October 13, 2025 • 29 mins
In this episode we're kicking off a three-part series on implementing change.
Whether you’re trying to fix your culture, improve processes, upgrade technology, or roll out a new system, lasting transformation always comes down to two things: ownership and commitment. Without them, no software, strategy, or framework will ever stick.
I share stories from my own experience leading change—everything from launching new technology to reshaping company culture—and the biggest lessons I’ve learned along the way. Change is rarely about tools or systems. It’s about people, mindset, and intention.
If you’ve ever struggled to make change last in your business, this episode will help you understand what’s really required and how to lead through it with clarity and conviction.
What You’ll Learn:
- Why lasting change starts with ownership and commitment
- How to develop the right mindset for transformation
- Why change is more about people and intention than systems
- How to commit your time, energy, and resources to make it work
- How ownership builds confidence, discipline, and long-term growth
Resources & Links:
- Learn more at ClearAuthenticBrands.com
Related Episodes:
- Episode 10: How to Implement Change and What to Expect in the Process
- Episode 11: How to Handle Opposition When Implementing Change
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 00 (00:12):
I'm your host, Amy Dardis.
And in today's episode, we aretalking about what is required
to implement real and lastingchange.
This is the first episode in athree-episode arc on
implementing change.
So whether you're trying to fixyour culture, improve your
(00:34):
processes, upgrade technology,or roll out a new system, the
success of that change reallycomes down to two things, which
is ownership and commitment.
And without these, no strategy,software, or framework will
ever stick.
And change is something that I,ironically enough, really
(01:00):
enjoy.
I enjoy implementing change.
It's something that I've had alot of experience with.
I've it's something I findfascinating.
I think there's so manydifferent dynamics and elements
to making it happen.
And there are so many reasonsthat it fails.
(01:20):
And so over the next threeepisodes, we're just going to be
talking about, you know, what'srequired to make it stick,
what's involved, how do we doit, what do we expect, how do we
deal with the obstacles thatcome up?
So change is something that isimportant because we have to
(01:41):
evolve, we have to grow, we haveto change.
We change as individuals andtechnology changes, business
changes, expectations change.
And so part of just continuingto grow healthy, strong,
purpose-driven brands is beingable to implement change within
(02:04):
your entire organization.
So a couple different areasthat I've had experience
implementing change with.
So technology.
So I had to not only like buildit and figure out how all the
(02:26):
pieces worked together fromfront-end operations to back-end
operations to the technologyand what different elements had
to like talk to each other.
But then I had to likeimplement it.
So I had to teach internalemployees this new process and
get them on board.
(02:47):
And there was a lot of likeresistance and hesitation there
from an old way of doingbusiness to now embracing a new
way of doing business, as wellas the same for customers.
So teaching customers whopreferred to order one way and
then introducing them to thefact that they could now order a
different way.
(03:07):
CRM, I have implemented new CRMtechnologies as well, brand
transformations, so entire likeculture shifts going from this
is how we, you know, operate oneway and things are disorganized
and dysfunctional, to thenimplementing, you know, this
(03:30):
clarity alignment andaccountability framework to
build healthy, strong brandsthat are cohesive and working
together, incorporating newmessaging, incorporating
building out and even changingreputation processes, so like
implementing processes, eitherbuilding new processes
(03:54):
completely, like a new hiringprocess, or a new client
process, or or instead ofimplementing a new one, we were
changing an old one to adifferent one.
So in some cases, I came in andnothing existed.
And so it was just a matter ofimplementing like things for the
(04:18):
first time.
And in other cases, we used todo it this way, but now we're
going to do it this way.
Also, I mean, even retraininglike my own clients from first
starting a brand and ha havingbad habits, having bad
boundaries, creating my ownmonsters because I was so eager
(04:44):
to please.
And then realizing that longterm that was not sustainable.
So then having to go back andretrain clients that I had
trained incorrectly the firsttime on, you know, expectations
on delivery, on communicationpractices, and then having to
(05:04):
turn that around as well as likeimplementing these new
processes for any like newclients going forward.
And then even implementingthings like new strategy and new
structure.
So like implementing the EOSframework into a business or
going like using a new strategicplanning process or a new goal
(05:26):
setting process or definingbrand new roles within a
business or brand new structureof how different seats reported
to each other and how differentdepartments worked.
So all of these different areasI've I've gotten to experience
firsthand, lead the charge inmost of them.
(05:47):
And it's something that Ienjoy.
I think it's fascinating, Ithink it's challenging, I think
it's stimulating.
Most people hate this, and andwe'll talk about why.
But I happen to like it, but Ithink it is so important and it
is so powerful.
(06:08):
If we know how to implementchange in our business, then
that means that there is nothingthat we can't do.
But I will tell you the biggestlesson that I've learned when
it comes to implementing changeis that it's not about the
software, it's not about thestrategy, it's not about the
(06:29):
framework, it's not about thetechnology or the process.
It's not that it's new.
The biggest secret, I guess, toimplementing change is it's
about intention and it's aboutpeople more than any of the
other things.
And so if we can wrap our headaround intention and people and
(06:53):
think about those as reallybeing the doors that we need to
unlock, that's what ends upmaking change successful.
And one of the biggest mistakesthat businesses make is they
think that the the change failsbecause the software was bad or
(07:14):
it was too clunky or it theprocess wasn't right.
And there's an element tofinding the right thing to
implement for your business, butit comes more down to how you
go about it and the amount offocus and time and intention
that you spend on the peopleaspect versus all of the other
(07:39):
aspects.
But before we get changed tostick, like if you are the
person who is in charge ofimplementing something new,
which you've probablyexperienced at one point or
another, especially as a leader,like maybe you've tried to
implement a CRM, and maybe ithas been the bane of your
existence and has failedmiserably.
(08:02):
Like that I hear over and overand over again.
CRMs are are so fun.
And I I do say thatsarcastically.
Um it comes to implementingchange, we're gonna talk about
two big things that have tohappen before any of the other
(08:24):
things happen, and that'sownership and commitment.
And so ownership in the senseof let's talk about the mindset,
like the mindset of change.
And so under this ownershipumbrella is really kind of three
main points, and that is one,you're owning and you're
(08:45):
accepting the fact that changeis required.
Like you are at anintersection, and you are
recognizing that the pain ofstaying the same is now worse
than the pain of changing.
Because we know that change ispainful and it will be.
I don't want to sugarcoat it,it's it's hard and it takes
(09:08):
work, but you recognize that youcannot stay the same.
So you're understanding thatwhat got us here, what got us to
this point, it won't get us towhere we need to go.
And whether that is now youhave some outdated processes
that maybe were built for asmaller business and now your
(09:30):
business is bigger, maybebecause you've had changing
dynamics.
Maybe there's different rolesor departments or customers that
are now in involved and youhave to be flexible.
It's recognizing that you haveto adapt and you have to
(09:51):
innovate because outside forcesare forcing you to, whether it's
the market or the technology orthe direction that you're
trying to move in.
Or maybe it's even that yourecognize that you made some
mistakes along the way anddysfunction and toxicity has
(10:15):
been allowed to breed, and youhave some wrong people in the
wrong roles, you have someresentment, you have some high
turnover, you have some lowperformance, you're recognizing
that if we just keep doing whatwe're doing, it's not
sustainable.
So the first thing that we'redoing is we're just
(10:36):
understanding that no matterwhat, change is required and we
have to do something.
And the next part of theownership is the fact that you
understand the fact that you ownthis responsibility.
Like when it comes to whetheror not this is successful, this
(10:58):
change is implemented, you'resaying this is on me.
Like, this is my job.
I own this responsibility, Iown this effort, and I am
willing to take that on.
I'm not going to blame it onthe technology or the process or
(11:21):
anything.
Like I am personally takingthis on to say I will leave no
stone unturned.
And if this fails, if for somereason this change doesn't take
root, it won't be because Ididn't give it everything I've
(11:42):
got.
Like you'd have this mindsetthat says, I'm going to give
this a hundred percent or I willdie trying.
Like this is on me and I canmake this happen.
And I'm willing to do thisbecause of this third element,
which is I believe this is worthit.
(12:04):
Like I'm taking ownership.
I'm gonna embrace the pain, I'mgonna embrace the suck.
I recognize that this is gonnabe hard and that the battle is
going to be uphill, but Ibelieve that this is worth it
because you know that there issomething coming on the other
(12:26):
side that's going to makeeverything that you're going
through worth the effort.
So this means like taking onthis like posture of humility
and reflection and discipline tosay, like, I don't know
everything I need to know rightnow.
I know that I am going to havea lot of learning.
(12:50):
I'm at the beginning of alearning curve.
But through it all, I'm goingto be open-minded and I'm going
to continue to reflect and beaware and try and digest and
analyze everything that I'mlearning along the way.
And I'm going to like forcemyself through the hard things.
(13:14):
Like, I'm going to bedisciplined in this endeavor,
and I'm not going to give up.
And even though it's going tobe uncomfortable and there's
going to be opposition, I amgoing to push through.
And this mindset, like thisbelieving that it's worth it,
(13:36):
and this posture of humility andopenness is going to lead you
to new thoughts and newbehaviors and new actions.
Because we're transformed bythe renewing of our mind.
So we're starting with thislike mindset phase to say, like,
(13:57):
in my head, I know I can't keepdoing what I've been doing.
I know change has to happen.
I know that I am going to bethe one leading this charge.
And I believe that this isgoing to be worth it.
Because the reason you're doingthis is for the greater good of
(14:19):
your people and your company.
Like it's not selfish and it'snot vanity.
Like you are implementing thischange for a better world, for a
better brand, for a betterimpact.
And you know, you just yougotta climb a mountain to get
(14:42):
there.
And you're acknowledging that,and you're embracing it.
And it's this mindset is whatis going to fuel your
commitment.
And so that's the second pointthat we have to have is
commitment, which really just isthe action.
(15:04):
Like you have you have what'sin your brain, your thoughts,
your mindset, and then you havewhat do you actually do about
it?
Like commitment is thefollow-through, it's the actions
that bring validation to yourwords and your thoughts.
It's commitment to holdingyourself accountable against all
(15:27):
of the excuses that you knoware going to come your way in
order to see the transformationthat you really want to see in
your company.
So whether that's like seeingthis technology being used and
implemented, or you're seeing ashift in your culture and in how
(15:47):
you do business and the the thealignment and how people talk
to each other and the the energythat permeates like your work
environment and how everybodyshows up each day.
You're you are clear on thistransformation that you're
working towards, and you aregoing to push through everything
(16:13):
in order to get there.
And so this really looks likecommitting in three different
ways, which is committing toinvest your time, which is
making the time and taking thetime necessary to see real
change.
Like time is patience, likethere is an element of change
(16:37):
that no true and lasting changehappens overnight.
And anytime you're dealing withpeople, you have to give them
grace and time to change, andthat's a process.
So you are knowing that Iyou're being realistic about
(16:57):
your timeline and yourexpectations, but then in order
to do that, and in addition tothat, we are investing the time
required.
And most of this time is withthe people process, it's in
(17:17):
helping them get from hesitationand resistance to acceptance
and confidence.
And we'll talk about that inthe next episode.
But being intentional with yourtime in how much uh time you're
(17:37):
going to have to give to justconversation alone, just to
being intentional.
If you give that, I mean, thatright there is half the battle,
is knowing that you can't justlike throw out an order and be
like, hey, we're gonna do this,and then next week like expect
(18:00):
it to be done.
Like there's follow-up andthere's more conversation, and
there's revisiting and followlike just giving so much time at
the beginning, and you can'thave this excuse in your head
that says, I don't have time, orthat it should happen faster.
(18:22):
Just expect it to be slow andexpect it to consume a lot of
your time for a while before itgets to the point where it's
kind of going on its own.
The other thing you're gonnahave to commit to is investing
your energy, which is not onlyin the time aspect of it, but
(18:44):
it's in being intentional aboutthe conversations you have,
about the processes that you'reimplementing, about the routines
and the rhythms and thecommunication and the discipline
and the hard things, like evenhaving uncomfortable
(19:06):
conversations or having to dealwith uncomfortable things
through this, because you willface resistance and you will
face opposition, and that's apart of it, and we can't just
ignore it, we can't just avoidit.
And so it's being willing tolike invest ourselves to deal
(19:27):
with it and address it, and thenthe other part of that is
investing your your resources,and that's really just like
putting the resources towardswhat it takes to see it through.
So whether that's investment inthe new software, the new
technology, or the the newprocess, or it's investment in
(19:47):
the time into the training, orlike additional rewards, or just
more like thought towards howdo I really make this
successful?
And when you when you do this,like this is your part of it,
(20:09):
right?
It's like you as the leader,you have to do the work on an
individual level.
Change starts with you beforeit can ever come to fruition and
come to life within yourbusiness.
And so how we look at it andour willingness to address it is
(20:33):
going to drastically impact howpermanent and lasting it
becomes.
But when it happens, like ifyou like take this ownership and
you take this commitment, thetransformation does follow.
And you grow as a person, as aleader.
And through the process ofactually doing this, like you're
(20:56):
creating trust, you're creatinginnovation, you're making room
for new opportunity.
Like it is building your teamto go through implementing
change.
Like even though they will gokicking and screaming, most of
them, at the end, they will lookback and they will, they will
(21:18):
be thankful for it because theychanged along the process.
Your team changed along theprocess.
And you build confidence andconviction as a leader through
it to know that, okay, I did allthis hard work, I faced all
these battles, I climbed up thishill, I got success with it in
(21:41):
this one area, and it builds theconfidence and conviction to
continue to implement change inother areas.
So, you know, I've donee-commerce and CRM and people
processes and culture shifts andmarketing strategies and
brands, but it was every singleone of those things built my
(22:05):
confidence and my understandingto be able to like tackle
another thing and to tackleanother thing.
I didn't implement all thosechanges at once.
It all started with littlethings.
And the very, very first smallthing that I did to implement
change was in retraining my ownclients on better processes
(22:33):
because I had messed up thefirst time because I didn't know
what I was doing.
I wanted to please everybody,and so I bent over backwards and
I did a bunch of scope creepand I said yes to everything and
then didn't charge accordinglyfor it.
And I built up this expectationthat I needed to just reply
(22:55):
instantly all the time,evenings, weekends, you know,
just because that's what you dowhen you're just a new business
owner and you're you want toprove yourself and you're eager
to please, but then you realizethat the more clients you get
that you cannot sustain that.
And so I had to sit down and wehad to like re-clarify and
(23:18):
write out these new processes ofthis is how we're going to
operate.
And this is these are ourboundaries.
This is the time frame it takesus to respond.
This is where support requestsneed to go.
This is how we do our billing.
This is how we bid projects.
(23:41):
And we had to implement thatwith new clients going forward,
but then we had to go back andwe had to communicate and fix
and like reestablish new andbetter boundaries with our
(24:02):
existing clients.
And that process took almost ayear from going from first
starting it to then like at theend of the year being like,
okay, I feel like all of ourclients, whether they're newer
or older, are now all followingthe same processes.
(24:22):
And that was like really such agood feeling to know, like,
okay, there's there'ssimplicity, there's consistency,
everybody, we're holdingeverybody to the same standards
and expectations.
We're not playing favorites oneway or the other.
And we can feel good about justmaking decisions and moving
(24:48):
forward, knowing that we havethese systems and processes in
place.
And so that was like the firsttime that I realized, like, wow,
this is possible to do this.
Like it's not easy, but it wasworth it because I knew that
what we were doing at the timewas not sustainable going
forward.
(25:08):
And a lot of that change reallyjust had to do with like the
people aspect of it andrecognizing that one, that
ownership was on me, that I hadmessed it up to begin with.
They were, it was my owndownfall and shortcoming.
But then two, I was likecommitted to like, I will, I
(25:30):
will fix this.
Like, no matter how long ittakes, I know that a year down
the road, two years down theroad, three years down the road,
I will thank me for having donethis now while I could.
And that was like, I think thevery first time I had ever
tackled implementing change inin some way.
(25:54):
And then that built upconfidence for tackling change
in all of these other areas,which I have a lot more stories
on, but I'll save those for thenext episode.
But really, if we don't havethose two at the beginning, if
we don't have this ownership orthis commitment, then whatever
(26:19):
change we're trying to make,whether it's culture, processes,
structure, or strategy, it'sthey won't be successful without
those things first, without usas the individual changing our
mindset, changing our actions,because what got us there,
(26:40):
right?
It's like that was like thatwas a version of ourselves.
That was a previous version, aless wiser version of ourselves
that led us to where we are.
But we've learned and we'vegrown.
And we continue to learn and wecontinue to grow.
And if we can see what it isthat we're working towards, I
(27:02):
always think that is soimportant is to be super clear
about what it is that you'reworking towards.
And then knowing that it's it'sit's this or bust, right?
It's like, you know, if itfails, it'll be because, you
know, God closed that door, notbecause I didn't give it
(27:27):
everything that I had, knowingthat against all odds, against
all opposition, against alldoubts and insecurities, I
wanted to push through becausein the end, it was gonna be
worth it and help me get closerto this picture of what we were
working towards.
(27:48):
But when we learn how toimplement change, then it's like
everything can change.
Like we can do so manydifferent things, and it builds
this confidence and thisexcitement and this motivation
as a leader and as anentrepreneur instead of feeling
like we are stuck, feeling likeeverything else controls us,
(28:11):
feeling like we're just spinningon this hamster wheel, like
learning how knowing that it'spossible for us to change our
life, and it is possible for usto change our business.
It sets us free.
It helps us like step into thisnext thing that we need to
without being trapped by whathas held us back.
(28:36):
So, short one today, or I guessit wasn't as short as I
thought, but you can learn moreat Clearauthenticbrands.com.
That's all for this episode.
And make sure to tune in fornext episode on what to expect
implementing change and how toactually do it.
(28:58):
See you next time.
I'm your host, Amy Dardis.
And in today's episode, we aretalking about what is required
to implement real and lastingchange.
This is the first episode in athree-episode arc on
implementing change.
So whether you're trying to fixyour culture, improve your
(00:34):
processes, upgrade technology,or roll out a new system, the
success of that change reallycomes down to two things, which
is ownership and commitment.
And without these, no strategy,software, or framework will
ever stick.
And change is something that I,ironically enough, really
(01:00):
enjoy.
I enjoy implementing change.
It's something that I've had alot of experience with.
I've it's something I findfascinating.
I think there's so manydifferent dynamics and elements
to making it happen.
And there are so many reasonsthat it fails.
(01:20):
And so over the next threeepisodes, we're just going to be
talking about, you know, what'srequired to make it stick,
what's involved, how do we doit, what do we expect, how do we
deal with the obstacles thatcome up?
So change is something that isimportant because we have to
(01:41):
evolve, we have to grow, we haveto change.
We change as individuals andtechnology changes, business
changes, expectations change.
And so part of just continuingto grow healthy, strong,
purpose-driven brands is beingable to implement change within
(02:04):
your entire organization.
So a couple different areasthat I've had experience
implementing change with.
So technology.
So I had to not only like buildit and figure out how all the
(02:26):
pieces worked together fromfront-end operations to back-end
operations to the technologyand what different elements had
to like talk to each other.
But then I had to likeimplement it.
So I had to teach internalemployees this new process and
get them on board.
(02:47):
And there was a lot of likeresistance and hesitation there
from an old way of doingbusiness to now embracing a new
way of doing business, as wellas the same for customers.
So teaching customers whopreferred to order one way and
then introducing them to thefact that they could now order a
different way.
(03:07):
CRM, I have implemented new CRMtechnologies as well, brand
transformations, so entire likeculture shifts going from this
is how we, you know, operate oneway and things are disorganized
and dysfunctional, to thenimplementing, you know, this
(03:30):
clarity alignment andaccountability framework to
build healthy, strong brandsthat are cohesive and working
together, incorporating newmessaging, incorporating
building out and even changingreputation processes, so like
implementing processes, eitherbuilding new processes
(03:54):
completely, like a new hiringprocess, or a new client
process, or or instead ofimplementing a new one, we were
changing an old one to adifferent one.
So in some cases, I came in andnothing existed.
And so it was just a matter ofimplementing like things for the
(04:18):
first time.
And in other cases, we used todo it this way, but now we're
going to do it this way.
Also, I mean, even retraininglike my own clients from first
starting a brand and ha havingbad habits, having bad
boundaries, creating my ownmonsters because I was so eager
(04:44):
to please.
And then realizing that longterm that was not sustainable.
So then having to go back andretrain clients that I had
trained incorrectly the firsttime on, you know, expectations
on delivery, on communicationpractices, and then having to
(05:04):
turn that around as well as likeimplementing these new
processes for any like newclients going forward.
And then even implementingthings like new strategy and new
structure.
So like implementing the EOSframework into a business or
going like using a new strategicplanning process or a new goal
(05:26):
setting process or definingbrand new roles within a
business or brand new structureof how different seats reported
to each other and how differentdepartments worked.
So all of these different areasI've I've gotten to experience
firsthand, lead the charge inmost of them.
(05:47):
And it's something that Ienjoy.
I think it's fascinating, Ithink it's challenging, I think
it's stimulating.
Most people hate this, and andwe'll talk about why.
But I happen to like it, but Ithink it is so important and it
is so powerful.
(06:08):
If we know how to implementchange in our business, then
that means that there is nothingthat we can't do.
But I will tell you the biggestlesson that I've learned when
it comes to implementing changeis that it's not about the
software, it's not about thestrategy, it's not about the
(06:29):
framework, it's not about thetechnology or the process.
It's not that it's new.
The biggest secret, I guess, toimplementing change is it's
about intention and it's aboutpeople more than any of the
other things.
And so if we can wrap our headaround intention and people and
(06:53):
think about those as reallybeing the doors that we need to
unlock, that's what ends upmaking change successful.
And one of the biggest mistakesthat businesses make is they
think that the the change failsbecause the software was bad or
(07:14):
it was too clunky or it theprocess wasn't right.
And there's an element tofinding the right thing to
implement for your business, butit comes more down to how you
go about it and the amount offocus and time and intention
that you spend on the peopleaspect versus all of the other
(07:39):
aspects.
But before we get changed tostick, like if you are the
person who is in charge ofimplementing something new,
which you've probablyexperienced at one point or
another, especially as a leader,like maybe you've tried to
implement a CRM, and maybe ithas been the bane of your
existence and has failedmiserably.
(08:02):
Like that I hear over and overand over again.
CRMs are are so fun.
And I I do say thatsarcastically.
Um it comes to implementingchange, we're gonna talk about
two big things that have tohappen before any of the other
(08:24):
things happen, and that'sownership and commitment.
And so ownership in the senseof let's talk about the mindset,
like the mindset of change.
And so under this ownershipumbrella is really kind of three
main points, and that is one,you're owning and you're
(08:45):
accepting the fact that changeis required.
Like you are at anintersection, and you are
recognizing that the pain ofstaying the same is now worse
than the pain of changing.
Because we know that change ispainful and it will be.
I don't want to sugarcoat it,it's it's hard and it takes
(09:08):
work, but you recognize that youcannot stay the same.
So you're understanding thatwhat got us here, what got us to
this point, it won't get us towhere we need to go.
And whether that is now youhave some outdated processes
that maybe were built for asmaller business and now your
(09:30):
business is bigger, maybebecause you've had changing
dynamics.
Maybe there's different rolesor departments or customers that
are now in involved and youhave to be flexible.
It's recognizing that you haveto adapt and you have to
(09:51):
innovate because outside forcesare forcing you to, whether it's
the market or the technology orthe direction that you're
trying to move in.
Or maybe it's even that yourecognize that you made some
mistakes along the way anddysfunction and toxicity has
(10:15):
been allowed to breed, and youhave some wrong people in the
wrong roles, you have someresentment, you have some high
turnover, you have some lowperformance, you're recognizing
that if we just keep doing whatwe're doing, it's not
sustainable.
So the first thing that we'redoing is we're just
(10:36):
understanding that no matterwhat, change is required and we
have to do something.
And the next part of theownership is the fact that you
understand the fact that you ownthis responsibility.
Like when it comes to whetheror not this is successful, this
(10:58):
change is implemented, you'resaying this is on me.
Like, this is my job.
I own this responsibility, Iown this effort, and I am
willing to take that on.
I'm not going to blame it onthe technology or the process or
(11:21):
anything.
Like I am personally takingthis on to say I will leave no
stone unturned.
And if this fails, if for somereason this change doesn't take
root, it won't be because Ididn't give it everything I've
(11:42):
got.
Like you'd have this mindsetthat says, I'm going to give
this a hundred percent or I willdie trying.
Like this is on me and I canmake this happen.
And I'm willing to do thisbecause of this third element,
which is I believe this is worthit.
(12:04):
Like I'm taking ownership.
I'm gonna embrace the pain, I'mgonna embrace the suck.
I recognize that this is gonnabe hard and that the battle is
going to be uphill, but Ibelieve that this is worth it
because you know that there issomething coming on the other
(12:26):
side that's going to makeeverything that you're going
through worth the effort.
So this means like taking onthis like posture of humility
and reflection and discipline tosay, like, I don't know
everything I need to know rightnow.
I know that I am going to havea lot of learning.
(12:50):
I'm at the beginning of alearning curve.
But through it all, I'm goingto be open-minded and I'm going
to continue to reflect and beaware and try and digest and
analyze everything that I'mlearning along the way.
And I'm going to like forcemyself through the hard things.
(13:14):
Like, I'm going to bedisciplined in this endeavor,
and I'm not going to give up.
And even though it's going tobe uncomfortable and there's
going to be opposition, I amgoing to push through.
And this mindset, like thisbelieving that it's worth it,
(13:36):
and this posture of humility andopenness is going to lead you
to new thoughts and newbehaviors and new actions.
Because we're transformed bythe renewing of our mind.
So we're starting with thislike mindset phase to say, like,
(13:57):
in my head, I know I can't keepdoing what I've been doing.
I know change has to happen.
I know that I am going to bethe one leading this charge.
And I believe that this isgoing to be worth it.
Because the reason you're doingthis is for the greater good of
(14:19):
your people and your company.
Like it's not selfish and it'snot vanity.
Like you are implementing thischange for a better world, for a
better brand, for a betterimpact.
And you know, you just yougotta climb a mountain to get
(14:42):
there.
And you're acknowledging that,and you're embracing it.
And it's this mindset is whatis going to fuel your
commitment.
And so that's the second pointthat we have to have is
commitment, which really just isthe action.
(15:04):
Like you have you have what'sin your brain, your thoughts,
your mindset, and then you havewhat do you actually do about
it?
Like commitment is thefollow-through, it's the actions
that bring validation to yourwords and your thoughts.
It's commitment to holdingyourself accountable against all
(15:27):
of the excuses that you knoware going to come your way in
order to see the transformationthat you really want to see in
your company.
So whether that's like seeingthis technology being used and
implemented, or you're seeing ashift in your culture and in how
(15:47):
you do business and the the thealignment and how people talk
to each other and the the energythat permeates like your work
environment and how everybodyshows up each day.
You're you are clear on thistransformation that you're
working towards, and you aregoing to push through everything
(16:13):
in order to get there.
And so this really looks likecommitting in three different
ways, which is committing toinvest your time, which is
making the time and taking thetime necessary to see real
change.
Like time is patience, likethere is an element of change
(16:37):
that no true and lasting changehappens overnight.
And anytime you're dealing withpeople, you have to give them
grace and time to change, andthat's a process.
So you are knowing that Iyou're being realistic about
(16:57):
your timeline and yourexpectations, but then in order
to do that, and in addition tothat, we are investing the time
required.
And most of this time is withthe people process, it's in
(17:17):
helping them get from hesitationand resistance to acceptance
and confidence.
And we'll talk about that inthe next episode.
But being intentional with yourtime in how much uh time you're
(17:37):
going to have to give to justconversation alone, just to
being intentional.
If you give that, I mean, thatright there is half the battle,
is knowing that you can't justlike throw out an order and be
like, hey, we're gonna do this,and then next week like expect
(18:00):
it to be done.
Like there's follow-up andthere's more conversation, and
there's revisiting and followlike just giving so much time at
the beginning, and you can'thave this excuse in your head
that says, I don't have time, orthat it should happen faster.
(18:22):
Just expect it to be slow andexpect it to consume a lot of
your time for a while before itgets to the point where it's
kind of going on its own.
The other thing you're gonnahave to commit to is investing
your energy, which is not onlyin the time aspect of it, but
(18:44):
it's in being intentional aboutthe conversations you have,
about the processes that you'reimplementing, about the routines
and the rhythms and thecommunication and the discipline
and the hard things, like evenhaving uncomfortable
(19:06):
conversations or having to dealwith uncomfortable things
through this, because you willface resistance and you will
face opposition, and that's apart of it, and we can't just
ignore it, we can't just avoidit.
And so it's being willing tolike invest ourselves to deal
(19:27):
with it and address it, and thenthe other part of that is
investing your your resources,and that's really just like
putting the resources towardswhat it takes to see it through.
So whether that's investment inthe new software, the new
technology, or the the newprocess, or it's investment in
(19:47):
the time into the training, orlike additional rewards, or just
more like thought towards howdo I really make this
successful?
And when you when you do this,like this is your part of it,
(20:09):
right?
It's like you as the leader,you have to do the work on an
individual level.
Change starts with you beforeit can ever come to fruition and
come to life within yourbusiness.
And so how we look at it andour willingness to address it is
(20:33):
going to drastically impact howpermanent and lasting it
becomes.
But when it happens, like ifyou like take this ownership and
you take this commitment, thetransformation does follow.
And you grow as a person, as aleader.
And through the process ofactually doing this, like you're
(20:56):
creating trust, you're creatinginnovation, you're making room
for new opportunity.
Like it is building your teamto go through implementing
change.
Like even though they will gokicking and screaming, most of
them, at the end, they will lookback and they will, they will
(21:18):
be thankful for it because theychanged along the process.
Your team changed along theprocess.
And you build confidence andconviction as a leader through
it to know that, okay, I did allthis hard work, I faced all
these battles, I climbed up thishill, I got success with it in
(21:41):
this one area, and it builds theconfidence and conviction to
continue to implement change inother areas.
So, you know, I've donee-commerce and CRM and people
processes and culture shifts andmarketing strategies and
brands, but it was every singleone of those things built my
(22:05):
confidence and my understandingto be able to like tackle
another thing and to tackleanother thing.
I didn't implement all thosechanges at once.
It all started with littlethings.
And the very, very first smallthing that I did to implement
change was in retraining my ownclients on better processes
(22:33):
because I had messed up thefirst time because I didn't know
what I was doing.
I wanted to please everybody,and so I bent over backwards and
I did a bunch of scope creepand I said yes to everything and
then didn't charge accordinglyfor it.
And I built up this expectationthat I needed to just reply
(22:55):
instantly all the time,evenings, weekends, you know,
just because that's what you dowhen you're just a new business
owner and you're you want toprove yourself and you're eager
to please, but then you realizethat the more clients you get
that you cannot sustain that.
And so I had to sit down and wehad to like re-clarify and
(23:18):
write out these new processes ofthis is how we're going to
operate.
And this is these are ourboundaries.
This is the time frame it takesus to respond.
This is where support requestsneed to go.
This is how we do our billing.
This is how we bid projects.
(23:41):
And we had to implement thatwith new clients going forward,
but then we had to go back andwe had to communicate and fix
and like reestablish new andbetter boundaries with our
(24:02):
existing clients.
And that process took almost ayear from going from first
starting it to then like at theend of the year being like,
okay, I feel like all of ourclients, whether they're newer
or older, are now all followingthe same processes.
(24:22):
And that was like really such agood feeling to know, like,
okay, there's there'ssimplicity, there's consistency,
everybody, we're holdingeverybody to the same standards
and expectations.
We're not playing favorites oneway or the other.
And we can feel good about justmaking decisions and moving
(24:48):
forward, knowing that we havethese systems and processes in
place.
And so that was like the firsttime that I realized, like, wow,
this is possible to do this.
Like it's not easy, but it wasworth it because I knew that
what we were doing at the timewas not sustainable going
forward.
(25:08):
And a lot of that change reallyjust had to do with like the
people aspect of it andrecognizing that one, that
ownership was on me, that I hadmessed it up to begin with.
They were, it was my owndownfall and shortcoming.
But then two, I was likecommitted to like, I will, I
(25:30):
will fix this.
Like, no matter how long ittakes, I know that a year down
the road, two years down theroad, three years down the road,
I will thank me for having donethis now while I could.
And that was like, I think thevery first time I had ever
tackled implementing change inin some way.
(25:54):
And then that built upconfidence for tackling change
in all of these other areas,which I have a lot more stories
on, but I'll save those for thenext episode.
But really, if we don't havethose two at the beginning, if
we don't have this ownership orthis commitment, then whatever
(26:19):
change we're trying to make,whether it's culture, processes,
structure, or strategy, it'sthey won't be successful without
those things first, without usas the individual changing our
mindset, changing our actions,because what got us there,
(26:40):
right?
It's like that was like thatwas a version of ourselves.
That was a previous version, aless wiser version of ourselves
that led us to where we are.
But we've learned and we'vegrown.
And we continue to learn and wecontinue to grow.
And if we can see what it isthat we're working towards, I
(27:02):
always think that is soimportant is to be super clear
about what it is that you'reworking towards.
And then knowing that it's it'sit's this or bust, right?
It's like, you know, if itfails, it'll be because, you
know, God closed that door, notbecause I didn't give it
(27:27):
everything that I had, knowingthat against all odds, against
all opposition, against alldoubts and insecurities, I
wanted to push through becausein the end, it was gonna be
worth it and help me get closerto this picture of what we were
working towards.
(27:48):
But when we learn how toimplement change, then it's like
everything can change.
Like we can do so manydifferent things, and it builds
this confidence and thisexcitement and this motivation
as a leader and as anentrepreneur instead of feeling
like we are stuck, feeling likeeverything else controls us,
(28:11):
feeling like we're just spinningon this hamster wheel, like
learning how knowing that it'spossible for us to change our
life, and it is possible for usto change our business.
It sets us free.
It helps us like step into thisnext thing that we need to
without being trapped by whathas held us back.
(28:36):
So, short one today, or I guessit wasn't as short as I
thought, but you can learn moreat Clearauthenticbrands.com.
That's all for this episode.
And make sure to tune in fornext episode on what to expect
implementing change and how toactually do it.
(28:58):
See you next time.
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