November 30, 2025 • 45 mins
What does it take to turn a disconnected, overwhelmed team into a unified, creative powerhouse? In this episode, Chelsea Flower, Founder of Scott Social, shares the pivotal mindset shifts, leadership breakthroughs, and culture changes that doubled her agency’s clients and transformed her team from stressed and siloed to connected and thriving.
Key Takeaways
- Why investing time, not just money, into your team leads to exponential transformation
- How clarity reduces stress, boosts creativity, and creates space for better leadership
- Why culture is more than a buzzword and how it became the engine behind Scott Social’s growth
- How retreats, shared experiences, and belonging drove stronger performance and doubled their client base
Want a more clarity and control for your agency in 2026? I have three coaching spots available. Let’s see if one is right for you. Visit AnAgencyStory.com and click “Let’s Talk.”
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Russel (01:16):
Welcome to An Agency Story podcast where owners and
experts share the real journey,the early struggles, the
breakthrough moments, andeverything in between.
I'm your host Russel Dubree,former eight figure agency
owner, turned business coach.
Sold my agency and now helpsagency leaders create their
ideal business.
Every agency has a story, andthis is your front row seat.
(01:38):
This is an agency story.
Welcome to the show today,everyone.
I have Chelsea Flower with ScottSocial here today.
Thank you so much for gracing uswith your presence today, miss
Chelsea.
Chelsea (01:56):
I have been looking forward to this.
Russel (01:58):
I, I don't, are you being, are you being sarcastic
right now?
No.
Okay.
Just checking.
Well.
I don't know.
Gosh, where do we even start?
I, we, we know each other.
Uh, I'm sure we'll, we'lluncover that throughout the
episode, but I guess maybe juststart how everybody else starts.
Tell us what Scott's Social doesand who you do it for.
Chelsea (02:18):
Yeah, so Scott Social is a boutique social media
agency.
We're based in Phoenix and thestate of Washington.
We offer organic, social paidads, influencer marketing, and
styled photo shoots.
Primarily the businesses we workfor, target a millennial female
audience.
So a lot of Taylor Swift memes.
Um, if you're a Swifty,
Russel (02:40):
I mean, I don't know, like how big of a fan do you
have to be to be considered aswifty?
Because I mean, I listen to themusic and I hear a lot about
Taylor Swift, so I don't know,am I a swifty or not?
Chelsea (02:51):
You might be, because I used to say I wasn't a swifty,
but when her new album came outand I knew every word within the
first week, I said, actually,yeah, I don't know if I can uh,
be allegations on this one.
I may be a swifty.
So Russell, you might be too,you know, a lot.
You
Russel (03:07):
know, I will, uh, I'll enjoy that.
I will consider myself part ofthe club.
Chelsea (03:12):
Yeah.
Russel (03:12):
Alright, so this will be a swift conversation amongst
Swifties.
Well, I know we're gonna talk alot about agency and maybe even
dabble in some Taylor Swift aswe go throughout this.
But I wanna start with youngChelsea.
Who was she?
Who did she want to be when shegrew up?
Tell us all about young Chelsea.
Chelsea (03:30):
Yeah, young Chelsea had a.
Problem with listening to therules.
I was consistently getting introuble in class for disobeying
rules that I felt this is very
Russel (03:40):
surprising.
Already.
We're, we've already blown mymind.
I know
Chelsea (03:43):
it's surprising.
Um, probably most notably are inthe first grade, my teacher
said, Hey, the adult scissorsare.
Not for any student's use.
You cannot use these.
And I said, okay, got it.
So all of them cannot use thosescissors, but I can.
So of course I landed in theprincipal's office.
That was a very common thingthroughout my childhood.
(04:05):
I always felt above the rules atthe same time as I was starting
businesses left and right, whichmeant my parents paid for all
the supplies I needed and weremy only customers.
So they got double hit on thebusiness front.
Russel (04:20):
That happens.
Chelsea (04:22):
Yeah.
But then in high school Istarted to study
entrepreneurship and take partin business plan competitions.
Went to college, joined astartup.
Um, we won number one app in theworld for a business plan
competition in Spain, which wasreally cool.
Um, what was
Russel (04:39):
the, what was the app?
Chelsea (04:41):
It was, for lack of a better word, it was the Airbnb
of storage.
It failed within a month.
We won best app in the world andhey, that's how startups go.
But shortly after that, my dadwas in a pretty serious
accident.
He is a home builder.
He was up on some scaffoldingand fell pretty far onto his
(05:04):
head, onto concrete, and my momlooked over and he was sitting,
laying in in a puddle of hisblood.
He wasn't breathing, so shestarted yelling for help even
though they were in.
Just the middle of nowhere inIdaho.
There was one restaurant nextdoor.
The only people eating therewere off-duty firefighters, so
(05:25):
they came over and led herthrough.
Russel (05:28):
That's pretty fortuitous to what, not to interrupt a
very, very tragic event here,but, uh, I mean, who better
could be eating next door?
Chelsea (05:36):
Yep.
Russel (05:37):
That, that's, that's gotta be a sign of something
here.
Chelsea (05:39):
I know.
It's, it's true.
Um, so yeah, they helped my momgive him CPR, they called a life
flight and he was flown to thehospital.
And this was about, gosh, maybetwo weeks before I was supposed
to leave for college in adifferent state.
And so I really sat with myselfthinking.
(06:00):
What I even feel good aboutmyself going to college right
now when my dad almost died andstill is not really in the
clear.
And I remember him just cryingand saying, Chelsea, you gotta
go like you.
You are meant for so much.
You have to go to college.
So I ended up going, and in theback of my mind this whole time,
I just have my dad's story inthe back of my head.
(06:21):
And when I ended up going towork in agencies, the first
agency I worked at.
Sometimes it almost felt like wewere scamming the businesses we
were working for.
We would post a stock image andthen pay for likes.
We would pay for followers, andit never.
(06:43):
I mean, of course, fake likesand followers, you're not
contributing to the bottom lineat all.
Russel (06:48):
Now was that, was that instant skeevy to you or was
that, you know, was this justhow it's done and, you know, I'm
just gonna participate?
How did you look at that, youknow, being your first job out
of Yep.
College essentially,
Chelsea (06:59):
my, I was shocked that this is the industry that I
chose because I, at that timethought, wow, so all marketing
is.
A scam.
Like it's what a I study for ifthis is what we're doing.
We also were doing somemarketing for a rehab center who
I believe is still in businesstoday.
I will not put them on blast,but they had a bunch of fake
(07:23):
reviews, um, one of which wasfrom dog, the Bounty Hunter,
which was obviously fake, but Ialso questioned whether they
were actually helping people ornot.
Mm-hmm.
And so I ethically was.
Really not feeling good aboutthe situation.
And the feeling I had this wholetime was, you know, I, I watched
(07:43):
my dad almost die for the smallbusiness that he owned, and yet
this is what then I wascontributing back to small
businesses was fake results.
It just, everything felt.
Just against each other.
Russel (07:59):
Why?
Why, why?
That's a, yep.
Yeah.
I could totally understand that.
Chelsea (08:03):
Yes.
And meanwhile, I had always hadthe dream of owning my business
or a business in general.
Um, and actually in college Idid dream of starting an agency
of my own, but I had a mentor atthe time laugh when I asked how
soon I could start a businessend.
My boss at this agency I wasworking at always said, Hey, you
(08:26):
know, we're a good team.
I do the sales and you do thesocial.
I don't think you could do whatI do and vice versa.
And so I was just hearing allthis feedback from people I
trusted that I couldn't own abusiness
Russel (08:40):
right.
If we go back to young Chelsea,though, this sounds like a prime
statement to make to you becauseof telling you a rule that, uh,
it doesn't seem like you'regonna follow
Chelsea (08:51):
that is actually know,
Russel (08:52):
we know where this goes a little bit, but
Chelsea (08:55):
Yep.
You know exactly where this isgoing.
Um, in a sense it.
When I did finally quit at theagency and started Scott Social,
it felt like channeling thatfirst grade, Chelsea, that was
reaching for the adult scissors,even though she was told over
and over again that those werenot for you.
And, um, I still had a lot offear though, I think as most do,
(09:19):
and I also felt bad aboutquitting.
I think like a lot of people doalso.
Um, but I love.
Travel, traveling.
So I booked a non-refundabletrip to Hawaii, even though I
was out of vacation time.
So that two weeks before my tripI would have to quit and two
weeks before my trip I said, ohwow.
(09:39):
I either quit today or I don'tgo to Hawaii.
So I quit, put in my two weeks,and then I went to Hawaii and
that's where I officiallystarted Scott Social.
Russel (09:48):
I hope this story inspires someone right now.
Right?
Just, not only even just start abusiness, but if there's
anything you've been putting offor you feel reluctant to do, go
book something that forces youto make a decision.
I, I lo, I love this approach.
The power of a have to can neverbe underestimated.
Chelsea (10:05):
Yep.
So I know that's a lot ofbackstory.
It's adult scissors.
It's my dad almost dying.
It's this failed app I was apart of, but it all, every
single piece was so paramount tojust having day one at Scott
Social.
It all just added up in thispuzzle that that allowed me to
(10:27):
do that, which is really cool tolook back on.
Russel (10:30):
Just taking us on an emotional rollercoaster here,
Chelsea.
Let's, uh, I'm sure thelisteners appreciate that one
thing you did gloss over, Ithink in your, in your story,
and I'm just curious how muchyou feel like that impacted you
now that you've got thisexperience on your belt is, I
think you and I, I can'tremember exactly, but you said
you studied entrepreneurship inhigh school, and I know you had
a somewhat unique high schoolexperience.
(10:52):
How good was that for you?
And when you think about that,how much did that shape you?
Chelsea (10:56):
It changed everything for me.
I, in high school, actuallythought I wanted to go into the
medical field, and so I went toa STEM plus high school.
That's science, technology,engineering, and math.
The plus is entrepreneurship.
I went there for the sciencepiece.
I wanted to, I don't even knowwhat I wanted to do in the
medical field.
(11:17):
I just, I had Grey's Anatomyswarming in my head and that's,
yeah, what my goal was.
But I had a teacher sit me downand say.
I know this is what you want todo, or at least what you think
you want to do right now, butplease come to an
entrepreneurship class just forone day.
I think you're going to love it.
And if you don't, you can goback to your other classes.
(11:40):
And I went for one day and sameday dropped out of all of my
medical science classes and wentfull entrepreneurship.
So for around half of the day.
I was doing entrepreneurship inhigh school and by my second
year I was doing almost businessentrepreneurship.
(12:03):
All day.
All day.
Yeah.
Russel (12:04):
Wow.
Chelsea (12:05):
Mm-hmm.
Russel (12:05):
What?
What?
I mean, I feel like this needsto be all school in some form of
class, and not necessarilyalways business and
entrepreneurship, but yeah.
Anything you can think of like,oh man, I learned this when I
was like 16 years old that Istill live by today.
Chelsea (12:19):
Yep.
It's true.
And what's sad is that theschool ended up getting shut
down because.
The district didn't like that itwas different.
Um, the kids there weren'tgetting the best test scores,
but we were building robots andstarting businesses and doing
really cool things and I've beenable to follow a lot of the
students since.
(12:40):
And a lot of'em are doing theexact things they studied in
high school, which just isn'tcommon.
But yeah, doing business plancompetitions.
Really set me up well because Iwas used to standing in front of
a room of, of judges, ofentrepreneurs and business
owners and pitching my ideas andanswering questions on a whim,
(13:04):
which today I would just say isa sales call.
Really, it's not much different,but I was doing that in high
school, which was really a coolexperience.
Russel (13:14):
Yeah.
Yeah.
I mean, whether you realize itor not, or whether it's the same
use case that you're gonna havein lidar, like you're saying, a
pitch competition being similarto a sales call.
You know, you were, you werebuilding the skillset.
So this, this just seems likethe most orchestrated path of
person could almost be on for abusiness owner.
So all right, so you step awayand you start your business.
(13:35):
Mm-hmm.
And how were the first fewyears, how would you describe
the early days of starting yourbusiness?
Chelsea (13:41):
Yeah, the first few years I had no aspiration of
really building an agencybecause of where I just came
from at the time.
I said, yeah, agencies are kindof a scam and no one likes
working at them.
I'm not going to be the personthat creates this in the world.
And so I freelanced.
I traveled to over 20 countrieswhile working.
(14:04):
It was a really fun couple ofyears, and then I started to.
Realized that that want to notstart an agency was more based
in fear than anything else.
It was the fear that I wouldn'tbe able to create something
better, or the fear that Iwouldn't be able to deliver on
the results that I actuallywanted to.
(14:27):
And so acknowledging that wasstep one.
But then step two is, well, nowwhat?
Now that I know that this issomething I'm afraid of, how do
I actually get over this?
And um, Russell, you're going tolove this, but.
Um, it's, it's coaches and justpeople who have walked the path
I am trying to walk now.
(14:47):
That pulled me out of that fearjust to have a sounding board
and people to talk to and relateto, and that is really what
pulled me out of that fear quitea.
Russel (15:01):
I mean, I am biased, but if I just speak from my own
experience, I feel like almostvery similar story of just
starting a business at such ayoung age.
We, we, it's a challenge nomatter how you slice it, when
you're trying to figure yourlife out and yourself out and,
and how that fits into business.
Just how even more importantthat mentorship, coaching, and
things could be.
And I certainly was lucky enoughto have that.
(15:23):
In my own experience as well.
And uh, so I'm always just gladto hear that, uh, that folks
find that for themselves.
So what drew you to that as a,something you needed or
something that would be helpfulto you?
Because if I'm honest, we gotour first coach from a cold call
that were like, what the hell?
We Yeah, sure.
We'll give it a shot.
Um, but yeah, I'm curious howyou.
Chelsea (15:45):
Yeah, it was actually a friend who was also a
freelancer.
Um, her name's Diana, and weused to work together often from
coffee shops, and she reachedout to a coach and the coach
said, I can't work with you yet.
Here is a to-do list before wecan actually work together.
(16:05):
You have to realize we were purefreelancers.
There was no agency, and so itwould've been hard for a coach.
Give guidance without a fewpillars.
And she sent this to-do list tome and I said, well, I'm gonna
do that too.
Let's do it together.
I've never liked the idea ofbeing told no.
I like.
Every option being somethingthat's available to me, whether
(16:26):
I would choose it or not.
I don't like limitations.
And so knowing that I would atthat time be denied by a
business coach was deeplyunsettling to me.
So I went through this entirechecklist.
Um, Russel, we could pick thisapart in a session some time of
what that means about me, butnot today, Russel.
Russel (16:47):
Fair enough.
Chelsea (16:49):
Um, and yeah, I ended up working with that coach for a
bit and she helped me figure outhow to track my financials.
I mean, how to actually run asales call, how to have a
structure with that, how to puttogether a proposal.
It was such basic things, but Ihad barely any experience in the
(17:11):
realm of marketing, let aloneentrepreneurship.
And so I.
She was there when I needed her.
Definitely.
Russel (17:19):
And something I see quite a bit, right, is, you
know, most everyone that entersthe agency in whatever capacity
where they start out, similar toyou, kind of a glorified
freelancer or just an outrightfreelancer, um, they're good at
their craft and their trade, butthere's, as you now learned at
this point, there's.
8 million other things.
It seems like you also have tobe good at business and
(17:39):
sometimes just getting thosefundamentals, some knowledge
around those fundamentals.
Just a slight better reframing,polishing a way to do those.
What now seems like probablysimple concepts to you, I can
see where that can be aKickstarter as it sounds like it
was in your case.
Chelsea (17:54):
Yes.
It, it really was.
It's wild now to think back tonot having financials.
I wasn't tracking any of mynumbers.
That's so crazy.
But at the time, that was alight bulb moment of, oh wow, I
need to have a Google Sheets, Ineed to have a QuickBooks
account.
I need to be tracking this.
(18:15):
Um, and yeah, working with herwas great.
After that, I worked with acoach.
I did a retreat program and thatgave me a lot of hard truths.
I was probably the first time Ihad a coach be really honest
with me in a way that wasuncomfortable.
Russel (18:33):
Mm-hmm.
Chelsea (18:34):
I was talking about my agency to a room of people.
There were four coaches in theroom and four business owners,
and they asked me if I hadsocial media for my social media
agency and I said, funny story,no we don't.
And my coach looked at medeadpan and said, that's not
funny.
(18:55):
And I was like, oh my gosh, thisis embarrassing.
Um, and you already know Istarted my socials the next week
because just when you have thatkind of honesty and, it was
great working with her, but thatwas always meant to be a short
term partnership.
From there I was looking for alonger term partner, which is
(19:16):
where I found you and, um, Iwanted to work with you because
of your approach.
With managing a team.
It just in the way that I'vealways wanted to grow an agency,
which is one that's transparentand empathetic and really
prioritizes the person.
I could tell that that was yourapproach too.
(19:38):
And I think after working withyou now today, that's something
that does set us apart is.
The way that we get to interactas a team.
It's nothing like I'veexperienced it.
Any of the agencies I worked orinterned up,
Russel (19:54):
you built your most ideal place to work.
You crafted your that foryourself, it sounds like.
Chelsea (19:59):
Yeah, it's in progress, of course, but I am proud of
where that is now, and fear ofgrowing an agency has dissipated
now because I see that insteadof being afraid of hurting.
My team, team, I can be a partof the reason that they grow and
learn and get to experiencework-life balance and everything
(20:22):
that I didn't get in my firsttwo agencies.
Yeah.
Russel (20:26):
Yeah, I love that.
And you've done tremendous workon that.
Uh, by the way, and I wanna kindof peel back that onion because
I think that could be reallyjust beneficial to, you know,
folks listening and what thatjourney's been like for you and
the different things andsignificant investments I know
you've made in your business inthat front.
Um, but just, just to talk aboutwhat I know is some of that
(20:46):
transformation from where yourbusiness at today.
We met a little over a year ago.
I'm just curious, how would youhave described where your
business was at then and justhow you were thinking about it.
Chelsea (20:57):
Yeah.
Um, around a year ago while Ifelt that we were a team,
looking back, there was myselfand then there was my team.
They were separate, and even myteam felt very siloed.
I did a lot of just interviewingand listening and hearing from
(21:19):
my team how they were feeling,and they felt like there wasn't
transparency in Scott's social.
For example, when a client left,they didn't know if it was
something they did or why theclient was just gone.
They didn't know where Scott'ssocial was headed.
They didn't know how the economywas going to affect us or not.
(21:39):
They had so much uncertaintywith Scott Social.
Um, they felt that there wasn'tcollaboration much as a team and
as a remote company.
I can see where that comes from,but they felt really lonely and
siloed because we weren'tinteracting.
I don't even think we had teamcalls at the time and they
(22:01):
didn't say this.
Directly, but I could tell thatwhile I, I try to always listen
to the team.
I wasn't taking the time toactually ask them questions and
fully listen.
Russel (22:14):
Hmm.
Would you say that was more, youknew it was an important thing
to listen, but you didn't reallymaybe know what.
We were supposed to do with thator how to respond to that or
anything like that?
It just, you know, not differentthan a lot of things.
I feel like I've done an agencywhere I was doing the motions,
but I probably didn't reallyknow why, uh, I was actually
(22:34):
doing those motions.
Chelsea (22:36):
That's exactly it.
And I also don't think I had thetoolbox to ask good questions to
effectively listen.
That's something I hadn't flexedbefore.
Russel (22:51):
And I also, and to the extent you feel comfortable
sharing here, that in additionto just not having the work
environment that you knew youwanted to create and build, that
you weren't wholly comfortableabout the business performance
itself.
In revenue.
I mean, if we're being fullytransparent here, you were
looking for some side income toget you through some turbulent
waters.
Chelsea (23:11):
I at the time would've equated that to a number of
things, but I think it actuallydid stem from the team just not
performing as well as they couldhave because of the way I was
managing them and leading them.
There's a lot of factors there,but it seemed like when I
started investing more in theteam, not just resources and
(23:35):
retreats, but investing my timeinto the team, that is where
things really.
For us, it kind of seemed likenumbers were, um, a side effect
of just a team that genuinelyloves working together.
Russel (23:50):
Yeah.
Chelsea (23:51):
Mm-hmm.
Russel (23:52):
Which, which obviously takes time not to beat old
Chelsea up.
Too bad, right.
Any good investment takes timeto come to light.
And how would you just describe.
I mean, fast forward, I justfeel like you do from a lot of
investments you've made in thework we've done together, even
investments you've made outsideof the work we've done together
in terms of, um, how you'vegenerated leads for your
(24:12):
business and whatnot.
But how would you just describewhere the business is at today
and how you're looking at it?
Chelsea (24:19):
Yeah.
Where we're at today is I havevision now.
I feel.
Really hopeful and excited aboutwhere we're going, and I find
that the team feels a lot of thesame way.
The team comes to me now withideas for projects they want to
(24:39):
work on that we have nevertalked about and shares status
updates every week on thesecrazy projects.
Um.
It's just, it's, I find thatthey're just creatively
fulfilled and they'recollaborating as a team, and I
don't have to initiate thoseprojects or those conversations.
(25:00):
They're just doing it now.
And I guess I used to think thatculture was just a buzzword, but
now I see it.
I see a strong team culture and.
You can tell that the teamgenuinely loves and cares for
each other.
I see it in the way they speakto each other, encourage each
other, and I also see it in theway that they have hard
(25:23):
conversations with each other.
Wow.
Which is, that has been a recentdevelopment and that's been
really cool as well.
Russel (25:30):
Well, I mean, I don't know how easy it is.
Like one, I'm sure some folksmight have been to the, gotten
to a similar place you have andthey're like, yes, that makes
sense.
And it's able to reflect onthat.
And some people might be saying,what's this magical world you
speak of?
Um, uh, Chelsea and thisfairytale land?
Um, but Right.
I mean, just hearing that justmakes me think of all them.
(25:52):
Effects that that has to have inyour business if the team can
really knuckle down and takecare of the customer and the
delivery of the business, Iimagine that has to have been
able to free you up to do a lotof other things on the business
to find other things that needsignificant investment in the
business.
Is that the case and what aresome of those other things
(26:13):
you're focused on?
Chelsea (26:14):
That definitely is the case.
I mean, since these changes havebeen implemented, we've.
Doubled our clientele, um, andour, yeah.
Um, so a lot has changed there.
I'd say a lot of my time nowgoes into figuring out how to
Scott Social operate at this newlevel.
(26:36):
So I, I try not to say thatthings are broken and be hard on
myself'cause it's all justlearning.
But yeah, now I'm figuring outthe new set of things, but
luckily that's not the team.
Um, I find that I've been freedup now to put a lot more
attention into businessdevelopment, into setting the
vision for our company.
(26:57):
I've been able to plan someretreats.
For the team, which actually theteam helps plan now as well,
which is really nice.
We've been able to start anintern program.
An internship program, whichRussell's daughter actually was
able to take part in.
Yes,
Russel (27:12):
yes.
And by the way, if you'relistening, not to overwhelm your
application inbox for yourinternship program, but by far
and away one of the bestinternship programs that I have
seen.
Which I think just speaks tojust this culture you wanna
create of heavily investingthose people that come into your
ecosystem.
So if you got youngins at homeor if you're a youngin at home,
(27:36):
um, highly recommend youapplying to Chelsea's internship
program.
Chelsea (27:40):
Yes, please do it.
Say Scott
Russel (27:42):
Socials.
Scott Socials intern.
This is no longer Chelsea's.
This is Scott Socials.
Chelsea (27:47):
That is true.
Yeah.
We have a fall, spring, andsummer program.
Um, but yeah, I just, it'ssometimes hard to look back over
the past year and pinpoint whatexactly I've been working on
with my time.
But if I do think back, yeah,we've done a lot.
Um, really a lot.
Russel (28:10):
Well, and it feels like, um, maybe that when you think
about it, and I totallyempathize with this, for a lot
of agencies, uh, when we're insurvival mode, it's just hard to
think about a bigger, betterfuture.
We're just literally doing justthat, showing up every day and
trying to survive.
But when we get out of thespace, when this clouds part and
the sun comes out, um, that itreally just changes, you know?
(28:32):
Seeing in this, in your case, inother people's case, where it
just changes how you think aboutthe business, what you see as
possible future, and to havemore bandwidth, more time, more
margin to work on things thatyou're passionate about.
That that is, I mean, that'sjust a, that's a mountain or a
snowball rolling down a hill ofvalue.
And it's just fun for me to getto sit here and just hear that
(28:55):
take place for you.
Chelsea (28:57):
Yeah.
Yeah.
I think probably the biggestthing that's happened in the
last year above all that is justclarity for the whole team.
It's all just mental clarity.
We all have space to work on.
Of course, the client work, butwe all have so much space to
work on.
Scott Social.
(29:18):
It's not just me, it's the wholeteam.
We have a lot of free time justto do big, innovative and fun
projects.
Russel (29:27):
That's a word that I feel like it's thrown out a lot
and, but it's a powerful word.
Like how do you describeclarity?
Chelsea (29:34):
I remember hearing one time that the parts of your
brain where stress andcreativity are cannot both be
firing at the same time becausethey're literally in different
parts of your brain.
And I think we can all relateback to that when we're
stressed, we're not creative.
It's so hard to be both.
And so when we finally had theclouds part and stress went
(29:58):
down, creativity shot up.
And that is what clarity is forus.
It's that the noise from stresshas gone away.
And so we can create our ownnoise, and it's a creative one.
It's self-assigned projects.
It's the projects that duringthe weekend when you're on a
walk, you can't help but thinkabout it even though you're not
(30:20):
clocked in.
It's those kinds of moments thatI think clarity brings.
Russel (30:25):
Ah, the stuff you want to do, not that you feel you
have to,
Chelsea (30:30):
yeah.
Russel (30:31):
Hmm.
I like that.
I like this answer.
And very scientific as well, soit's gotta be, it's gotta be,
right?
Chelsea (30:37):
Yeah.
Yeah.
Fact, check me please,everybody.
Russel (30:40):
Yeah.
I dunno how many scientists wehave listening to this podcast,
but feel free to fact check.
Yeah.
You know, it's funny, thatbrings up a point.
I know this is something we haddiscussed and worked on at one
point, but I have to go soapboxhere for a minute and just say
how much I really don't likeincentive pay inside most
particular agencies format.
(31:01):
Um, which, if we wanna go downthe science route here for, um,
that there's a really great bookby.
Dan Ariely, PredictablyIrrational.
He just does all kinds ofstudies that basically net out
to say, humans are just wackywhen it comes to money.
Um, but what they found was thatincentive pay tends to work very
well for non-cognitiveexercises.
(31:23):
So widget making and just thingsthat are just extremely
repetitive and don't take a lotof cognitive function.
Um, humans work really well forincentives in that, but when it
comes to strategic thinking, tocreative thinking too.
Solving complex problems.
They've actually proven thatincentive pay decreases
performance significantly andactually has the opposite
(31:45):
effect.
And I know you were, you talkeda little bit about when we were
talking about how do we createmore of a robust incentive pay,
but we, we decided to not dothat and put that investment
elsewhere.
Where did that investment go andhow has that panned out for you?
Chelsea (32:03):
Yeah.
So instead of incentive pay, weput that money into better.
Or more team retreats.
So the team all lives in adifferent state, and so we
rarely get to see each other inperson.
This year we ended up going toPort Angeles and Washington, and
despite all the advice Ireceived from agency owners, we
(32:26):
did not do a single moment ofwork on this entire retreat
except for a photo shoot.
Which I found out from the teamwas actually one of their
favorite parts because of thecreativity.
And they each got to own onepart of the photo shoot.
It was their creative vision.
They directed it.
Um, it was really fun just towatch them be creative director
(32:49):
for part of the day.
But we went whale watching, wewent hiking.
We watched all the Twilightmovies.
As you do when your company ismostly Gen Z, and I was in the
kitchen of our shared Airbnb andI thought I heard someone crying
and so I looked over and theywere just crying from laughing
(33:11):
so hard.
Their faces were in their hands,they were crying, and that was
just a really cool moment.
I can't remember the last time Icried from laughing so hard.
And so for them to be able toexperience that on a work trip
with their coworkers, that is,that to me might even be the
biggest win of the year, is justseeing what that retreat was
(33:36):
able to bring to them.
And so, yeah, if I thinkincentive pay versus them away
from their lives, go on avacation with people who are now
friends to.
It doesn't really compare.
Russel (33:50):
You know, it's not to say that people are working just
because they enjoy it and theydon't need money in this
transaction, right.
Well, people need money to dojobs, but there's a point where
that doesn't matter.
So the real test, I guess, is ifyou thought, if you surveyed
them and asked them whetherthey'd rather have a few extra
bucks or rather have thatexperience, how do you think
they'd answer that?
Chelsea (34:10):
You know, I'm not sure.
I think most people would saythat they want money.
But I don't know after thatretreat, what my team would say.
But I know that what is best forthe company and where they will
see most happiness is throughthe retreat.
I did have an agency ownersuggest giving people a choice,
(34:31):
but I think people would, choosemoney.
But I, yeah, I don't think thatis actually what's best in the
long run.
Russel (34:39):
That brings up a good point.
I mean, I, I imagine especiallybefore they even gotta
experience something like that,hands out, it'd say, everybody
would say, take the money.
They dunno what that, they dunnowhat they're giving up on the
other side of that.
But yeah, I would, I'd becurious to know what they'd say
on the, on the backside of that.
And which also brings up a goodpoint, I think as good stewards
is good leaders in the business.
We absolutely need to take theinput of what people want, but
(35:02):
it's okay to also look at whatthey need and look at their
long-term best interests.
That is, that is actual, genuinecare and leadership is looking
ahead and it seems like you'vegot a number of different
mechanisms, which you'reactually taking that into
account in terms of how you'releading and team.
Chelsea (35:21):
I hope so.
After just seeing how thatretreat went and that.
Instead of incentive pay, wecould have the option to do a
second retreat throughout theyear.
Maybe it's smaller, maybe it's abit different, but I think it's
really important to just weighthose options.
I think that as funds becomeavailable, a second retreat
(35:42):
would be amazing for them.
Um, our retreat was inSeptember.
It's now end of November.
I don't know when this will air,but the momentum is still really
going from that time together.
I think two per year would beideal just to have that
consistent momentum.
Russel (36:00):
Can't wait to hear how the next one goes, but think
just even another little nuggetthat stems from that is, you
know, what you even said ofhaving this together and not
doing anything that has anythingto do with business.
Mm-hmm.
And how important that can be.
We're humans, we need reprieve.
We need to sometimes feel likethis hard thing we're doing
isn't work, or that it isn't alldollars and cents in business.
(36:23):
And so when we can sprinkle thatin however we need or can
sprinkle that in.
It changes how people thinkabout work probably, and
especially in a world todaywhere people don't have the
greatest view of work andemployers and given all the
different things we see outthere and the, the social
medias.
Chelsea (36:42):
Absolutely.
And I find too that with Gen Z.
One thing that is so, soimportant to them is empathy.
And a lot of Gen Z don't feelunderstood or listened to by not
just leadership, but also theircoworkers and so on.
That retreat, especially in thelong car rides they took
(37:02):
together where I wasn't there, Iknow they talked a lot about
just.
Hard things in their life.
They talked about traumas, theytalked about what they're
struggling with.
And so now I and the team knowthat, okay, around the holidays,
this team member's gonna bestruggling a little more because
they're going through something.
And it allowed us to reallybetter understand each other.
(37:24):
And I know that can sound likekind of a crazy concept.
I think for some generations toknow that we might know about
the team's traumas they'veexperienced and what's going on
in their personal life, but atleast with my team and what I've
seen from Gen Z, they reallyfeel listened to and I can lead
(37:44):
them so much better.
The team can assign tasks totheir coworkers better, and
that's the ROII wasn'tanticipating from the retreat is
just that better understandingof how to support each other so
much better than before.
Russel (38:02):
It's like business poetry, I feel like, uh, that
you just said, that, that's,that's an amazing insight and
takeaway that, I don't know, itjust sounds like it has such
reciprocal effects more than,you know, a new tool or, you
know, just something elsethat's, you might fall more into
the transactional side ofthings.
Chelsea (38:22):
Yeah, and like I said, I did get advice that, okay, I
should go over the our plans forScott Social or talk about
results or set the vision duringthis retreat.
But I found when I startedconsidering that, that I don't
want that to be just one timeper year.
I want that to be consistentthroughout the year on our
(38:45):
weekly calls.
I do think that that'simportant, yes, but not for the
retreat.
I think once a year to share thevision and inspire people and
whatever else, it's not enough.
Russel (38:57):
Well, I mean, we're humans.
We're emotional creatures.
As much as we like to thinkwe're all logical and linear
like that, that if you wanna getpeople motivated, just start
with excitement and start withconnections and friendship and
better coworker bonds.
And that will have way moreimpact than the greatest oration
(39:18):
of your vision and plans for thebusiness could ever in one
single instance.
But, and really, it sounds liketo your point, bake that into
the everyday conversation andlanguage of your business that's
gonna resonate, that's gonna beheard, that's gonna have action
taken upon it far more thansome.
Yeah.
Graham stand at a few dayretreat.
Chelsea (39:36):
Yep.
Absolutely.
Russel (39:38):
Man, beautiful.
Inspirational to me.
Um, very, very much so.
Chelsea, in, in this work you'vedone well, so just given where
everything it stands today,obviously you have a lot more
optimistic and outlook on thebusiness, but what's the big
plan with all this whatchatrying to achieve?
What's the grand vision forScott Social?
Chelsea (39:57):
Yeah, so our vision going into next year is to find
even more clarity to the pointof reaching just calm.
While I am a go-getter, I lovebeing busy.
I love doing all the things, andI think that's true for a lot of
our team too.
I have seen what clarity brings,and I want even more of that.
I don't wanna stop at theclarity we have now.
(40:17):
I wanna keep going.
So clarity
Russel (40:20):
sounds like your new drug.
Chelsea (40:22):
Yeah.
Yeah.
The new drug is calm.
Um, yeah.
So that, that's our word movinginto next year, and the team is
really excited about this aswell.
So we're starting to planinitiatives on what that looks
like, but.
I'd say that's our vision forright now.
Um, it doesn't have a set endingplace.
(40:43):
It's more just a, I guess, adesired feeling that I think
will elevate our businessincredibly.
I
Russel (40:51):
feel like the next time we do a, where are they now?
Podcast.
You're just gonna be in thiszen-like state and you won't
even say any words.
You'll just be, it'll just beoozing.
This nirvana of clarity, uh,about your presence that has
become your new, your new focus,which I'm not saying is a bad
thing at all.
I think that's amazing.
Chelsea (41:10):
I hope that's how I'm feeling.
Russel (41:13):
I'll be witness to this.
Yes.
Um, well, very cool.
Can't wait to see this all playout for you.
Love the things you've set up,the business.
Just really foundationalapproaches that, uh, that are
gonna have a significant impact.
So I guess one last big questionfor you, Chelsea, or
entrepreneurs born, are theymade?
Chelsea (41:31):
Oh gosh.
I knew that you asked thisquestion because I've listened
to your podcast, but then Iwasn't ready with an answer.
Um, I think both.
I think that you can be bornwith so many traits and talents
that lead you to become anentrepreneur, like using the
adult scissors and defying tofind simple orders potentially.
(41:55):
Um, but I think a lot of it ismade to, I learn new things
every single day, maybe morethan I would even hope to learn
sometimes than I think a lot ofagency owners would.
Say the same.
Russel (42:10):
Well, I will say, and our running joke is that, you
know, when I use the Enneagram alot with, in the businesses, I
don't know if you're a one or athree.
And by the way, just after thisconversation, again, I'm still
just as confused because, youknow, ones tend to be very rule
followers.
Threes probably more not.
Um, but then, um, oh, ones don'tlike to be told no either.
(42:30):
Um.
That that could also be, youcould probably say that might be
a trait of a three.
So anyway, all to say, I'm justas confused on that.
We'll continue to be my endingto unwrap but, If people wanna
know more about Scott Social,where can they go?
Chelsea (42:45):
Go to scott social marketing.com or follow us on
Instagram at Scott SocialMarketing.
You'll get to see the teamthere.
We post a lot of content fromour photo shoots and retreats,
so if you'd like to just take alook at what we're up to, that's
a great place to go.
Russel (43:02):
I promise you folks, you want to take a look.
Scott Socialist photo shoots arewild.
They're the epitome ofcreativity.
You cannot be anything less thanentertained and insightful in
that process.
So highly recommend that.
Well, gosh, Chelsea, I hate towrap this up, but it's been a
pleasure to sit down and, andjust go through the different
parts of your story.
Some I knew, some I didn't.
(43:23):
And it's so amazing to hear whatyou've built, the hard work and
investments you've made too.
Get to this place that you'reat, super proud of the work you
do and can't wait to see more ofit.
Chelsea (43:32):
Awesome.
Thanks Russell.
Russel (43:34):
You're welcome.
Thank you.
Thank you for listening to AnAgency Story podcast where every
story helps you write your own,subscribe, share, and join us
again for more real stories,lessons learned, and
breakthroughs ahead.
What's next?
You'll want to visit an agencystory.com/podcast and follow us
on Instagram at an agency storyfor the latest updates.
Chelsea (43:59):
So around a year ago, a team member was trying to
schedule something on mycalendar, and another team
member said, oh no, she can't.
She has Pilates on that day.
And I said, how do you knowabout my Pilates class?
And she said, oh, your Googlecalendar.
And I said, how do you haveaccess to my Google calendar?
Turns out every single thing Ihad done for the past three
(44:21):
years was visible to my entirecompany, and I had no idea.
And I will just say I put everysingle thing on my calendar.
So whether it, it was a datenight, a happy hour with
friends, um, really anything atall.
They've known my every move forthe past three years.
It's now private, but that was,uh, very embarrassing.
Russel (44:43):
I'm gonna pry further, but I can imagine sometimes the
things I put on my calendar Yep.
That, uh, you know, just, justshouldn't be public.
That's, uh, that's a, that's afair thing to happen.
Chelsea (44:54):
Yep.
I don't need to give any moredetails.
You can use your imagination onthat one.
Do your own calendar.
Russel (45:02):
Oh, that's funny.
That's too funny.
Welcome to An Agency Story podcast where owners and
experts share the real journey,the early struggles, the
breakthrough moments, andeverything in between.
I'm your host Russel Dubree,former eight figure agency
owner, turned business coach.
Sold my agency and now helpsagency leaders create their
ideal business.
Every agency has a story, andthis is your front row seat.
(01:38):
This is an agency story.
Welcome to the show today,everyone.
I have Chelsea Flower with ScottSocial here today.
Thank you so much for gracing uswith your presence today, miss
Chelsea.
Chelsea (01:56):
I have been looking forward to this.
Russel (01:58):
I, I don't, are you being, are you being sarcastic
right now?
No.
Okay.
Just checking.
Well.
I don't know.
Gosh, where do we even start?
I, we, we know each other.
Uh, I'm sure we'll, we'lluncover that throughout the
episode, but I guess maybe juststart how everybody else starts.
Tell us what Scott's Social doesand who you do it for.
Chelsea (02:18):
Yeah, so Scott Social is a boutique social media
agency.
We're based in Phoenix and thestate of Washington.
We offer organic, social paidads, influencer marketing, and
styled photo shoots.
Primarily the businesses we workfor, target a millennial female
audience.
So a lot of Taylor Swift memes.
Um, if you're a Swifty,
Russel (02:40):
I mean, I don't know, like how big of a fan do you
have to be to be considered aswifty?
Because I mean, I listen to themusic and I hear a lot about
Taylor Swift, so I don't know,am I a swifty or not?
Chelsea (02:51):
You might be, because I used to say I wasn't a swifty,
but when her new album came outand I knew every word within the
first week, I said, actually,yeah, I don't know if I can uh,
be allegations on this one.
I may be a swifty.
So Russell, you might be too,you know, a lot.
You
Russel (03:07):
know, I will, uh, I'll enjoy that.
I will consider myself part ofthe club.
Chelsea (03:12):
Yeah.
Russel (03:12):
Alright, so this will be a swift conversation amongst
Swifties.
Well, I know we're gonna talk alot about agency and maybe even
dabble in some Taylor Swift aswe go throughout this.
But I wanna start with youngChelsea.
Who was she?
Who did she want to be when shegrew up?
Tell us all about young Chelsea.
Chelsea (03:30):
Yeah, young Chelsea had a.
Problem with listening to therules.
I was consistently getting introuble in class for disobeying
rules that I felt this is very
Russel (03:40):
surprising.
Already.
We're, we've already blown mymind.
I know
Chelsea (03:43):
it's surprising.
Um, probably most notably are inthe first grade, my teacher
said, Hey, the adult scissorsare.
Not for any student's use.
You cannot use these.
And I said, okay, got it.
So all of them cannot use thosescissors, but I can.
So of course I landed in theprincipal's office.
That was a very common thingthroughout my childhood.
(04:05):
I always felt above the rules atthe same time as I was starting
businesses left and right, whichmeant my parents paid for all
the supplies I needed and weremy only customers.
So they got double hit on thebusiness front.
Russel (04:20):
That happens.
Chelsea (04:22):
Yeah.
But then in high school Istarted to study
entrepreneurship and take partin business plan competitions.
Went to college, joined astartup.
Um, we won number one app in theworld for a business plan
competition in Spain, which wasreally cool.
Um, what was
Russel (04:39):
the, what was the app?
Chelsea (04:41):
It was, for lack of a better word, it was the Airbnb
of storage.
It failed within a month.
We won best app in the world andhey, that's how startups go.
But shortly after that, my dadwas in a pretty serious
accident.
He is a home builder.
He was up on some scaffoldingand fell pretty far onto his
(05:04):
head, onto concrete, and my momlooked over and he was sitting,
laying in in a puddle of hisblood.
He wasn't breathing, so shestarted yelling for help even
though they were in.
Just the middle of nowhere inIdaho.
There was one restaurant nextdoor.
The only people eating therewere off-duty firefighters, so
(05:25):
they came over and led herthrough.
Russel (05:28):
That's pretty fortuitous to what, not to interrupt a
very, very tragic event here,but, uh, I mean, who better
could be eating next door?
Chelsea (05:36):
Yep.
Russel (05:37):
That, that's, that's gotta be a sign of something
here.
Chelsea (05:39):
I know.
It's, it's true.
Um, so yeah, they helped my momgive him CPR, they called a life
flight and he was flown to thehospital.
And this was about, gosh, maybetwo weeks before I was supposed
to leave for college in adifferent state.
And so I really sat with myselfthinking.
(06:00):
What I even feel good aboutmyself going to college right
now when my dad almost died andstill is not really in the
clear.
And I remember him just cryingand saying, Chelsea, you gotta
go like you.
You are meant for so much.
You have to go to college.
So I ended up going, and in theback of my mind this whole time,
I just have my dad's story inthe back of my head.
(06:21):
And when I ended up going towork in agencies, the first
agency I worked at.
Sometimes it almost felt like wewere scamming the businesses we
were working for.
We would post a stock image andthen pay for likes.
We would pay for followers, andit never.
(06:43):
I mean, of course, fake likesand followers, you're not
contributing to the bottom lineat all.
Russel (06:48):
Now was that, was that instant skeevy to you or was
that, you know, was this justhow it's done and, you know, I'm
just gonna participate?
How did you look at that, youknow, being your first job out
of Yep.
College essentially,
Chelsea (06:59):
my, I was shocked that this is the industry that I
chose because I, at that timethought, wow, so all marketing
is.
A scam.
Like it's what a I study for ifthis is what we're doing.
We also were doing somemarketing for a rehab center who
I believe is still in businesstoday.
I will not put them on blast,but they had a bunch of fake
(07:23):
reviews, um, one of which wasfrom dog, the Bounty Hunter,
which was obviously fake, but Ialso questioned whether they
were actually helping people ornot.
Mm-hmm.
And so I ethically was.
Really not feeling good aboutthe situation.
And the feeling I had this wholetime was, you know, I, I watched
(07:43):
my dad almost die for the smallbusiness that he owned, and yet
this is what then I wascontributing back to small
businesses was fake results.
It just, everything felt.
Just against each other.
Russel (07:59):
Why?
Why, why?
That's a, yep.
Yeah.
I could totally understand that.
Chelsea (08:03):
Yes.
And meanwhile, I had always hadthe dream of owning my business
or a business in general.
Um, and actually in college Idid dream of starting an agency
of my own, but I had a mentor atthe time laugh when I asked how
soon I could start a businessend.
My boss at this agency I wasworking at always said, Hey, you
(08:26):
know, we're a good team.
I do the sales and you do thesocial.
I don't think you could do whatI do and vice versa.
And so I was just hearing allthis feedback from people I
trusted that I couldn't own abusiness
Russel (08:40):
right.
If we go back to young Chelsea,though, this sounds like a prime
statement to make to you becauseof telling you a rule that, uh,
it doesn't seem like you'regonna follow
Chelsea (08:51):
that is actually know,
Russel (08:52):
we know where this goes a little bit, but
Chelsea (08:55):
Yep.
You know exactly where this isgoing.
Um, in a sense it.
When I did finally quit at theagency and started Scott Social,
it felt like channeling thatfirst grade, Chelsea, that was
reaching for the adult scissors,even though she was told over
and over again that those werenot for you.
And, um, I still had a lot offear though, I think as most do,
(09:19):
and I also felt bad aboutquitting.
I think like a lot of people doalso.
Um, but I love.
Travel, traveling.
So I booked a non-refundabletrip to Hawaii, even though I
was out of vacation time.
So that two weeks before my tripI would have to quit and two
weeks before my trip I said, ohwow.
(09:39):
I either quit today or I don'tgo to Hawaii.
So I quit, put in my two weeks,and then I went to Hawaii and
that's where I officiallystarted Scott Social.
Russel (09:48):
I hope this story inspires someone right now.
Right?
Just, not only even just start abusiness, but if there's
anything you've been putting offor you feel reluctant to do, go
book something that forces youto make a decision.
I, I lo, I love this approach.
The power of a have to can neverbe underestimated.
Chelsea (10:05):
Yep.
So I know that's a lot ofbackstory.
It's adult scissors.
It's my dad almost dying.
It's this failed app I was apart of, but it all, every
single piece was so paramount tojust having day one at Scott
Social.
It all just added up in thispuzzle that that allowed me to
(10:27):
do that, which is really cool tolook back on.
Russel (10:30):
Just taking us on an emotional rollercoaster here,
Chelsea.
Let's, uh, I'm sure thelisteners appreciate that one
thing you did gloss over, Ithink in your, in your story,
and I'm just curious how muchyou feel like that impacted you
now that you've got thisexperience on your belt is, I
think you and I, I can'tremember exactly, but you said
you studied entrepreneurship inhigh school, and I know you had
a somewhat unique high schoolexperience.
(10:52):
How good was that for you?
And when you think about that,how much did that shape you?
Chelsea (10:56):
It changed everything for me.
I, in high school, actuallythought I wanted to go into the
medical field, and so I went toa STEM plus high school.
That's science, technology,engineering, and math.
The plus is entrepreneurship.
I went there for the sciencepiece.
I wanted to, I don't even knowwhat I wanted to do in the
medical field.
(11:17):
I just, I had Grey's Anatomyswarming in my head and that's,
yeah, what my goal was.
But I had a teacher sit me downand say.
I know this is what you want todo, or at least what you think
you want to do right now, butplease come to an
entrepreneurship class just forone day.
I think you're going to love it.
And if you don't, you can goback to your other classes.
(11:40):
And I went for one day and sameday dropped out of all of my
medical science classes and wentfull entrepreneurship.
So for around half of the day.
I was doing entrepreneurship inhigh school and by my second
year I was doing almost businessentrepreneurship.
(12:03):
All day.
All day.
Yeah.
Russel (12:04):
Wow.
Chelsea (12:05):
Mm-hmm.
Russel (12:05):
What?
What?
I mean, I feel like this needsto be all school in some form of
class, and not necessarilyalways business and
entrepreneurship, but yeah.
Anything you can think of like,oh man, I learned this when I
was like 16 years old that Istill live by today.
Chelsea (12:19):
Yep.
It's true.
And what's sad is that theschool ended up getting shut
down because.
The district didn't like that itwas different.
Um, the kids there weren'tgetting the best test scores,
but we were building robots andstarting businesses and doing
really cool things and I've beenable to follow a lot of the
students since.
(12:40):
And a lot of'em are doing theexact things they studied in
high school, which just isn'tcommon.
But yeah, doing business plancompetitions.
Really set me up well because Iwas used to standing in front of
a room of, of judges, ofentrepreneurs and business
owners and pitching my ideas andanswering questions on a whim,
(13:04):
which today I would just say isa sales call.
Really, it's not much different,but I was doing that in high
school, which was really a coolexperience.
Russel (13:14):
Yeah.
Yeah.
I mean, whether you realize itor not, or whether it's the same
use case that you're gonna havein lidar, like you're saying, a
pitch competition being similarto a sales call.
You know, you were, you werebuilding the skillset.
So this, this just seems likethe most orchestrated path of
person could almost be on for abusiness owner.
So all right, so you step awayand you start your business.
(13:35):
Mm-hmm.
And how were the first fewyears, how would you describe
the early days of starting yourbusiness?
Chelsea (13:41):
Yeah, the first few years I had no aspiration of
really building an agencybecause of where I just came
from at the time.
I said, yeah, agencies are kindof a scam and no one likes
working at them.
I'm not going to be the personthat creates this in the world.
And so I freelanced.
I traveled to over 20 countrieswhile working.
(14:04):
It was a really fun couple ofyears, and then I started to.
Realized that that want to notstart an agency was more based
in fear than anything else.
It was the fear that I wouldn'tbe able to create something
better, or the fear that Iwouldn't be able to deliver on
the results that I actuallywanted to.
(14:27):
And so acknowledging that wasstep one.
But then step two is, well, nowwhat?
Now that I know that this issomething I'm afraid of, how do
I actually get over this?
And um, Russell, you're going tolove this, but.
Um, it's, it's coaches and justpeople who have walked the path
I am trying to walk now.
(14:47):
That pulled me out of that fearjust to have a sounding board
and people to talk to and relateto, and that is really what
pulled me out of that fear quitea.
Russel (15:01):
I mean, I am biased, but if I just speak from my own
experience, I feel like almostvery similar story of just
starting a business at such ayoung age.
We, we, it's a challenge nomatter how you slice it, when
you're trying to figure yourlife out and yourself out and,
and how that fits into business.
Just how even more importantthat mentorship, coaching, and
things could be.
And I certainly was lucky enoughto have that.
(15:23):
In my own experience as well.
And uh, so I'm always just gladto hear that, uh, that folks
find that for themselves.
So what drew you to that as a,something you needed or
something that would be helpfulto you?
Because if I'm honest, we gotour first coach from a cold call
that were like, what the hell?
We Yeah, sure.
We'll give it a shot.
Um, but yeah, I'm curious howyou.
Chelsea (15:45):
Yeah, it was actually a friend who was also a
freelancer.
Um, her name's Diana, and weused to work together often from
coffee shops, and she reachedout to a coach and the coach
said, I can't work with you yet.
Here is a to-do list before wecan actually work together.
(16:05):
You have to realize we were purefreelancers.
There was no agency, and so itwould've been hard for a coach.
Give guidance without a fewpillars.
And she sent this to-do list tome and I said, well, I'm gonna
do that too.
Let's do it together.
I've never liked the idea ofbeing told no.
I like.
Every option being somethingthat's available to me, whether
(16:26):
I would choose it or not.
I don't like limitations.
And so knowing that I would atthat time be denied by a
business coach was deeplyunsettling to me.
So I went through this entirechecklist.
Um, Russel, we could pick thisapart in a session some time of
what that means about me, butnot today, Russel.
Russel (16:47):
Fair enough.
Chelsea (16:49):
Um, and yeah, I ended up working with that coach for a
bit and she helped me figure outhow to track my financials.
I mean, how to actually run asales call, how to have a
structure with that, how to puttogether a proposal.
It was such basic things, but Ihad barely any experience in the
(17:11):
realm of marketing, let aloneentrepreneurship.
And so I.
She was there when I needed her.
Definitely.
Russel (17:19):
And something I see quite a bit, right, is, you
know, most everyone that entersthe agency in whatever capacity
where they start out, similar toyou, kind of a glorified
freelancer or just an outrightfreelancer, um, they're good at
their craft and their trade, butthere's, as you now learned at
this point, there's.
8 million other things.
It seems like you also have tobe good at business and
(17:39):
sometimes just getting thosefundamentals, some knowledge
around those fundamentals.
Just a slight better reframing,polishing a way to do those.
What now seems like probablysimple concepts to you, I can
see where that can be aKickstarter as it sounds like it
was in your case.
Chelsea (17:54):
Yes.
It, it really was.
It's wild now to think back tonot having financials.
I wasn't tracking any of mynumbers.
That's so crazy.
But at the time, that was alight bulb moment of, oh wow, I
need to have a Google Sheets, Ineed to have a QuickBooks
account.
I need to be tracking this.
(18:15):
Um, and yeah, working with herwas great.
After that, I worked with acoach.
I did a retreat program and thatgave me a lot of hard truths.
I was probably the first time Ihad a coach be really honest
with me in a way that wasuncomfortable.
Russel (18:33):
Mm-hmm.
Chelsea (18:34):
I was talking about my agency to a room of people.
There were four coaches in theroom and four business owners,
and they asked me if I hadsocial media for my social media
agency and I said, funny story,no we don't.
And my coach looked at medeadpan and said, that's not
funny.
(18:55):
And I was like, oh my gosh, thisis embarrassing.
Um, and you already know Istarted my socials the next week
because just when you have thatkind of honesty and, it was
great working with her, but thatwas always meant to be a short
term partnership.
From there I was looking for alonger term partner, which is
(19:16):
where I found you and, um, Iwanted to work with you because
of your approach.
With managing a team.
It just in the way that I'vealways wanted to grow an agency,
which is one that's transparentand empathetic and really
prioritizes the person.
I could tell that that was yourapproach too.
(19:38):
And I think after working withyou now today, that's something
that does set us apart is.
The way that we get to interactas a team.
It's nothing like I'veexperienced it.
Any of the agencies I worked orinterned up,
Russel (19:54):
you built your most ideal place to work.
You crafted your that foryourself, it sounds like.
Chelsea (19:59):
Yeah, it's in progress, of course, but I am proud of
where that is now, and fear ofgrowing an agency has dissipated
now because I see that insteadof being afraid of hurting.
My team, team, I can be a partof the reason that they grow and
learn and get to experiencework-life balance and everything
(20:22):
that I didn't get in my firsttwo agencies.
Yeah.
Russel (20:26):
Yeah, I love that.
And you've done tremendous workon that.
Uh, by the way, and I wanna kindof peel back that onion because
I think that could be reallyjust beneficial to, you know,
folks listening and what thatjourney's been like for you and
the different things andsignificant investments I know
you've made in your business inthat front.
Um, but just, just to talk aboutwhat I know is some of that
(20:46):
transformation from where yourbusiness at today.
We met a little over a year ago.
I'm just curious, how would youhave described where your
business was at then and justhow you were thinking about it.
Chelsea (20:57):
Yeah.
Um, around a year ago while Ifelt that we were a team,
looking back, there was myselfand then there was my team.
They were separate, and even myteam felt very siloed.
I did a lot of just interviewingand listening and hearing from
(21:19):
my team how they were feeling,and they felt like there wasn't
transparency in Scott's social.
For example, when a client left,they didn't know if it was
something they did or why theclient was just gone.
They didn't know where Scott'ssocial was headed.
They didn't know how the economywas going to affect us or not.
(21:39):
They had so much uncertaintywith Scott Social.
Um, they felt that there wasn'tcollaboration much as a team and
as a remote company.
I can see where that comes from,but they felt really lonely and
siloed because we weren'tinteracting.
I don't even think we had teamcalls at the time and they
(22:01):
didn't say this.
Directly, but I could tell thatwhile I, I try to always listen
to the team.
I wasn't taking the time toactually ask them questions and
fully listen.
Russel (22:14):
Hmm.
Would you say that was more, youknew it was an important thing
to listen, but you didn't reallymaybe know what.
We were supposed to do with thator how to respond to that or
anything like that?
It just, you know, not differentthan a lot of things.
I feel like I've done an agencywhere I was doing the motions,
but I probably didn't reallyknow why, uh, I was actually
(22:34):
doing those motions.
Chelsea (22:36):
That's exactly it.
And I also don't think I had thetoolbox to ask good questions to
effectively listen.
That's something I hadn't flexedbefore.
Russel (22:51):
And I also, and to the extent you feel comfortable
sharing here, that in additionto just not having the work
environment that you knew youwanted to create and build, that
you weren't wholly comfortableabout the business performance
itself.
In revenue.
I mean, if we're being fullytransparent here, you were
looking for some side income toget you through some turbulent
waters.
Chelsea (23:11):
I at the time would've equated that to a number of
things, but I think it actuallydid stem from the team just not
performing as well as they couldhave because of the way I was
managing them and leading them.
There's a lot of factors there,but it seemed like when I
started investing more in theteam, not just resources and
(23:35):
retreats, but investing my timeinto the team, that is where
things really.
For us, it kind of seemed likenumbers were, um, a side effect
of just a team that genuinelyloves working together.
Russel (23:50):
Yeah.
Chelsea (23:51):
Mm-hmm.
Russel (23:52):
Which, which obviously takes time not to beat old
Chelsea up.
Too bad, right.
Any good investment takes timeto come to light.
And how would you just describe.
I mean, fast forward, I justfeel like you do from a lot of
investments you've made in thework we've done together, even
investments you've made outsideof the work we've done together
in terms of, um, how you'vegenerated leads for your
(24:12):
business and whatnot.
But how would you just describewhere the business is at today
and how you're looking at it?
Chelsea (24:19):
Yeah.
Where we're at today is I havevision now.
I feel.
Really hopeful and excited aboutwhere we're going, and I find
that the team feels a lot of thesame way.
The team comes to me now withideas for projects they want to
(24:39):
work on that we have nevertalked about and shares status
updates every week on thesecrazy projects.
Um.
It's just, it's, I find thatthey're just creatively
fulfilled and they'recollaborating as a team, and I
don't have to initiate thoseprojects or those conversations.
(25:00):
They're just doing it now.
And I guess I used to think thatculture was just a buzzword, but
now I see it.
I see a strong team culture and.
You can tell that the teamgenuinely loves and cares for
each other.
I see it in the way they speakto each other, encourage each
other, and I also see it in theway that they have hard
(25:23):
conversations with each other.
Wow.
Which is, that has been a recentdevelopment and that's been
really cool as well.
Russel (25:30):
Well, I mean, I don't know how easy it is.
Like one, I'm sure some folksmight have been to the, gotten
to a similar place you have andthey're like, yes, that makes
sense.
And it's able to reflect onthat.
And some people might be saying,what's this magical world you
speak of?
Um, uh, Chelsea and thisfairytale land?
Um, but Right.
I mean, just hearing that justmakes me think of all them.
(25:52):
Effects that that has to have inyour business if the team can
really knuckle down and takecare of the customer and the
delivery of the business, Iimagine that has to have been
able to free you up to do a lotof other things on the business
to find other things that needsignificant investment in the
business.
Is that the case and what aresome of those other things
(26:13):
you're focused on?
Chelsea (26:14):
That definitely is the case.
I mean, since these changes havebeen implemented, we've.
Doubled our clientele, um, andour, yeah.
Um, so a lot has changed there.
I'd say a lot of my time nowgoes into figuring out how to
Scott Social operate at this newlevel.
(26:36):
So I, I try not to say thatthings are broken and be hard on
myself'cause it's all justlearning.
But yeah, now I'm figuring outthe new set of things, but
luckily that's not the team.
Um, I find that I've been freedup now to put a lot more
attention into businessdevelopment, into setting the
vision for our company.
(26:57):
I've been able to plan someretreats.
For the team, which actually theteam helps plan now as well,
which is really nice.
We've been able to start anintern program.
An internship program, whichRussell's daughter actually was
able to take part in.
Yes,
Russel (27:12):
yes.
And by the way, if you'relistening, not to overwhelm your
application inbox for yourinternship program, but by far
and away one of the bestinternship programs that I have
seen.
Which I think just speaks tojust this culture you wanna
create of heavily investingthose people that come into your
ecosystem.
So if you got youngins at homeor if you're a youngin at home,
(27:36):
um, highly recommend youapplying to Chelsea's internship
program.
Chelsea (27:40):
Yes, please do it.
Say Scott
Russel (27:42):
Socials.
Scott Socials intern.
This is no longer Chelsea's.
This is Scott Socials.
Chelsea (27:47):
That is true.
Yeah.
We have a fall, spring, andsummer program.
Um, but yeah, I just, it'ssometimes hard to look back over
the past year and pinpoint whatexactly I've been working on
with my time.
But if I do think back, yeah,we've done a lot.
Um, really a lot.
Russel (28:10):
Well, and it feels like, um, maybe that when you think
about it, and I totallyempathize with this, for a lot
of agencies, uh, when we're insurvival mode, it's just hard to
think about a bigger, betterfuture.
We're just literally doing justthat, showing up every day and
trying to survive.
But when we get out of thespace, when this clouds part and
the sun comes out, um, that itreally just changes, you know?
(28:32):
Seeing in this, in your case, inother people's case, where it
just changes how you think aboutthe business, what you see as
possible future, and to havemore bandwidth, more time, more
margin to work on things thatyou're passionate about.
That that is, I mean, that'sjust a, that's a mountain or a
snowball rolling down a hill ofvalue.
And it's just fun for me to getto sit here and just hear that
(28:55):
take place for you.
Chelsea (28:57):
Yeah.
Yeah.
I think probably the biggestthing that's happened in the
last year above all that is justclarity for the whole team.
It's all just mental clarity.
We all have space to work on.
Of course, the client work, butwe all have so much space to
work on.
Scott Social.
(29:18):
It's not just me, it's the wholeteam.
We have a lot of free time justto do big, innovative and fun
projects.
Russel (29:27):
That's a word that I feel like it's thrown out a lot
and, but it's a powerful word.
Like how do you describeclarity?
Chelsea (29:34):
I remember hearing one time that the parts of your
brain where stress andcreativity are cannot both be
firing at the same time becausethey're literally in different
parts of your brain.
And I think we can all relateback to that when we're
stressed, we're not creative.
It's so hard to be both.
And so when we finally had theclouds part and stress went
(29:58):
down, creativity shot up.
And that is what clarity is forus.
It's that the noise from stresshas gone away.
And so we can create our ownnoise, and it's a creative one.
It's self-assigned projects.
It's the projects that duringthe weekend when you're on a
walk, you can't help but thinkabout it even though you're not
(30:20):
clocked in.
It's those kinds of moments thatI think clarity brings.
Russel (30:25):
Ah, the stuff you want to do, not that you feel you
have to,
Chelsea (30:30):
yeah.
Russel (30:31):
Hmm.
I like that.
I like this answer.
And very scientific as well, soit's gotta be, it's gotta be,
right?
Chelsea (30:37):
Yeah.
Yeah.
Fact, check me please,everybody.
Russel (30:40):
Yeah.
I dunno how many scientists wehave listening to this podcast,
but feel free to fact check.
Yeah.
You know, it's funny, thatbrings up a point.
I know this is something we haddiscussed and worked on at one
point, but I have to go soapboxhere for a minute and just say
how much I really don't likeincentive pay inside most
particular agencies format.
(31:01):
Um, which, if we wanna go downthe science route here for, um,
that there's a really great bookby.
Dan Ariely, PredictablyIrrational.
He just does all kinds ofstudies that basically net out
to say, humans are just wackywhen it comes to money.
Um, but what they found was thatincentive pay tends to work very
well for non-cognitiveexercises.
(31:23):
So widget making and just thingsthat are just extremely
repetitive and don't take a lotof cognitive function.
Um, humans work really well forincentives in that, but when it
comes to strategic thinking, tocreative thinking too.
Solving complex problems.
They've actually proven thatincentive pay decreases
performance significantly andactually has the opposite
(31:45):
effect.
And I know you were, you talkeda little bit about when we were
talking about how do we createmore of a robust incentive pay,
but we, we decided to not dothat and put that investment
elsewhere.
Where did that investment go andhow has that panned out for you?
Chelsea (32:03):
Yeah.
So instead of incentive pay, weput that money into better.
Or more team retreats.
So the team all lives in adifferent state, and so we
rarely get to see each other inperson.
This year we ended up going toPort Angeles and Washington, and
despite all the advice Ireceived from agency owners, we
(32:26):
did not do a single moment ofwork on this entire retreat
except for a photo shoot.
Which I found out from the teamwas actually one of their
favorite parts because of thecreativity.
And they each got to own onepart of the photo shoot.
It was their creative vision.
They directed it.
Um, it was really fun just towatch them be creative director
(32:49):
for part of the day.
But we went whale watching, wewent hiking.
We watched all the Twilightmovies.
As you do when your company ismostly Gen Z, and I was in the
kitchen of our shared Airbnb andI thought I heard someone crying
and so I looked over and theywere just crying from laughing
(33:11):
so hard.
Their faces were in their hands,they were crying, and that was
just a really cool moment.
I can't remember the last time Icried from laughing so hard.
And so for them to be able toexperience that on a work trip
with their coworkers, that is,that to me might even be the
biggest win of the year, is justseeing what that retreat was
(33:36):
able to bring to them.
And so, yeah, if I thinkincentive pay versus them away
from their lives, go on avacation with people who are now
friends to.
It doesn't really compare.
Russel (33:50):
You know, it's not to say that people are working just
because they enjoy it and theydon't need money in this
transaction, right.
Well, people need money to dojobs, but there's a point where
that doesn't matter.
So the real test, I guess, is ifyou thought, if you surveyed
them and asked them whetherthey'd rather have a few extra
bucks or rather have thatexperience, how do you think
they'd answer that?
Chelsea (34:10):
You know, I'm not sure.
I think most people would saythat they want money.
But I don't know after thatretreat, what my team would say.
But I know that what is best forthe company and where they will
see most happiness is throughthe retreat.
I did have an agency ownersuggest giving people a choice,
(34:31):
but I think people would, choosemoney.
But I, yeah, I don't think thatis actually what's best in the
long run.
Russel (34:39):
That brings up a good point.
I mean, I, I imagine especiallybefore they even gotta
experience something like that,hands out, it'd say, everybody
would say, take the money.
They dunno what that, they dunnowhat they're giving up on the
other side of that.
But yeah, I would, I'd becurious to know what they'd say
on the, on the backside of that.
And which also brings up a goodpoint, I think as good stewards
is good leaders in the business.
We absolutely need to take theinput of what people want, but
(35:02):
it's okay to also look at whatthey need and look at their
long-term best interests.
That is, that is actual, genuinecare and leadership is looking
ahead and it seems like you'vegot a number of different
mechanisms, which you'reactually taking that into
account in terms of how you'releading and team.
Chelsea (35:21):
I hope so.
After just seeing how thatretreat went and that.
Instead of incentive pay, wecould have the option to do a
second retreat throughout theyear.
Maybe it's smaller, maybe it's abit different, but I think it's
really important to just weighthose options.
I think that as funds becomeavailable, a second retreat
(35:42):
would be amazing for them.
Um, our retreat was inSeptember.
It's now end of November.
I don't know when this will air,but the momentum is still really
going from that time together.
I think two per year would beideal just to have that
consistent momentum.
Russel (36:00):
Can't wait to hear how the next one goes, but think
just even another little nuggetthat stems from that is, you
know, what you even said ofhaving this together and not
doing anything that has anythingto do with business.
Mm-hmm.
And how important that can be.
We're humans, we need reprieve.
We need to sometimes feel likethis hard thing we're doing
isn't work, or that it isn't alldollars and cents in business.
(36:23):
And so when we can sprinkle thatin however we need or can
sprinkle that in.
It changes how people thinkabout work probably, and
especially in a world todaywhere people don't have the
greatest view of work andemployers and given all the
different things we see outthere and the, the social
medias.
Chelsea (36:42):
Absolutely.
And I find too that with Gen Z.
One thing that is so, soimportant to them is empathy.
And a lot of Gen Z don't feelunderstood or listened to by not
just leadership, but also theircoworkers and so on.
That retreat, especially in thelong car rides they took
(37:02):
together where I wasn't there, Iknow they talked a lot about
just.
Hard things in their life.
They talked about traumas, theytalked about what they're
struggling with.
And so now I and the team knowthat, okay, around the holidays,
this team member's gonna bestruggling a little more because
they're going through something.
And it allowed us to reallybetter understand each other.
(37:24):
And I know that can sound likekind of a crazy concept.
I think for some generations toknow that we might know about
the team's traumas they'veexperienced and what's going on
in their personal life, but atleast with my team and what I've
seen from Gen Z, they reallyfeel listened to and I can lead
(37:44):
them so much better.
The team can assign tasks totheir coworkers better, and
that's the ROII wasn'tanticipating from the retreat is
just that better understandingof how to support each other so
much better than before.
Russel (38:02):
It's like business poetry, I feel like, uh, that
you just said, that, that's,that's an amazing insight and
takeaway that, I don't know, itjust sounds like it has such
reciprocal effects more than,you know, a new tool or, you
know, just something elsethat's, you might fall more into
the transactional side ofthings.
Chelsea (38:22):
Yeah, and like I said, I did get advice that, okay, I
should go over the our plans forScott Social or talk about
results or set the vision duringthis retreat.
But I found when I startedconsidering that, that I don't
want that to be just one timeper year.
I want that to be consistentthroughout the year on our
(38:45):
weekly calls.
I do think that that'simportant, yes, but not for the
retreat.
I think once a year to share thevision and inspire people and
whatever else, it's not enough.
Russel (38:57):
Well, I mean, we're humans.
We're emotional creatures.
As much as we like to thinkwe're all logical and linear
like that, that if you wanna getpeople motivated, just start
with excitement and start withconnections and friendship and
better coworker bonds.
And that will have way moreimpact than the greatest oration
(39:18):
of your vision and plans for thebusiness could ever in one
single instance.
But, and really, it sounds liketo your point, bake that into
the everyday conversation andlanguage of your business that's
gonna resonate, that's gonna beheard, that's gonna have action
taken upon it far more thansome.
Yeah.
Graham stand at a few dayretreat.
Chelsea (39:36):
Yep.
Absolutely.
Russel (39:38):
Man, beautiful.
Inspirational to me.
Um, very, very much so.
Chelsea, in, in this work you'vedone well, so just given where
everything it stands today,obviously you have a lot more
optimistic and outlook on thebusiness, but what's the big
plan with all this whatchatrying to achieve?
What's the grand vision forScott Social?
Chelsea (39:57):
Yeah, so our vision going into next year is to find
even more clarity to the pointof reaching just calm.
While I am a go-getter, I lovebeing busy.
I love doing all the things, andI think that's true for a lot of
our team too.
I have seen what clarity brings,and I want even more of that.
I don't wanna stop at theclarity we have now.
(40:17):
I wanna keep going.
So clarity
Russel (40:20):
sounds like your new drug.
Chelsea (40:22):
Yeah.
Yeah.
The new drug is calm.
Um, yeah.
So that, that's our word movinginto next year, and the team is
really excited about this aswell.
So we're starting to planinitiatives on what that looks
like, but.
I'd say that's our vision forright now.
Um, it doesn't have a set endingplace.
(40:43):
It's more just a, I guess, adesired feeling that I think
will elevate our businessincredibly.
I
Russel (40:51):
feel like the next time we do a, where are they now?
Podcast.
You're just gonna be in thiszen-like state and you won't
even say any words.
You'll just be, it'll just beoozing.
This nirvana of clarity, uh,about your presence that has
become your new, your new focus,which I'm not saying is a bad
thing at all.
I think that's amazing.
Chelsea (41:10):
I hope that's how I'm feeling.
Russel (41:13):
I'll be witness to this.
Yes.
Um, well, very cool.
Can't wait to see this all playout for you.
Love the things you've set up,the business.
Just really foundationalapproaches that, uh, that are
gonna have a significant impact.
So I guess one last big questionfor you, Chelsea, or
entrepreneurs born, are theymade?
Chelsea (41:31):
Oh gosh.
I knew that you asked thisquestion because I've listened
to your podcast, but then Iwasn't ready with an answer.
Um, I think both.
I think that you can be bornwith so many traits and talents
that lead you to become anentrepreneur, like using the
adult scissors and defying tofind simple orders potentially.
(41:55):
Um, but I think a lot of it ismade to, I learn new things
every single day, maybe morethan I would even hope to learn
sometimes than I think a lot ofagency owners would.
Say the same.
Russel (42:10):
Well, I will say, and our running joke is that, you
know, when I use the Enneagram alot with, in the businesses, I
don't know if you're a one or athree.
And by the way, just after thisconversation, again, I'm still
just as confused because, youknow, ones tend to be very rule
followers.
Threes probably more not.
Um, but then, um, oh, ones don'tlike to be told no either.
(42:30):
Um.
That that could also be, youcould probably say that might be
a trait of a three.
So anyway, all to say, I'm justas confused on that.
We'll continue to be my endingto unwrap but, If people wanna
know more about Scott Social,where can they go?
Chelsea (42:45):
Go to scott social marketing.com or follow us on
Instagram at Scott SocialMarketing.
You'll get to see the teamthere.
We post a lot of content fromour photo shoots and retreats,
so if you'd like to just take alook at what we're up to, that's
a great place to go.
Russel (43:02):
I promise you folks, you want to take a look.
Scott Socialist photo shoots arewild.
They're the epitome ofcreativity.
You cannot be anything less thanentertained and insightful in
that process.
So highly recommend that.
Well, gosh, Chelsea, I hate towrap this up, but it's been a
pleasure to sit down and, andjust go through the different
parts of your story.
Some I knew, some I didn't.
(43:23):
And it's so amazing to hear whatyou've built, the hard work and
investments you've made too.
Get to this place that you'reat, super proud of the work you
do and can't wait to see more ofit.
Chelsea (43:32):
Awesome.
Thanks Russell.
Russel (43:34):
You're welcome.
Thank you.
Thank you for listening to AnAgency Story podcast where every
story helps you write your own,subscribe, share, and join us
again for more real stories,lessons learned, and
breakthroughs ahead.
What's next?
You'll want to visit an agencystory.com/podcast and follow us
on Instagram at an agency storyfor the latest updates.
Chelsea (43:59):
So around a year ago, a team member was trying to
schedule something on mycalendar, and another team
member said, oh no, she can't.
She has Pilates on that day.
And I said, how do you knowabout my Pilates class?
And she said, oh, your Googlecalendar.
And I said, how do you haveaccess to my Google calendar?
Turns out every single thing Ihad done for the past three
(44:21):
years was visible to my entirecompany, and I had no idea.
And I will just say I put everysingle thing on my calendar.
So whether it, it was a datenight, a happy hour with
friends, um, really anything atall.
They've known my every move forthe past three years.
It's now private, but that was,uh, very embarrassing.
Russel (44:43):
I'm gonna pry further, but I can imagine sometimes the
things I put on my calendar Yep.
That, uh, you know, just, justshouldn't be public.
That's, uh, that's a, that's afair thing to happen.
Chelsea (44:54):
Yep.
I don't need to give any moredetails.
You can use your imagination onthat one.
Do your own calendar.
Russel (45:02):
Oh, that's funny.
That's too funny.
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