October 24, 2023 • 16 mins
Think of your brand as a narrative, a compelling story that you're telling the world. Are you ready to embark on the journey of creating a brand that is much more significant than just you? Join me, Tiffany Largy, as I guide you through harnessing the power of your unique story to construct your dream life. This episode is packed with insights on how to magnify your brand, connect with your audience, and position yourself as the ultimate solution to a pressing problem.
Let's dissect the four essential questions every CEO must answer about their business, and the dangers of falling into comparison traps in the market. I'll be pulling back the curtain on the critical importance of understanding your business data and maximising your conversion. Whether you're aspiring to hit that six or seven-figure mark, this conversation is a goldmine of information to help you navigate your entrepreneurial journey. A special gift awaits you at wwwstractpustle.com to assist you in crafting your story and building that empire you've always dreamt of. So, let’s get started and remember - we're not just building a business, we're building a damn legacy!
WHOOOOAAAA!!!! ANOTHER AMAZING EPISODE! Yes and more yes!!!
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3. Are you connected to ours or our CEO's INSTAGRAM or Facebook ... here you go for her's business pages and here is our's.
4. Youtube - WHY YES... we have a WHOLE lot to say there... here is our favorite.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:01):
Hey, you welcome to Build the Damp Thing, A place
where myself, tiffany Largy andour amazing Do the Damp Thing
coaches show you how to use yourstory to build it all.
Whether it's your first sixfigures, your next layer of
multiple six figures, or maybeyou're on your way to a minute,
(00:22):
and if it's not, that it's thelife of your dreams, where you
are free, you are strong and youare whole.
First, we're going to show youhow to use your story to build a
strong foundation, and then,next, we're going to show you
how to use your story in salesand marketing to clean up the
crots.
And last but not least, we'regoing to show you how to use
your story to gather people,because the truth of the matter
(00:44):
is that there's nothing strongerthan being connected to people
who just understand you as youare where you are, so you can
stop explaining yourself.
I want to remind you that, nowthat you're here, you are home
and I officially welcome you toour family.
Alright, let's get started Now.
(01:04):
I'm going to be really honestwith you.
I actually believe that it'shard to build a seven figure
brand, or a brand in general,without self-awareness from the
CEO Like I can't emphasize thatenough.
My responsibility as a CEO, as aleader of whatever thing that
I'm in front of it, as I'mbuilding the Damp Thing is to
(01:25):
make sure that I am building abrand that is strong enough for
other people to stand on.
If I'm just building a brandthat's just good enough for
myself, then what the hell am Idoing?
I'm kind of wasting time.
We have a responsibility asCEOs to build a brand that's big
enough, strong enough, moredelicious enough for other
people to stand on, because thetruth of the matter is that we
really get somewhere when webuild something that is bigger
(01:47):
than ourselves.
We get somewhere that when webuild something that's bigger
than ourselves and that we caneasily bring people into the
fold in which they can feel likethey are a part of, they can
feel like they are connected toand they want to continue to buy
, they want to continue to build, they want to continue to be
present and they're excited.
Day one, day 285.
(02:09):
My responsibility as a CEO isto build a brand, not just to
sit behind the desk and clickbuttons and look at a computer
and read these reports.
Not at all.
The greatest, the biggestopportunity right now for every
CEO is to see themselves as aspokesperson.
They are the spokesperson ofthis brand, they are the
spokesperson of this idea.
They are the spokesperson ofthis company.
They are the spokesperson as Isit here in this studio and I'm
(02:33):
thinking to myself, like rightnow I'm sitting in the do the
damn thing, a production studiolocated in Phoenix, arizona.
This is one of my companiesthat I adore.
I made a decision to start itbecause I saw a problem in the
world.
Right, and I don't know why youstarted your business, but you
probably started your businessbecause you saw some type of a
problem in the world.
Now, I'm not here to tell youwhether you're a problem that
you saw in the world is valid ornot, but I am here to tell you
(02:56):
that when we see a problem inthe world and we said, well,
someone has to solve thisproblem, it sure as hell might
as well be me.
I wanted to.
I want to make this clear thatit's up to you to tell the world
why, why, oh why, does thisproblem need to be solved?
And, more importantly, it's upto you to tell the world why are
(03:17):
you the best to solve it.
Let me just take a step back atthe responsibility of every
small business across America isto answer these four questions.
Okay, let's get into it.
The first question that thecompany needs to answer is like
why are we in business?
And it's answered in whatproblem do you solve?
What problem does your companysolve?
And if you're listening to me,this is a great time for you to
(03:38):
press pause and answer thequestion out loud.
Normally, when I ask a CEO thisquestion, no matter how long
they've been in business, nomoney, how many employees they
got, I hear this and this iswhere they get it wrong and this
is how I know.
And if you can't answer thisquestion, chances are you are
simply pushing a title and alogo and you are far from this
concept that I'm talking about abrand, because what's easy is
(04:02):
to tell me what y'all do inbusiness what do you do in
business?
But that's not what I asked.
That is not what I wanna knowand, as a consumer, I don't care
about what you do, because thatis 48 other companies.
The only thing that I careabout is what the hell are you
in business?
Answer the damn question whatproblem do you solve?
What is the problem that yousee in the world?
(04:24):
Because you and I, as we runcompanies, we solve a problem
and the problem that we thething that we use to solve the
problem with, is a solution.
The solution is what we give tothe market and the market pays
us for the solution.
You and I solve problems, butif we can't even talk about the
problem, then how the hell arewe supposed to solve it
(04:45):
adequately?
Then that means that we'redoing something versus being the
expert in our market, and Iwanna remind you, if you don't
know, if you haven't heard metell you this a hundred times,
I'm gonna tell you it today thegeneral practitioner in the
market will always make generalpractitioner money.
The general practitioner in themarket will always be the
general practitioner while theexpert is making expert money.
It is much easier to scale abusiness with expert money than
(05:09):
it is general practitioner money.
Now, very first question thatevery company needs to answer
across the world is what problemdo you solve?
What problem do you solve, dearsweet Jesus?
What problem do you solve?
Second question is for who?
Who do you solve this problem?
For who do you solve this?
Well, we solve this forhomeowners in the Nashville area
(05:32):
.
No, you don't.
There's a lot of differenthomeowners.
Are they in a condo, anapartment, or they're in a house
?
They're in houses.
Okay, you have not answered thequestion.
Are they single family?
Are they two story?
Are they affluent?
Are they under half a millionor over half a million?
Well, actually, if we are inNashville, everything's like
over half a million.
That city is actually gettingcrazy.
But let's go to another city.
(05:52):
Actually, let's say this arethey in the hood or are they not
in the hood?
What side of the railroadtracks are they on?
Oh, but Tiffany, we don't talkabout those things.
Like hell, you don't talk aboutthose things.
You know very well in yourheart whether or not the person
you need to sell to, whetherthey live on this side of the
tracks or the other.
Be clear, be honest.
Who do you solve the problemfor?
(06:12):
Who does your company solve theproblem for?
And now we ask why?
Well, we solve the problem forthe company because it's the
thing that we do and we've beendoing for a long time, and we've
been doing it for 27 years.
I don't care who and why,because you know what comes
(06:35):
right after that is questionnumber four.
So, question number four inthis whole game right, this is
what every company needs to beable to answer, and every team
member in the company.
Who do they solve it?
For?
My last, which is the favoriteof the most favorite of
questions, is what gives you theright, what gives you the right
to solve that problem?
What gives you the right, whatgives your company the right to
(06:57):
solve the problem?
We've been in business for 27years.
We've been in business for 15years, so doesn't mean you've
been any good.
You could have sucked for all15 years.
Who the hell cares?
Let's just be honest with eachother.
Who cares?
If you've been in business for15 years, who cares?
If you've been in the triadarea for 15 years, that'll make
no damn difference.
Only thing that makes adifference is whether or not you
(07:18):
were actually good.
You could have sucked for all15 years and that does not make
you valid.
The fact that you've been inbusiness for 50 years does not
make you valid, does not makeyou credible and does not give
you the right.
I want you to be very clear onwhat I'm saying.
You have to be, your companyhas to be clear, and what we
teach our clients is that thisis in the face of something
called quantifiable results.
(07:39):
The quantifiable results iswhat gives us the right.
Well, tiffany, we have acombined experience of 100 years
Again.
So you know, today, I want youknow before that stuff would
have worked.
And if you've been in businessa long time, like some of the
not older people, but if you'renot on a little bit on the
veteran status with me, likesome of that stuff was valid,
like, and you could be like, oh,we've been in business for 15,
(08:00):
20 years and that was good, butin today's market that actually
doesn't matter.
You know why it doesn't matter?
Because there are people who'vebeen in business for less time
and they do it better.
Like I want to put a.
I own up a debt.
Yeah, I own that too.
Time for me to take a sip.
Hold on, I think I love Jackand Coke.
(08:21):
I just want everybody to know,I want it to be clear, I think I
love it.
And if you ever hear ourcompany ask for donations, just
know it's never cash, it's Jackand Coke.
Okay, so here's the truth.
You have these quantifiablewins and you have something that
you do really well in themarket, but the truth is that it
(08:44):
is up to you to tell the worldhow great you are at doing the
thing Now, transparently, whenyou think of building this stage
as a spokesperson for thecompany and making millions of
dollars by doing it.
Because that's what happens youmake millions of dollars by
(09:05):
becoming the spokesperson.
You make a million dollars byletting someone else lead the
case.
Case in point whatever richescompany you love in the world,
or if you look at the phenomenonof Apple through this day, well
past Steve Jobs not being here,it is Steve Jobs is Apple and
it will always be Steve Jobs isApple.
(09:26):
It's never going to be theother guy Steve Wogziak Hope I
said his name right.
I probably screwed it upridiculously and not only will
it not just be him, but it's notgoing to be Betty, mike, sharon
or any of the other people whowere in the executive team to
help that company to grow.
And I'm not saying that they'renot valid, make no mistake
about it.
They're very valid, they'revery awesome things, but it's
(09:47):
Steve Jobs who became thespokesperson for a brand and
really made that into somethingworth looking at.
Now, as I walk, as I talk to youabout this company, every
company has that like they havean expertise, they have a
(10:07):
problem that they solve in theworld and they very specific
problem.
I also want to tell you thatthe more minute in minute, the
more niche your problem is thatyou solve the bigger outcome
that you'll have in terms ofdollars.
Your ability to sell thatproduct is to raise at a higher
price and your ability to moveit faster because you can laser
target the person who you'revying for.
Now I was telling you aboutthis production company.
(10:30):
I saw a need in the world.
I saw a problem and that was Iconstantly went to production
companies around the country.
I contracted with people.
I contracted with studios fromNorth Carolina right down to
California.
I lived in Los Angeles, likeHollywood, usa, for six years.
(10:50):
I remember standing in the samestudio that the Amitaville
Horror had just been finished,been filmed, and we were working
on a project.
Now I remember thinking tomyself man, it's wow, because we
have spent so much money atthis studio.
This is pre-pandemic and I hadgreat people on my team and they
were awesome and we did goodwork and we even did a couple
(11:11):
pieces for a few clients, but Iwasn't really in the production
space.
Then I remember thinking tomyself I wish the people who
owned this thing.
I wish the people who workedhere understood what I was doing
.
It would make it so much easier.
But every time I walked into astudio, we as a company had to
bring the expertise.
We brought the knowledge.
They just allowed us the spaceand access to materials.
That doesn't really help me,because if I'm trying to create
(11:34):
something, I'm looking for apartnership.
I also need the other people onthe other end to actually
understand what I'm doing sothey can help me do this thing
better.
I'm not the experts.
I am not the expert.
I'm just the expert of mylittle space.
The moment that I decided like Igot sick and tired.
You ever get sick and tired ofsomething, so normally a great
solution is built when you getsick and tired.
I got sick and tired of beingin an industry and not really
(11:57):
having an expert on the otherend who understood what I was
trying to build and how to buildit, and feeling like I was
alone and doing it myself.
Hence I gave birth to a veryniche studio that also includes
an avenue for experts or CEOslike me to come in, create to
their wildest dreams, and everyteam member is also creating for
our company, so they actuallyunderstand what to do with it,
(12:20):
where is it going to go?
And they're coaching the CEOalong the way.
They're also coaching the teamalong the way and they play
they're like part of thestrategy forever.
Now, that was my long-winded way, but the reason why it's so
important for you to answerthose four questions is because
they're rooted in your story asa CEO.
(12:40):
And what problem I solve?
Who am I going to solve it for?
What gives me the right and whyam I solving it are probably
some of the most importantquestions you'll ever answer
ever but they all get to thebelly of your story and in this
journey of building aself-awareness of ourselves,
like as a CEO, we have aresponsibility to make sure that
every person who is breathingand living on your payroll,
(13:04):
including yourself, can livethose answers, not just recite
those answers.
That is how you move cash a lotfaster.
That is how you move productsand services.
That is how you save yourcompany.
When all things hit the fanbecause things happen in life
and unexpected Like I had a July, like that all the things hit
the fan and everything wasunexpected, but how did I dig my
(13:27):
way out of it?
Or not want to say turn thecompany around, because that's
not the right statement.
But how did I get back to her?
How did I recover?
How did I get the companies torecover?
By having the team and thepeople and the clarity of myself
.
To those four answers, I don'tthink that anything else matters
in business and if you werelike Tiffany, I disagree with
this concept it's probablybecause you live in volume land
(13:49):
and everything you do in yourmarketing and sales is like let
us pump out more, let's get moreleads, more people to see us,
more of this.
And I'm like, yeah, you coulddo that.
I think I'm going to talk aboutthat in the next moment of
self-awareness.
I don't want you to live onmore.
I want you to convert more.
I want you to convert more ofwhat you have.
I don't want you to have to getmore traffic, more traffic, no.
(14:13):
So in the next I'm going towalk you through how do you get
to a million dollars in traffic?
Like the self-awareness ofwhat's happening in the data,
and I'm going to specificallydial in on traffic.
I can't wait to watch you buildsomething amazing.
I pray that you are setting itall on fire.
Thank you so much for choosingme.
I can't wait to see you nextweek and I can't wait to watch
(14:35):
you win.
Bye.
I hope that episode was amazingfor you and you are closer to
building the damn thing.
I can't wait to hear what yourthoughts were, what part you
loved and the action that you'regoing to go take, because the
truth of the matter is that theperson who wins is not the
person who gets there first.
It's the person who takes actionfirst.
(14:56):
Now I've got a gift for you,and it is at wwwstractpustlecom.
It is imperative that you runthere and you see all types of
goodies, starting with the sevenmust-haves that you've got to
put when telling your story.
There is so much deliciousnessawaiting for you.
(15:16):
I would love nothing more thanfor you to go ahead and give us
a thumbs up and a five-starreview on not just this episode,
but this entire series of howdo you build the damn thing and,
like always, if there'sanything that we can do to make
your weekday or month better,please let us know.
And, more importantly, I can'twait to see you live, whether
(15:41):
it's at Do the Damn Thing Liveor in one of our communities, or
maybe you're just hanging outwith us on social media.
What I know to be true is thatI am meant to connect with you
somewhere, and I can't wait forthat day to happen and, more
importantly, I can't wait to seewhat you build.
Hey, you welcome to Build the Damp Thing, A place
where myself, tiffany Largy andour amazing Do the Damp Thing
coaches show you how to use yourstory to build it all.
Whether it's your first sixfigures, your next layer of
multiple six figures, or maybeyou're on your way to a minute,
(00:22):
and if it's not, that it's thelife of your dreams, where you
are free, you are strong and youare whole.
First, we're going to show youhow to use your story to build a
strong foundation, and then,next, we're going to show you
how to use your story in salesand marketing to clean up the
crots.
And last but not least, we'regoing to show you how to use
your story to gather people,because the truth of the matter
(00:44):
is that there's nothing strongerthan being connected to people
who just understand you as youare where you are, so you can
stop explaining yourself.
I want to remind you that, nowthat you're here, you are home
and I officially welcome you toour family.
Alright, let's get started Now.
(01:04):
I'm going to be really honestwith you.
I actually believe that it'shard to build a seven figure
brand, or a brand in general,without self-awareness from the
CEO Like I can't emphasize thatenough.
My responsibility as a CEO, as aleader of whatever thing that
I'm in front of it, as I'mbuilding the Damp Thing is to
(01:25):
make sure that I am building abrand that is strong enough for
other people to stand on.
If I'm just building a brandthat's just good enough for
myself, then what the hell am Idoing?
I'm kind of wasting time.
We have a responsibility asCEOs to build a brand that's big
enough, strong enough, moredelicious enough for other
people to stand on, because thetruth of the matter is that we
really get somewhere when webuild something that is bigger
(01:47):
than ourselves.
We get somewhere that when webuild something that's bigger
than ourselves and that we caneasily bring people into the
fold in which they can feel likethey are a part of, they can
feel like they are connected toand they want to continue to buy
, they want to continue to build, they want to continue to be
present and they're excited.
Day one, day 285.
(02:09):
My responsibility as a CEO isto build a brand, not just to
sit behind the desk and clickbuttons and look at a computer
and read these reports.
Not at all.
The greatest, the biggestopportunity right now for every
CEO is to see themselves as aspokesperson.
They are the spokesperson ofthis brand, they are the
spokesperson of this idea.
They are the spokesperson ofthis company.
They are the spokesperson as Isit here in this studio and I'm
(02:33):
thinking to myself, like rightnow I'm sitting in the do the
damn thing, a production studiolocated in Phoenix, arizona.
This is one of my companiesthat I adore.
I made a decision to start itbecause I saw a problem in the
world.
Right, and I don't know why youstarted your business, but you
probably started your businessbecause you saw some type of a
problem in the world.
Now, I'm not here to tell youwhether you're a problem that
you saw in the world is valid ornot, but I am here to tell you
(02:56):
that when we see a problem inthe world and we said, well,
someone has to solve thisproblem, it sure as hell might
as well be me.
I wanted to.
I want to make this clear thatit's up to you to tell the world
why, why, oh why, does thisproblem need to be solved?
And, more importantly, it's upto you to tell the world why are
(03:17):
you the best to solve it.
Let me just take a step back atthe responsibility of every
small business across America isto answer these four questions.
Okay, let's get into it.
The first question that thecompany needs to answer is like
why are we in business?
And it's answered in whatproblem do you solve?
What problem does your companysolve?
And if you're listening to me,this is a great time for you to
(03:38):
press pause and answer thequestion out loud.
Normally, when I ask a CEO thisquestion, no matter how long
they've been in business, nomoney, how many employees they
got, I hear this and this iswhere they get it wrong and this
is how I know.
And if you can't answer thisquestion, chances are you are
simply pushing a title and alogo and you are far from this
concept that I'm talking about abrand, because what's easy is
(04:02):
to tell me what y'all do inbusiness what do you do in
business?
But that's not what I asked.
That is not what I wanna knowand, as a consumer, I don't care
about what you do, because thatis 48 other companies.
The only thing that I careabout is what the hell are you
in business?
Answer the damn question whatproblem do you solve?
What is the problem that yousee in the world?
(04:24):
Because you and I, as we runcompanies, we solve a problem
and the problem that we thething that we use to solve the
problem with, is a solution.
The solution is what we give tothe market and the market pays
us for the solution.
You and I solve problems, butif we can't even talk about the
problem, then how the hell arewe supposed to solve it
(04:45):
adequately?
Then that means that we'redoing something versus being the
expert in our market, and Iwanna remind you, if you don't
know, if you haven't heard metell you this a hundred times,
I'm gonna tell you it today thegeneral practitioner in the
market will always make generalpractitioner money.
The general practitioner in themarket will always be the
general practitioner while theexpert is making expert money.
It is much easier to scale abusiness with expert money than
(05:09):
it is general practitioner money.
Now, very first question thatevery company needs to answer
across the world is what problemdo you solve?
What problem do you solve, dearsweet Jesus?
What problem do you solve?
Second question is for who?
Who do you solve this problem?
For who do you solve this?
Well, we solve this forhomeowners in the Nashville area
(05:32):
.
No, you don't.
There's a lot of differenthomeowners.
Are they in a condo, anapartment, or they're in a house
?
They're in houses.
Okay, you have not answered thequestion.
Are they single family?
Are they two story?
Are they affluent?
Are they under half a millionor over half a million?
Well, actually, if we are inNashville, everything's like
over half a million.
That city is actually gettingcrazy.
But let's go to another city.
(05:52):
Actually, let's say this arethey in the hood or are they not
in the hood?
What side of the railroadtracks are they on?
Oh, but Tiffany, we don't talkabout those things.
Like hell, you don't talk aboutthose things.
You know very well in yourheart whether or not the person
you need to sell to, whetherthey live on this side of the
tracks or the other.
Be clear, be honest.
Who do you solve the problemfor?
(06:12):
Who does your company solve theproblem for?
And now we ask why?
Well, we solve the problem forthe company because it's the
thing that we do and we've beendoing for a long time, and we've
been doing it for 27 years.
I don't care who and why,because you know what comes
(06:35):
right after that is questionnumber four.
So, question number four inthis whole game right, this is
what every company needs to beable to answer, and every team
member in the company.
Who do they solve it?
For?
My last, which is the favoriteof the most favorite of
questions, is what gives you theright, what gives you the right
to solve that problem?
What gives you the right, whatgives your company the right to
(06:57):
solve the problem?
We've been in business for 27years.
We've been in business for 15years, so doesn't mean you've
been any good.
You could have sucked for all15 years.
Who the hell cares?
Let's just be honest with eachother.
Who cares?
If you've been in business for15 years, who cares?
If you've been in the triadarea for 15 years, that'll make
no damn difference.
Only thing that makes adifference is whether or not you
(07:18):
were actually good.
You could have sucked for all15 years and that does not make
you valid.
The fact that you've been inbusiness for 50 years does not
make you valid, does not makeyou credible and does not give
you the right.
I want you to be very clear onwhat I'm saying.
You have to be, your companyhas to be clear, and what we
teach our clients is that thisis in the face of something
called quantifiable results.
(07:39):
The quantifiable results iswhat gives us the right.
Well, tiffany, we have acombined experience of 100 years
Again.
So you know, today, I want youknow before that stuff would
have worked.
And if you've been in businessa long time, like some of the
not older people, but if you'renot on a little bit on the
veteran status with me, likesome of that stuff was valid,
like, and you could be like, oh,we've been in business for 15,
(08:00):
20 years and that was good, butin today's market that actually
doesn't matter.
You know why it doesn't matter?
Because there are people who'vebeen in business for less time
and they do it better.
Like I want to put a.
I own up a debt.
Yeah, I own that too.
Time for me to take a sip.
Hold on, I think I love Jackand Coke.
(08:21):
I just want everybody to know,I want it to be clear, I think I
love it.
And if you ever hear ourcompany ask for donations, just
know it's never cash, it's Jackand Coke.
Okay, so here's the truth.
You have these quantifiablewins and you have something that
you do really well in themarket, but the truth is that it
(08:44):
is up to you to tell the worldhow great you are at doing the
thing Now, transparently, whenyou think of building this stage
as a spokesperson for thecompany and making millions of
dollars by doing it.
Because that's what happens youmake millions of dollars by
(09:05):
becoming the spokesperson.
You make a million dollars byletting someone else lead the
case.
Case in point whatever richescompany you love in the world,
or if you look at the phenomenonof Apple through this day, well
past Steve Jobs not being here,it is Steve Jobs is Apple and
it will always be Steve Jobs isApple.
(09:26):
It's never going to be theother guy Steve Wogziak Hope I
said his name right.
I probably screwed it upridiculously and not only will
it not just be him, but it's notgoing to be Betty, mike, sharon
or any of the other people whowere in the executive team to
help that company to grow.
And I'm not saying that they'renot valid, make no mistake
about it.
They're very valid, they'revery awesome things, but it's
(09:47):
Steve Jobs who became thespokesperson for a brand and
really made that into somethingworth looking at.
Now, as I walk, as I talk to youabout this company, every
company has that like they havean expertise, they have a
(10:07):
problem that they solve in theworld and they very specific
problem.
I also want to tell you thatthe more minute in minute, the
more niche your problem is thatyou solve the bigger outcome
that you'll have in terms ofdollars.
Your ability to sell thatproduct is to raise at a higher
price and your ability to moveit faster because you can laser
target the person who you'revying for.
Now I was telling you aboutthis production company.
(10:30):
I saw a need in the world.
I saw a problem and that was Iconstantly went to production
companies around the country.
I contracted with people.
I contracted with studios fromNorth Carolina right down to
California.
I lived in Los Angeles, likeHollywood, usa, for six years.
(10:50):
I remember standing in the samestudio that the Amitaville
Horror had just been finished,been filmed, and we were working
on a project.
Now I remember thinking tomyself man, it's wow, because we
have spent so much money atthis studio.
This is pre-pandemic and I hadgreat people on my team and they
were awesome and we did goodwork and we even did a couple
(11:11):
pieces for a few clients, but Iwasn't really in the production
space.
Then I remember thinking tomyself I wish the people who
owned this thing.
I wish the people who workedhere understood what I was doing
.
It would make it so much easier.
But every time I walked into astudio, we as a company had to
bring the expertise.
We brought the knowledge.
They just allowed us the spaceand access to materials.
That doesn't really help me,because if I'm trying to create
(11:34):
something, I'm looking for apartnership.
I also need the other people onthe other end to actually
understand what I'm doing sothey can help me do this thing
better.
I'm not the experts.
I am not the expert.
I'm just the expert of mylittle space.
The moment that I decided like Igot sick and tired.
You ever get sick and tired ofsomething, so normally a great
solution is built when you getsick and tired.
I got sick and tired of beingin an industry and not really
(11:57):
having an expert on the otherend who understood what I was
trying to build and how to buildit, and feeling like I was
alone and doing it myself.
Hence I gave birth to a veryniche studio that also includes
an avenue for experts or CEOslike me to come in, create to
their wildest dreams, and everyteam member is also creating for
our company, so they actuallyunderstand what to do with it,
(12:20):
where is it going to go?
And they're coaching the CEOalong the way.
They're also coaching the teamalong the way and they play
they're like part of thestrategy forever.
Now, that was my long-winded way, but the reason why it's so
important for you to answerthose four questions is because
they're rooted in your story asa CEO.
(12:40):
And what problem I solve?
Who am I going to solve it for?
What gives me the right and whyam I solving it are probably
some of the most importantquestions you'll ever answer
ever but they all get to thebelly of your story and in this
journey of building aself-awareness of ourselves,
like as a CEO, we have aresponsibility to make sure that
every person who is breathingand living on your payroll,
(13:04):
including yourself, can livethose answers, not just recite
those answers.
That is how you move cash a lotfaster.
That is how you move productsand services.
That is how you save yourcompany.
When all things hit the fanbecause things happen in life
and unexpected Like I had a July, like that all the things hit
the fan and everything wasunexpected, but how did I dig my
(13:27):
way out of it?
Or not want to say turn thecompany around, because that's
not the right statement.
But how did I get back to her?
How did I recover?
How did I get the companies torecover?
By having the team and thepeople and the clarity of myself
.
To those four answers, I don'tthink that anything else matters
in business and if you werelike Tiffany, I disagree with
this concept it's probablybecause you live in volume land
(13:49):
and everything you do in yourmarketing and sales is like let
us pump out more, let's get moreleads, more people to see us,
more of this.
And I'm like, yeah, you coulddo that.
I think I'm going to talk aboutthat in the next moment of
self-awareness.
I don't want you to live onmore.
I want you to convert more.
I want you to convert more ofwhat you have.
I don't want you to have to getmore traffic, more traffic, no.
(14:13):
So in the next I'm going towalk you through how do you get
to a million dollars in traffic?
Like the self-awareness ofwhat's happening in the data,
and I'm going to specificallydial in on traffic.
I can't wait to watch you buildsomething amazing.
I pray that you are setting itall on fire.
Thank you so much for choosingme.
I can't wait to see you nextweek and I can't wait to watch
(14:35):
you win.
Bye.
I hope that episode was amazingfor you and you are closer to
building the damn thing.
I can't wait to hear what yourthoughts were, what part you
loved and the action that you'regoing to go take, because the
truth of the matter is that theperson who wins is not the
person who gets there first.
It's the person who takes actionfirst.
(14:56):
Now I've got a gift for you,and it is at wwwstractpustlecom.
It is imperative that you runthere and you see all types of
goodies, starting with the sevenmust-haves that you've got to
put when telling your story.
There is so much deliciousnessawaiting for you.
(15:16):
I would love nothing more thanfor you to go ahead and give us
a thumbs up and a five-starreview on not just this episode,
but this entire series of howdo you build the damn thing and,
like always, if there'sanything that we can do to make
your weekday or month better,please let us know.
And, more importantly, I can'twait to see you live, whether
(15:41):
it's at Do the Damn Thing Liveor in one of our communities, or
maybe you're just hanging outwith us on social media.
What I know to be true is thatI am meant to connect with you
somewhere, and I can't wait forthat day to happen and, more
importantly, I can't wait to seewhat you build.
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