that someone else can do.
That isn't necessary for me todo and therefore let's keep that
(12:08):
time free which I spoke about in a
previous Episode let's keep that timefree so that I can fill it with things
that I consider more valuable Anyway,that is all I had to say about that.
Please like and subscribe.
Please leave a comment, comment about itLike share what you're doing and maybe
if there is some change that you mightbe able to make in your life and maybe
(12:29):
some, maybe you've made some changesin your life that are like similar
types of principles and live by it
and what's the outcome?
For me, the outcome hasbeen nothing but positive.
if you haven't got much money for certainthings, you can, outsource to VAs or
whatever, if you can't afford directstaff, VAs abroad are just as good.
share it with someone who you thinkthis could really help because a lot
of people are out there trying todo everything themselves and they
(12:52):
end up failing and really they couldfree up so much of their time just
by spending a little bit of money.
into other things and have the potentialto then make way, way, way more money
in other ways because they're notwasting time on cleaning their house.
They're not wasting timeon doing their garden.
They're not wasting time on drivingthemselves around and stuff like that.
(13:16):
So yeah, that's my last two cents.
Anyway, watch this videonext and yeah, stay tuned.
Bye.
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