December 4, 2025 • 22 mins
Freedom in business doesn’t mean freedom from responsibility. If you’re the CEO of your business, you’re also the employee — and the only one who can lead both forward. In this episode, Lynne Roe shares the uncomfortable truths and empowering strategies behind self-leadership, team oversight, and building a business that supports your life.In This Episode of Amplify Your Marketing Message, Christine sits down with strategic planning expert Lynne Roe to unpack what it really means to lead your business at every level. From solopreneurs to scaling founders, this episode challenges you to stop abdicating and start leading — with clarity, confidence, and a plan that reflects the life you actually want.Listen to this episode to discover:
The Three Layers of Leadership — Why you must lead your business, your team, and yourself — and how each layer impacts your growth.
Yes, You Do Have a Team — Even if they’re part-time, outsourced, or fractional, your team needs leadership, not just delegation.
Your Bookkeeper Is a Strategic Ally — Why financial oversight is a leadership function, not a task to ignore or abdicate.
Self-Leadership Requires Accountability — If you hired yourself today, would you keep you? Performance reviews start with the mirror.
Strategic Planning Starts with Lifestyle Design — Lynne shares how a personal crisis led her to build a business that supports her life — and how you can do the same.
Growth Requires New Skills — You must become the person who can run the business you want — and that means learning, leading, and letting go.
Today’s Featured Guest: Lynne Roe
Lynne Roe is a strategic planning consultant and founder of LSR Consultants. With a background in corporate and nonprofit strategy, Lynne helps entrepreneurs design businesses that support the lifestyle they want — not the one they feel stuck in. Her approach blends practical planning, leadership development, and real-world accountability to help business owners grow with intention.
🌐 Learn more: Business Coaching Services | Professional Business Coaching ServicesFinal Word
Leadership isn’t a title — it’s a daily choice. Whether you’re leading a team of ten or just yourself, the decisions you make today shape the business you’ll have tomorrow. This episode is your invitation to lead with clarity, courage, and commitment.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
(00:02):
If you are a B2B service based business owner and you are
looking to gain clients, create more impact and more new in your
business to amplify your marketing message, Campbell
Rappin and take you through the buyers mastering your marketing
and making offer consistently well on the inside.
Welcome back to amplify your marketing message.
(00:24):
I think the most important lesson is today's episode.
It is about being the business owner who leads themselves
forward because guys, you are both the CEO and the employee of
your business. But leadership happens at every
level. And I am super excited to
introduce our guest today. She's a friend that I have had
(00:44):
the opportunity to watch her business grow to be a brainstorm
thinking partner with her. And I think what she does is
really amazing. So I was thrilled and she said,
I'll come talk about leadership to your community.
Guys, please give a very warm welcome to Lynn Rowe.
Lynn, welcome to our show today.Thank you so much for having me
here today. Just because you think like I
(01:05):
think which is leadership is nota one thing once and done and
you have this philosophy that lead in three ways.
Let's talk about what do you mean by that?
So as a business owner, you, youhave to be the CEO, but that
means that you have to lead yourbusiness in three different
ways. You have to be the person who
(01:25):
leads the business itself. And that that is things like
setting the direction for the business, the strategic plan for
how you're going to get there, the systems and processes you
need to put in place to get there.
So it's leading the business itself.
And the second way you have to be a leader is you have to lead
your team. You lead your team so that they
that everybody is on the same page, so that we all know what
(01:48):
we're doing now, know what direction we're headed in.
And you have to support them andencourage them and serve them so
that they can become the best that they can be to serve your
business for you. But the third way you have to
lead is you have to lead yourself because there's nobody
else to lead you. In order for your business to
(02:10):
grow, you have to grow. You have to become a different
person, the kind of person who has the skills of the person
who, who would be running the bigger business that you want.
So that's the three ways that I,I believe every small business
owner has to lead. I love this so much, guys.
It does sound like adulting. It is.
(02:30):
I think, you know, we, we think that we get into this freedom
concept of like there'll be no responsibilities and I can get
up and do what I want and it's all just going to magically come
together. And yet what we realized is we
start to have reality sink in isthat if it's going to be, it's
up to me. And I love this direction of
lead the business, lead the team, lead all of this into
(02:52):
action. If you want to create the big
ripples. And yet leadership is hard.
How do you really? And you know, we often think of
team as, you know, is it me or is it we, when we're in
business, talk to me about leading teams because a lot of
people, even solopreneurs and a lot of our audience will be
solopreneurs, think I don't havea team.
And I'm like, really? I think you do.
(03:14):
Yes, you do. Yeah.
So many people say I don't have a team, but actually many
solopreneurs have a team. They just don't work full time
for you. They are people that you
subcontract to do some work hereor there to help you out, to
support you. And so you do have a team, but
you're also part of the team yourself.
You are the team. So if you think about it that
(03:37):
way and you think about what didI get done today, if you were
hiring yourself, would you wannakeep that person on?
Did that person do enough today and every day to be to be worth
paying what we're paying them? This is such an uncomfortable
truth. I'm so glad you went there.
Sometimes as the business leader, you have to have a
(04:01):
performance improvement plan with yourself with.
Yourself. Absolutely.
Because you don't get paid to show up as an entrepreneur.
You get paid when you get results and results that come in
the form of clients being servedmoney and exchanging hands,
opportunity being created that lead to money exchanging hands.
And I love that you see of team broadly.
(04:21):
I'm curious in your business, who was the first person role
responsibility that you saw really when you start to go, oh,
I've got a team, when did that first happen for you?
I think when I first hired A bookkeeper, I feel like for most
small business owners, having someone to keep the books is the
first step you need. Because most of us as business
(04:43):
owners are not people trained infinance, trained in bookkeeping,
trained in accounting. We don't really know that, that,
that area. And when we try to do it
ourselves, so often I see my clients, they, they get so mixed
up with what they've got. One client said to me, can you
please take a look at this the my books?
(05:04):
Because I know I should have money, but I don't have money,
right? And we did do a deep dive into
his books, even though I'm not abookkeeper, but I was able to
look at his books and say, OK, first of all, you've got almost
$100,000 out there waiting to becollected that you haven't
collected, right? I've done all the work but I'm
(05:26):
scared to get invoiced and paid.Exactly.
And then you've got this other business, you've got a lot of
business and he's still finding,and this was months ago and he's
still finding places where he's bleeding money because he's not
charging for services that they're doing that they're
providing. So and, and the same client
actually also said to me, I haven't raised my prices in
(05:49):
seven years. Now.
He's an IT professional. And, you know, the cost of
everything has gone up in seven years, right?
He hasn't raised his prices. So he was wondering, why am I
not making money? Because I was making money.
Well, of course you were, but that was seven years ago.
You were making money. Today you're not.
So, you know, it's a lot of things that a bookkeeper can
(06:10):
look at your books and say, yeah, this is this is a place
where you're losing money. This is a place where you're
bleeding money, and this is a place where you can very quickly
find some of that money that you're missing, right?
I think it's important you talk that that is one of the first
team members you, you personallybrought on board.
I, I think it was definitely in my days as well.
(06:30):
And for me, I'm a bit unusual because I, I could do the P&L's,
I could do that because of my education that came before my
business, but I don't want to. No, I didn't want to.
Do it. But I don't want to.
I could. And I probably make her crazy
because you know, when I see thepanel, I'm like, why is there
$6.70 in that journal entry? And she's like, really?
(06:51):
I'm like, I know I shouldn't have anything in that category,
but yeah, your financial people are part of your team.
It's not just your virtual assistants, not just your tech
stack, your financial people, whether they be a bookkeeper of
CFSC, certified professional advisor, whether they are your
tax people, they are your team. They're there to help guide your
(07:13):
business. We supported the strategy and
the vision and all of the action, and I love that you
brought this to the table. So I wanna make the point also
that they're part of your team, but that doesn't mean you just
let them do it and run with it and you never look at it because
that's the other thing that happens.
I see a lot of people say, well,I've got my bookkeeper doing
that, but they never look to see, is the bookkeeper putting
(07:37):
things in the right buckets or is my money going to the right
places and in the right amounts?You know, it's, it's really a
conversation you should be having at least once a month
with your bookkeeper. Is everything going where it's
supposed to be? Because if you wait and you
don't do it every month, Oh my God, it can be such a mess to
try to fix, you know, at the endof the year. 100% What's
(08:01):
interesting even beyond that is your leadership is not the same
as advocating, right? So you can say I hired somebody
and I delegated this, but leadership doesn't disappear
simply because you now have team.
You said it when we started, he said a big part of this is
leading team. It's setting the oversight,
(08:23):
setting the standards, checking yes, to a degree the work.
Because at the end of the day, the buck stops with you because
you're the leader of the organization and your ultimate
job is the survivability of the organization.
Money is a very big broad to play here.
And if you're looking at your books at least once a month,
you're able to see trends. You know this this trend is
(08:46):
starting to happen bad or this trend is happening and that's
good. And you can do more of the good
and less of the bad, or you can stop the bad from bleeding
before it becomes a really big deal.
So, so that's another piece of it, just looking at things and
looking for the trends. Because not everybody as a CEO
that's part of your job is seeing the trends.
(09:07):
Where, where are we headed and are we headed in the right
direction? And not everyone, even your
accountant and your bookkeeper, are trained to be looking at
those kind of trends. For ultimate job and I, I think
the CEO is an interesting mindset for solopreneurs or
entrepreneurs in the emerging space because many of us never
one comfortably think about thathat or have they really thought
about what does the CEO do otherthan what we hear in the news,
(09:30):
which is they get paid a lot of money and I always think.
The time I don't want to be CEO,that's why.
Can I say the CEO does have an amazing role to play?
They have, they hire the brightest people around them
that they can. They can, they can justify their
pricing around and you get them to be the experts.
You don't abdicate responsibility, but you hire
(09:50):
smart people and when they need support, you're the oversight,
right? You are the person still solving
problems. You're looking for the patterns.
You have that view that's a little further ahead than the
day-to-day, but you still manageand oversee the day-to-day.
And whether you wanted to aspireto being a CEO as a business
owner, the buck stops with you. Use whatever title you like,
it's the same. Yeah, it is.
(10:12):
You have to be the person who looks at it all.
Yes, and that that that is both a beautiful gift and going wow,
who gave me all of the freedom you did day you said yes, yes.
I want to talk about leading yourself though, because this
this is sometimes the biggest challenge.
It really is. It really is, and it's a lot of
(10:36):
people try to do it totally on their own and I don't recommend
that. I think, you know, finding
groups, maybe mastermind groups,maybe a coach, finding other
people who have been there and done that or can get, can start
to look at you and your businessfrom a different perspective is
hugely helpful. And, and I, and I really believe
(10:59):
they need to be someone who's not in your industry because
it's relatively easy to find information about how other
people in your industry are doing things.
Because you go to an industry conference or whatever, you meet
other people who do it and you naturally have those
conversations. But in order to be able to think
(11:19):
outside the box and look at different possibilities,
different options, you really need somebody else with a
different perspective. So that's why I say, yes, you
can think about it for yourself.And I think you should, you
should absolutely be thinking, OK, if I want to get to this
next step, what is the next thing I need to learn?
So one of my clients said, OK, I've gotten really good with my
(11:41):
sales. Next thing I really need to
learn is is marketing. You know, I need to learn it
well enough so that I can delegate it.
Yes. Yes, right now, well enough so
that I can ask the right questions to the person that I'm
delegating it to and so I can oversee it and make sure they're
doing what I, what I'm intendingto have done right.
Um, so yeah, it's, it's that combination of what do I need to
(12:06):
learn in order to get myself to the next level and to bring the
business to the next level. It brings to mind this
conversation while you're leading yourself and while
you're leading team and you're leading advocates and other
people in your community. This is the question that's
coming to mind. The very thing is who's leading
you? And I think sometimes the
misnomer of people at the leadership level is I don't need
(12:27):
somebody leading me. And I'm still saying what you
loved, I loved it. Be independent, have your own
opinion. But when you don't know what you
don't know, somebody does need to lead you.
And I love that you think of this broadly of somebody from a
different industry that has a perspective that doesn't buy
into the blind spots of your industry because just because
it's done that way doesn't mean it will ensure survivability if
(12:50):
all of you are falling off the same Cliff.
And yes, and, and often if you just follow what everybody else
is doing, you, you are no longerunique.
You're vanilla, right? So in order for you to start
doing things a little differently to make you unique,
you need to listen to other perspectives and then find the
one that works best for you. That doesn't mean you go blindly
(13:12):
go off and do something else either.
But maybe it's a combination of what some, some other industry
is doing and what your industry is doing, and that's the best
thing for you. So it takes a little figuring
out and it takes time to focus on it.
That's another thing that that entrepreneurs don't do is they
don't very often give themselvestime to focus on what's the big
(13:35):
picture of my business, you know, developing the strategy of
where we're headed and how we'regoing to get there.
They're they're so busy, bogged down with the day-to-day.
I got to do this and I've got todo that and I've got to get this
done and get that done. And they don't take that step
back and say, where are we goingand how are we getting there?
That's such a little piece of leadership.
(13:58):
If you are not clear, your team doesn't have a hope in being
clear. And I had a perspective that you
had shared when we met recently and it was not just clear on
where you are today, but the business you want to be down the
road because that horizon piece is so important.
(14:19):
And the leader, whether you're the CEO, owner, whatever like
Tyler, you'd like is so important.
But how did you learn the mistake or the potential risks
of only managing who I was and who I am now?
And how do we actually not fall trap to that?
So I came from a strategic planning background, corporate
(14:42):
and not-for-profit. And when I, when, when I first
started this business, I, my, mydaughter fell down some stairs
and got a severe concussion at college.
And she, of course, she called and said, can you bring me home?
I, we said yes, of course. And the doctor said she'll be OK
(15:02):
in about two weeks to two months.
Well, in two months she was not OK.
And then they said, well, two months, two years, and in two
years she was not OK. She was still bumping into
walls. She couldn't walk without
assistance. She was falling down anyway, on
and on. It was, it was a rough time.
(15:23):
And this was just as I started my business and I, and I've had
to think to myself, how do I build a business where I need to
devote so much of my time to caring for my daughter and I, I
fell back on my strategic planning.
Strategic planning for bigger businesses can be similar to
strategic planning for a smallerbusiness.
(15:46):
And so I started with myself andthe question I asked is what is
the lifestyle I want to be living and how do I design my
business to support that lifestyle?
So for me at the time, it was how do I have a lifestyle where
I can still be there to support my daughter and, and at that
(16:07):
point they were saying three years to maybe forever she would
be like this. And so I, I started planning for
how do I build my business and still have this ability to get a
stay, stay with her. So Fast forward, it took eight
years for her to come back to normal are relatively to normal
(16:31):
10 years after the fall and the concussion, she was able to go
back to college and she finishedcollege about a year ago as a
she went back to college as a 28year old freshman and and
graduated about a year ago. So, so the story ended up being
a happy story. So the second part of that is
every year you have to ask yourself, what is the lifestyle
(16:53):
I want to be living and how doesmy business support that, right?
So my lifestyle no longer is. How can I be there for my
daughter because she's independent at this point, But
it's other things, you know, how, how can I have time now to
travel? How can I other things that I
want to do? So, so that's a place to start.
And that's where I start with myself and with all of my
(17:14):
clients. Heard Lynn, how are you doing
this, taking care of your, your daughter and doing, you know,
and building a business at the same time.
And they said, can you do that with me?
So that's how I started buildingmy practice of doing strategic
planning with entrepreneurs and helping them build the business
that supported the lifestyle that they wanted.
(17:35):
I love this so much and your goals will change and your
capabilities shift in ebb on life, life and cause all of us.
I mean, I'm so grateful it became a good story for your
daughter. There are that isn't always the
case. The Silver Linings don't always
arrive in the timelines and the ways we expect.
And I think the biggest shift inyour momentum comes from what do
(17:58):
I want it to be and what investments do I need to make
today? What support do I need today?
What team do I need today to getme to that place?
Because if your business some clothes, if you need to step
away, you have not structured a business, you've structured a
job and yet you don't have the benefits and safety of
employment that maybe you would have in a corporate environment
(18:18):
and that's a high risk strategy.It is in my case, I could
probably, I probably couldn't have maintained a corporate job
at all because I needed to spendso much time with my daughter
and I was able to do that. So that was one of the nice
things about being an entrepreneur is you can make
your own time. You can lead yourself to create
(18:40):
what you want. Yes, that's the ultimate freedom
of entrepreneurship. Yes.
I'd love to ask all of my OHP. Go ahead.
Yeah, I was going to say the more money you earn as as an
entrepreneur, the more options, the more freedom you have to do
the things you want to do. Yes.
So I always say to clients, don't stay at the really lean
part of this equation. I want you to accelerate past it
(19:02):
so that you actually do create the freedoms and you have the
resources and you have the fun factor of what do I want now?
Well, we want to go do this in our business resources to do
that and team and leadership around us that says I'll step
in. Exactly.
In the fun leagues, I love it. Then I want to ask all my guests
this because I think it's important to see how diverse
(19:23):
success looks like and how we choose to get there.
So what are you doing right now in your business to amplify it,
to find clients and to create the life that you want at the
success that you defined? So two things.
One is I attend conferences where my ideal client is likely
to be hanging out, right? I love to travel and it gives me
(19:46):
the opportunity to travel and I usually try to attack a day or
two onto whatever conference I'mgoing to to enjoy. 100%.
So that's, that's one thing I'm doing.
And the other thing I'm doing issetting up my own events so that
I can I can meet with people andtalk to them for more than just
a few minutes. So that so that.
(20:07):
They have an opportunity to get to know me and I have an
opportunity to get to know them.I love it.
You get to curate your own community and you get to curate
your own people. I love that so much.
And I think it's such a big shift happening right now.
And I I, I was cringing the other day in my social media
where the current mantra is swinging from you needed
(20:31):
funnels, you needed tech, you needed me, you needed your
systems really complicated, complicated, complicated to
relationships with the new capital and like relationships
were always the. Capital always there.
They were always critical. We've always built our business
on people. We've always been gotten into
rooms, we've been willing to travel.
And that's of course how you andI met was many miles away from
both of us live brought togetherby a common interest with
(20:53):
different businesses, different backgrounds and saying I'm going
to learn. From you exactly.
And I've got something maybe that can help you along the way
as well. So then how do people find you
and what you do to help them build the lifestyle that they
want to have a business that supports it?
And find me online at LSR Consultants with an S on
theend.com. So that's LFSR Consultants with
(21:17):
an s.com. Alright guys, go connect to Lynn
Roche is someone you want in your corner.
She is an amazing person. I want to thank you Lynn for
being our guest today. We've been talking about
business owners and really owning the leadership piece to
build the life that feels like oxygen.
Thanks so much, Christine. You are so welcome guys.
Here next week, we're going to help you find your next client
(21:37):
fast, build the business of yourdreams, because trust me, you
can. I'll see you there.
That's a wrap on another amazingepisode of amplify your
marketing message with most Christine Campbell Robin be
subscribe on your fate cast platform.
So you don't need another great episode.
Be sure to visit christinekim.com/podcast to get
(22:00):
free resource on Haster. Your marketing map will see you
all on our next episode.
If you are a B2B service based business owner and you are
looking to gain clients, create more impact and more new in your
business to amplify your marketing message, Campbell
Rappin and take you through the buyers mastering your marketing
and making offer consistently well on the inside.
Welcome back to amplify your marketing message.
(00:24):
I think the most important lesson is today's episode.
It is about being the business owner who leads themselves
forward because guys, you are both the CEO and the employee of
your business. But leadership happens at every
level. And I am super excited to
introduce our guest today. She's a friend that I have had
(00:44):
the opportunity to watch her business grow to be a brainstorm
thinking partner with her. And I think what she does is
really amazing. So I was thrilled and she said,
I'll come talk about leadership to your community.
Guys, please give a very warm welcome to Lynn Rowe.
Lynn, welcome to our show today.Thank you so much for having me
here today. Just because you think like I
(01:05):
think which is leadership is nota one thing once and done and
you have this philosophy that lead in three ways.
Let's talk about what do you mean by that?
So as a business owner, you, youhave to be the CEO, but that
means that you have to lead yourbusiness in three different
ways. You have to be the person who
(01:25):
leads the business itself. And that that is things like
setting the direction for the business, the strategic plan for
how you're going to get there, the systems and processes you
need to put in place to get there.
So it's leading the business itself.
And the second way you have to be a leader is you have to lead
your team. You lead your team so that they
that everybody is on the same page, so that we all know what
(01:48):
we're doing now, know what direction we're headed in.
And you have to support them andencourage them and serve them so
that they can become the best that they can be to serve your
business for you. But the third way you have to
lead is you have to lead yourself because there's nobody
else to lead you. In order for your business to
(02:10):
grow, you have to grow. You have to become a different
person, the kind of person who has the skills of the person
who, who would be running the bigger business that you want.
So that's the three ways that I,I believe every small business
owner has to lead. I love this so much, guys.
It does sound like adulting. It is.
(02:30):
I think, you know, we, we think that we get into this freedom
concept of like there'll be no responsibilities and I can get
up and do what I want and it's all just going to magically come
together. And yet what we realized is we
start to have reality sink in isthat if it's going to be, it's
up to me. And I love this direction of
lead the business, lead the team, lead all of this into
(02:52):
action. If you want to create the big
ripples. And yet leadership is hard.
How do you really? And you know, we often think of
team as, you know, is it me or is it we, when we're in
business, talk to me about leading teams because a lot of
people, even solopreneurs and a lot of our audience will be
solopreneurs, think I don't havea team.
And I'm like, really? I think you do.
(03:14):
Yes, you do. Yeah.
So many people say I don't have a team, but actually many
solopreneurs have a team. They just don't work full time
for you. They are people that you
subcontract to do some work hereor there to help you out, to
support you. And so you do have a team, but
you're also part of the team yourself.
You are the team. So if you think about it that
(03:37):
way and you think about what didI get done today, if you were
hiring yourself, would you wannakeep that person on?
Did that person do enough today and every day to be to be worth
paying what we're paying them? This is such an uncomfortable
truth. I'm so glad you went there.
Sometimes as the business leader, you have to have a
(04:01):
performance improvement plan with yourself with.
Yourself. Absolutely.
Because you don't get paid to show up as an entrepreneur.
You get paid when you get results and results that come in
the form of clients being servedmoney and exchanging hands,
opportunity being created that lead to money exchanging hands.
And I love that you see of team broadly.
(04:21):
I'm curious in your business, who was the first person role
responsibility that you saw really when you start to go, oh,
I've got a team, when did that first happen for you?
I think when I first hired A bookkeeper, I feel like for most
small business owners, having someone to keep the books is the
first step you need. Because most of us as business
(04:43):
owners are not people trained infinance, trained in bookkeeping,
trained in accounting. We don't really know that, that,
that area. And when we try to do it
ourselves, so often I see my clients, they, they get so mixed
up with what they've got. One client said to me, can you
please take a look at this the my books?
(05:04):
Because I know I should have money, but I don't have money,
right? And we did do a deep dive into
his books, even though I'm not abookkeeper, but I was able to
look at his books and say, OK, first of all, you've got almost
$100,000 out there waiting to becollected that you haven't
collected, right? I've done all the work but I'm
(05:26):
scared to get invoiced and paid.Exactly.
And then you've got this other business, you've got a lot of
business and he's still finding,and this was months ago and he's
still finding places where he's bleeding money because he's not
charging for services that they're doing that they're
providing. So and, and the same client
actually also said to me, I haven't raised my prices in
(05:49):
seven years. Now.
He's an IT professional. And, you know, the cost of
everything has gone up in seven years, right?
He hasn't raised his prices. So he was wondering, why am I
not making money? Because I was making money.
Well, of course you were, but that was seven years ago.
You were making money. Today you're not.
So, you know, it's a lot of things that a bookkeeper can
(06:10):
look at your books and say, yeah, this is this is a place
where you're losing money. This is a place where you're
bleeding money, and this is a place where you can very quickly
find some of that money that you're missing, right?
I think it's important you talk that that is one of the first
team members you, you personallybrought on board.
I, I think it was definitely in my days as well.
(06:30):
And for me, I'm a bit unusual because I, I could do the P&L's,
I could do that because of my education that came before my
business, but I don't want to. No, I didn't want to.
Do it. But I don't want to.
I could. And I probably make her crazy
because you know, when I see thepanel, I'm like, why is there
$6.70 in that journal entry? And she's like, really?
(06:51):
I'm like, I know I shouldn't have anything in that category,
but yeah, your financial people are part of your team.
It's not just your virtual assistants, not just your tech
stack, your financial people, whether they be a bookkeeper of
CFSC, certified professional advisor, whether they are your
tax people, they are your team. They're there to help guide your
(07:13):
business. We supported the strategy and
the vision and all of the action, and I love that you
brought this to the table. So I wanna make the point also
that they're part of your team, but that doesn't mean you just
let them do it and run with it and you never look at it because
that's the other thing that happens.
I see a lot of people say, well,I've got my bookkeeper doing
that, but they never look to see, is the bookkeeper putting
(07:37):
things in the right buckets or is my money going to the right
places and in the right amounts?You know, it's, it's really a
conversation you should be having at least once a month
with your bookkeeper. Is everything going where it's
supposed to be? Because if you wait and you
don't do it every month, Oh my God, it can be such a mess to
try to fix, you know, at the endof the year. 100% What's
(08:01):
interesting even beyond that is your leadership is not the same
as advocating, right? So you can say I hired somebody
and I delegated this, but leadership doesn't disappear
simply because you now have team.
You said it when we started, he said a big part of this is
leading team. It's setting the oversight,
(08:23):
setting the standards, checking yes, to a degree the work.
Because at the end of the day, the buck stops with you because
you're the leader of the organization and your ultimate
job is the survivability of the organization.
Money is a very big broad to play here.
And if you're looking at your books at least once a month,
you're able to see trends. You know this this trend is
(08:46):
starting to happen bad or this trend is happening and that's
good. And you can do more of the good
and less of the bad, or you can stop the bad from bleeding
before it becomes a really big deal.
So, so that's another piece of it, just looking at things and
looking for the trends. Because not everybody as a CEO
that's part of your job is seeing the trends.
(09:07):
Where, where are we headed and are we headed in the right
direction? And not everyone, even your
accountant and your bookkeeper, are trained to be looking at
those kind of trends. For ultimate job and I, I think
the CEO is an interesting mindset for solopreneurs or
entrepreneurs in the emerging space because many of us never
one comfortably think about thathat or have they really thought
about what does the CEO do otherthan what we hear in the news,
(09:30):
which is they get paid a lot of money and I always think.
The time I don't want to be CEO,that's why.
Can I say the CEO does have an amazing role to play?
They have, they hire the brightest people around them
that they can. They can, they can justify their
pricing around and you get them to be the experts.
You don't abdicate responsibility, but you hire
(09:50):
smart people and when they need support, you're the oversight,
right? You are the person still solving
problems. You're looking for the patterns.
You have that view that's a little further ahead than the
day-to-day, but you still manageand oversee the day-to-day.
And whether you wanted to aspireto being a CEO as a business
owner, the buck stops with you. Use whatever title you like,
it's the same. Yeah, it is.
(10:12):
You have to be the person who looks at it all.
Yes, and that that that is both a beautiful gift and going wow,
who gave me all of the freedom you did day you said yes, yes.
I want to talk about leading yourself though, because this
this is sometimes the biggest challenge.
It really is. It really is, and it's a lot of
(10:36):
people try to do it totally on their own and I don't recommend
that. I think, you know, finding
groups, maybe mastermind groups,maybe a coach, finding other
people who have been there and done that or can get, can start
to look at you and your businessfrom a different perspective is
hugely helpful. And, and I, and I really believe
(10:59):
they need to be someone who's not in your industry because
it's relatively easy to find information about how other
people in your industry are doing things.
Because you go to an industry conference or whatever, you meet
other people who do it and you naturally have those
conversations. But in order to be able to think
(11:19):
outside the box and look at different possibilities,
different options, you really need somebody else with a
different perspective. So that's why I say, yes, you
can think about it for yourself.And I think you should, you
should absolutely be thinking, OK, if I want to get to this
next step, what is the next thing I need to learn?
So one of my clients said, OK, I've gotten really good with my
(11:41):
sales. Next thing I really need to
learn is is marketing. You know, I need to learn it
well enough so that I can delegate it.
Yes. Yes, right now, well enough so
that I can ask the right questions to the person that I'm
delegating it to and so I can oversee it and make sure they're
doing what I, what I'm intendingto have done right.
Um, so yeah, it's, it's that combination of what do I need to
(12:06):
learn in order to get myself to the next level and to bring the
business to the next level. It brings to mind this
conversation while you're leading yourself and while
you're leading team and you're leading advocates and other
people in your community. This is the question that's
coming to mind. The very thing is who's leading
you? And I think sometimes the
misnomer of people at the leadership level is I don't need
(12:27):
somebody leading me. And I'm still saying what you
loved, I loved it. Be independent, have your own
opinion. But when you don't know what you
don't know, somebody does need to lead you.
And I love that you think of this broadly of somebody from a
different industry that has a perspective that doesn't buy
into the blind spots of your industry because just because
it's done that way doesn't mean it will ensure survivability if
(12:50):
all of you are falling off the same Cliff.
And yes, and, and often if you just follow what everybody else
is doing, you, you are no longerunique.
You're vanilla, right? So in order for you to start
doing things a little differently to make you unique,
you need to listen to other perspectives and then find the
one that works best for you. That doesn't mean you go blindly
(13:12):
go off and do something else either.
But maybe it's a combination of what some, some other industry
is doing and what your industry is doing, and that's the best
thing for you. So it takes a little figuring
out and it takes time to focus on it.
That's another thing that that entrepreneurs don't do is they
don't very often give themselvestime to focus on what's the big
(13:35):
picture of my business, you know, developing the strategy of
where we're headed and how we'regoing to get there.
They're they're so busy, bogged down with the day-to-day.
I got to do this and I've got todo that and I've got to get this
done and get that done. And they don't take that step
back and say, where are we goingand how are we getting there?
That's such a little piece of leadership.
(13:58):
If you are not clear, your team doesn't have a hope in being
clear. And I had a perspective that you
had shared when we met recently and it was not just clear on
where you are today, but the business you want to be down the
road because that horizon piece is so important.
(14:19):
And the leader, whether you're the CEO, owner, whatever like
Tyler, you'd like is so important.
But how did you learn the mistake or the potential risks
of only managing who I was and who I am now?
And how do we actually not fall trap to that?
So I came from a strategic planning background, corporate
(14:42):
and not-for-profit. And when I, when, when I first
started this business, I, my, mydaughter fell down some stairs
and got a severe concussion at college.
And she, of course, she called and said, can you bring me home?
I, we said yes, of course. And the doctor said she'll be OK
(15:02):
in about two weeks to two months.
Well, in two months she was not OK.
And then they said, well, two months, two years, and in two
years she was not OK. She was still bumping into
walls. She couldn't walk without
assistance. She was falling down anyway, on
and on. It was, it was a rough time.
(15:23):
And this was just as I started my business and I, and I've had
to think to myself, how do I build a business where I need to
devote so much of my time to caring for my daughter and I, I
fell back on my strategic planning.
Strategic planning for bigger businesses can be similar to
strategic planning for a smallerbusiness.
(15:46):
And so I started with myself andthe question I asked is what is
the lifestyle I want to be living and how do I design my
business to support that lifestyle?
So for me at the time, it was how do I have a lifestyle where
I can still be there to support my daughter and, and at that
(16:07):
point they were saying three years to maybe forever she would
be like this. And so I, I started planning for
how do I build my business and still have this ability to get a
stay, stay with her. So Fast forward, it took eight
years for her to come back to normal are relatively to normal
(16:31):
10 years after the fall and the concussion, she was able to go
back to college and she finishedcollege about a year ago as a
she went back to college as a 28year old freshman and and
graduated about a year ago. So, so the story ended up being
a happy story. So the second part of that is
every year you have to ask yourself, what is the lifestyle
(16:53):
I want to be living and how doesmy business support that, right?
So my lifestyle no longer is. How can I be there for my
daughter because she's independent at this point, But
it's other things, you know, how, how can I have time now to
travel? How can I other things that I
want to do? So, so that's a place to start.
And that's where I start with myself and with all of my
(17:14):
clients. Heard Lynn, how are you doing
this, taking care of your, your daughter and doing, you know,
and building a business at the same time.
And they said, can you do that with me?
So that's how I started buildingmy practice of doing strategic
planning with entrepreneurs and helping them build the business
that supported the lifestyle that they wanted.
(17:35):
I love this so much and your goals will change and your
capabilities shift in ebb on life, life and cause all of us.
I mean, I'm so grateful it became a good story for your
daughter. There are that isn't always the
case. The Silver Linings don't always
arrive in the timelines and the ways we expect.
And I think the biggest shift inyour momentum comes from what do
(17:58):
I want it to be and what investments do I need to make
today? What support do I need today?
What team do I need today to getme to that place?
Because if your business some clothes, if you need to step
away, you have not structured a business, you've structured a
job and yet you don't have the benefits and safety of
employment that maybe you would have in a corporate environment
(18:18):
and that's a high risk strategy.It is in my case, I could
probably, I probably couldn't have maintained a corporate job
at all because I needed to spendso much time with my daughter
and I was able to do that. So that was one of the nice
things about being an entrepreneur is you can make
your own time. You can lead yourself to create
(18:40):
what you want. Yes, that's the ultimate freedom
of entrepreneurship. Yes.
I'd love to ask all of my OHP. Go ahead.
Yeah, I was going to say the more money you earn as as an
entrepreneur, the more options, the more freedom you have to do
the things you want to do. Yes.
So I always say to clients, don't stay at the really lean
part of this equation. I want you to accelerate past it
(19:02):
so that you actually do create the freedoms and you have the
resources and you have the fun factor of what do I want now?
Well, we want to go do this in our business resources to do
that and team and leadership around us that says I'll step
in. Exactly.
In the fun leagues, I love it. Then I want to ask all my guests
this because I think it's important to see how diverse
(19:23):
success looks like and how we choose to get there.
So what are you doing right now in your business to amplify it,
to find clients and to create the life that you want at the
success that you defined? So two things.
One is I attend conferences where my ideal client is likely
to be hanging out, right? I love to travel and it gives me
(19:46):
the opportunity to travel and I usually try to attack a day or
two onto whatever conference I'mgoing to to enjoy. 100%.
So that's, that's one thing I'm doing.
And the other thing I'm doing issetting up my own events so that
I can I can meet with people andtalk to them for more than just
a few minutes. So that so that.
(20:07):
They have an opportunity to get to know me and I have an
opportunity to get to know them.I love it.
You get to curate your own community and you get to curate
your own people. I love that so much.
And I think it's such a big shift happening right now.
And I I, I was cringing the other day in my social media
where the current mantra is swinging from you needed
(20:31):
funnels, you needed tech, you needed me, you needed your
systems really complicated, complicated, complicated to
relationships with the new capital and like relationships
were always the. Capital always there.
They were always critical. We've always built our business
on people. We've always been gotten into
rooms, we've been willing to travel.
And that's of course how you andI met was many miles away from
both of us live brought togetherby a common interest with
(20:53):
different businesses, different backgrounds and saying I'm going
to learn. From you exactly.
And I've got something maybe that can help you along the way
as well. So then how do people find you
and what you do to help them build the lifestyle that they
want to have a business that supports it?
And find me online at LSR Consultants with an S on
theend.com. So that's LFSR Consultants with
(21:17):
an s.com. Alright guys, go connect to Lynn
Roche is someone you want in your corner.
She is an amazing person. I want to thank you Lynn for
being our guest today. We've been talking about
business owners and really owning the leadership piece to
build the life that feels like oxygen.
Thanks so much, Christine. You are so welcome guys.
Here next week, we're going to help you find your next client
(21:37):
fast, build the business of yourdreams, because trust me, you
can. I'll see you there.
That's a wrap on another amazingepisode of amplify your
marketing message with most Christine Campbell Robin be
subscribe on your fate cast platform.
So you don't need another great episode.
Be sure to visit christinekim.com/podcast to get
(22:00):
free resource on Haster. Your marketing map will see you
all on our next episode.
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