October 9, 2024 • 42 mins
Richard Walsh, a former Marine and boxer turned business coach, shares his compelling journey of overcoming the 2008 financial crash. With the responsibility of supporting a wife and six young children, Richard transformed his life lessons into a toolkit for success, helping entrepreneurs build resilient businesses. His approach focuses on the five pillars of life—faith, family, finances, fitness, and friendship—challenging the misconceptions about business coaching and highlighting the power of genuine experience and accountability.
Imagine your business as an apple orchard; Richard emphasizes the importance of cultivating diverse income streams, rather than depending on a single tree for survival. By drawing parallels to natural growth processes, he warns against the dangers of overexpansion and price wars. Richard shares valuable insights on how businesses can thrive even in challenging times, like the economic downturns of 2008 and COVID-19, by delivering real value to customers and focusing on building lasting relationships.
Our conversation also touches on breaking free from the "owner prison" by effectively automating, delegating, and eliminating tasks to achieve balance and growth. Richard's transformative journey integrates faith and business, underscoring the importance of focusing on profit over gross revenue. He highlights the necessity of targeting the right market and working on the core 5% of your business to achieve both personal freedom and the ability to make a positive impact in the community. Join us as we explore these dynamic strategies and more, aiming to inspire entrepreneurs to not just survive, but thrive.
Here is Richard’s Website,
https://sharpenthespearcoaching.com/
Richard’s Book,
https://www.amazon.com/Escape-Owner-Prison-Contractors-control/dp/1089318901/ref=sr_1_2?crid=18TBISDQEDSZO&dib=eyJ2IjoiMSJ9.ULyxesDh-PwJ0RNB9i6Fjh89vRuiLWsvoeYY2_haYNlJMB1mMpQIeeYW06QJFkeehZqPBfEz4RcLBhOhltqWTLybq7Yx4xw3Jcy5-7ZD7MHgw-jdTCQhDMcCWxZfkQ4Yp9xPHl6sRcOufks3FIo6P0i2gTtz_tePjxlqjV0N0tCFOokj8xlBxGJuKrNBO-gZCMRNl2GE1K0vwp51NgYk_QQjAR5llqITat0OpBEmab8.barrv3_1lt12AU-wAGJNlc4zMfbDK6vYLb6QOFX4Jl4&dib_tag=se&keywords=Richard+Walsh&qid=1728237740&sprefix=richard+walsh%2Caps%2C131&sr=8-2
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hello everyone, thank you again for joining me on
another episode of the JoshuaShow.
Today we have Richard Walsh,who has had 20 years in business
and at the top of his game in2008-2009, and he took a hit
with the craft and he losteverything, including his own
(00:26):
home.
At this time, he had a wife andsix children under the age of
four, as a marine champion,boxer hard work of determining
why he had fallen or failed.
He had connected all the dotsand there were a lot of them and
(00:54):
started to rebuild and regainsuccess.
At this time, otherentrepreneurs were watching him
and asking him questions how hewas doing what he was doing.
Next thing he knows he'shelping them create their
business to not only withstandhardship but begin to thrive and
(01:18):
create a life with balance inthe five most important areas of
life faith, family, finances,fitness and friendship.
Richard, thank you so much forcoming on the show today.
Speaker 2 (01:35):
Oh, great to be here, Dorsey.
Appreciate you having me.
Speaker 1 (01:37):
Yeah, definitely.
Well, I usually start off theshow with an icebreaker question
, and this week's icebreakerquestion is if money wasn't a
factor, what would you do withyour time?
Speaker 2 (01:57):
I would do exactly what I'm doing now.
I wouldn't change a thing.
I love what I do, I love whatI've created, I love my family,
uh yeah there's a lot of balance, a lot of good things.
So I and the thing also, thankdorsey.
I've never been driven by money, so that you know, because I've
(02:19):
had all that, I don't want allthat.
I it's.
It's all about purpose for meand not money.
Money is a good thing.
I don't not like money.
I'm not driven by it, I'mdriven by purpose.
Speaker 1 (02:33):
Okay, what is the biggest misconception that
people have about your field ofexpertise?
Speaker 2 (02:43):
From the business coach standpoint it's relatively
new really.
I've been in business 35 plusyears and there was no such
thing when I started.
I mean, you might find somehigh level Fortune 500 coach
kind of thing that works withpeople, but you are not finding
it for the guy who's doing amillion a year, or 5 million or
(03:06):
10 million, a real smallbusiness.
That just didn't exist.
So I think even today well,okay, dorsey, I'm going to let
it go two ways here.
Okay, two misconceptions.
One is that every businesscoach is a good coach, or that
they've done business or run abusiness.
That's a misconception, becausemost have not.
So there's something to beaware of.
(03:27):
The other misconception is thereally good business coaches
that have run businesses, scaled, failed, scaled again,
whatever's just in my situation.
They can bring a differentelement to the business and
they're usually very, veryresults focusedfocused and
there's a high accountabilityaspect.
(03:48):
So it's a very different.
I think the best way to describeit is there's teachers and
trainers, dorsey.
Teachers are going to talk.
They're going to talk in frontof the class.
They're going to tell you to dothings and then have you go do
them A trainer.
I'm going to tell you to dopush-ups, but I'm going to get
in my face and do them with you.
You're going to do more than Iam.
(04:08):
I'm going to make sure the formis right and that you're on
pace.
I'm going to stay there untilyou finish.
That's the difference, right?
So that's probably the biggestmisconception.
Speaker 1 (04:16):
What does a business coach do If, here I come to you
I'm like, hey, I need help withmy business.
I'm not making the money I need, I'm not getting the people in
to the business you know that Iwant.
I'm not reaching the peoplethat I want, you know I'm not
getting the numbers, whatever itis.
(04:37):
You know, what would you do tohelp me to reach the potential
or, like you're saying, thepurpose that I need or that I
want?
Speaker 2 (04:48):
Right.
So first thing I do is I givethem an assessment of their
business and the 12 areas oftheir business.
It's an extensive assessment,but it's just yes or no answers,
okay, and they go through thatand then it scores them so they
get a score.
There's there's four differentlevels you can score on.
Now, most people, especially inthat situation described, are
going to score very low, andthat's okay.
(05:10):
I tell them don't be concernedabout the low score.
Most people are going to scorelow.
But what it does is it gives usa roadmap to start working with
what really needs to be fixed.
Yeah, you're not making enoughmoney.
Okay, that could be for 10different reasons.
Could be because you're bad atsales, but also could be a lot
of other aspects of yourbusiness are not dialed in,
(05:31):
right.
You're not bringing value.
You have poor customer service.
There could be a lot of reasonswhy you're not making money and
we have to determine wherethose are so we can focus on
those first.
That's what's key, and thatassessment is a critical aspect
of finding where to start.
It doesn't do any good totravel somewhere if you don't
know where you're going.
Speaker 1 (05:50):
Give us a little bit more background.
I know I read a little bitabout it in your bio, but give
us a little bit more backgroundabout what happened with your
business and how did you comeback from that crash of 08 and
09?
.
Speaker 2 (06:07):
Sure.
So I came out of the MarineCorps and I started working.
I decided I want to work formyself because working for
someone else was not my thinganymore.
So I decided I want to work formyself and I started the
business Up from there.
A landscaping business thatturned into a custom water
feature business.
I built big waterfalls, ponds,streams, stuff like that for
(06:30):
people at their homes.
I was kind of in the earlystages of that whole industry
around 89, 90.
And that grew and was great.
I became nationally recognized.
I won tons of awards, waspublished, became an
internationally recognized steelsculptor.
I started doing steel sculpture, adding it to it.
So a lot of success there.
And then 08 comes along.
Things crash, right, theeconomy's crashing and it
(06:51):
started to take my business downwith it.
November 5th of 2008.
I mean that day I lost a half amillion dollars in one day and
they just kept going off thecliff from there and I knew I
wasn't going to make it.
And the one caveat I always putin Dorsey is the economy didn't
wreck my business, I wrecked mybusiness, the things I didn't do
.
Making money for me is reallyeasy.
(07:13):
It's the easiest thing you cando in business actually, if you
think about it, I tell peopleall the time they don't kind of
believe that at first, but I'mlike it's the easiest thing you
do.
It's everything else.
That's hard Because if it wasthe economy that wrecked my
business, there'd be nobusinesses that survived.
It would have wreckedeverybody's right.
But it's because of the thingsI didn't do that I kept putting
(07:34):
off for literally 20 years,right To short my business, make
it strong so I could getthrough.
That is those things that Ididn't do.
That's what really caused thecollapse.
Now, again, like you said, Ihad six kids at the time under
four years old.
My wife lost the home, had torelocate.
Do all that, sell what little Ihad, and then decide what I'm
going to do next.
Now here's the really criticalpart, torsey.
(07:56):
In the beginning of 2009, Iwoke up one morning.
I'm thinking, wow, likeeverything is kind of crashing
down around me and I'm thinkingabout my children.
I'm like you know, when I comehome they just run and they
attack me.
And I'm leaving one day in mytruck and one of my sons is
chasing me down the drivewaycrying because I'm leaving.
I'm like man, what am I doing?
And I realized right then,dorsey, is my kids didn't care
(08:21):
what I drove.
They didn't care what kind ofhouse he lived in.
They don't care what I did fora living.
All they wanted was me to bearound a little bit because I
wasn't right and I said you know, if I stay on this trajectory
of being the best, businesscomes first, got to win, got to
be number one, got to get theawards, build my ego.
If I continue down that path,I'm going to destroy my
(08:43):
children's future becausethey're going to have broken
marriages, broken relationships.
They might succeed in business,but they're going to be really
lonely.
It's going to be expense ofeverything else.
They'll have no balance.
Their faith will be out ofwhack.
Their family will be out ofwhack.
They're fine.
Everything, everything will bewhack.
That's why I was living.
I'm like and kids don't do whatyou tell them, they do what you
(09:06):
do.
More is caught than taught.
So my kids were watching, evenat two, three and four years old
.
So I decided I will never dowhat I was doing.
So I left complete waterfeature sculpture.
Haven't touched it in 15 years.
Okay, just completely left.
What I had done for 20 yearsRestarted.
I want to build a business nowthat I have time to leave.
If my wife needs me to comehome, I can come home.
(09:27):
I don't say, okay, I'll be homeat seven tonight and it's noon,
I'll be around.
We're going to homeschool ourchildren all the way through
high school.
I want to be around for that.
Now, I'm not the Mr Teacher,that's my wife.
I do art and PE.
Okay, that's what I come homefor, those two things.
But everything else I just wantto be available, right?
I want to go on the trips withthem, and when they're competing
in athletics, I want to bethere for those games and things
(09:48):
.
So that's how I had to design mylife.
So I had to create newbusinesses that would allow me
to live that model.
So what that meant was I can'tdo everything in my business
like I'd done for 20 years.
Yeah, I had crews and I hadoffice managers, but it still
was me, me, me.
Everything was about me in thatfirst business, and now I
wanted it to not be about me atall.
(10:09):
I wanted to empower otherpeople.
I want to put them in position,I want to give them lanes to
operate in, I want to give themauthority and then grow from
there, make something that'sscalable.
And I did that.
I did it twice.
I did it with the gym, I did itwith a contracting business and
, like I said, as you mentionedin my bio, people started asking
me how I did it.
And that's when coaching waskind of born for me, because I
am an excellent trainer, I'mvery good at making things
(10:32):
simple and understandable, and Ijust started helping these guys
from a mentor position and thenI'm like, well, hey, I could
coach.
People wanted to pay me for it.
So what does an entrepreneur do?
Well, you turn it into abusiness.
So for years and years now,I've been doing this and helping
tons of businesses and it'sjust so rewarding giving them
the free profit and impact intheir business that they get
(10:52):
into business, for we don't getin the business for it to be a
slave to it.
We want a business that servesus.
We don't want to serve it right.
I want an opportunity to makeimpact.
How do I help my community?
How do I raise up my family?
How do I help the people in mybusiness who are working with me
?
How do I make them better aspeople?
That became my goal, and youcan't do that if you're doing
(11:13):
everything else in the business,so you're really not helping
out the people working for youor the people around you.
So that became the big focus ofhow I did it and what I wanted
to do with other businesses.
Speaker 1 (11:24):
Now, what do you focus on now?
I mean, obviously you have thecoaching business but, do you
have other businesses as wellthat you?
Speaker 2 (11:34):
I am 100% coaching now and I'm scaling that
business because our mission,our vision, is to help 10,000
business owners create profit,freedom, profit and impact in
their business.
So that's a lot of people tohelp 10,000 business owners
create profit, freedom, profitand impact in their business.
So that's a lot of people tohelp.
So we're focused solely on that.
As my business, I scaled outthe other two and now I focus
solely on this and growing this.
(11:55):
I want to be a leader in thisindustry because, dorsey, the
key is when you build freedom,profit and impact in your
business, and part of ourstrategy is to make them all
vision-driven businesses.
So when we do that, that meansinside your team, all the people
that work with you or for youand for you.
You want to elevate them aspeople as well as competent
employees.
And when you're able to do that, they take that home and they
(12:18):
take it home to their families.
That changes their families.
Their families operate in thecommunity.
That affects the community.
So if I help 10,000 businessowners, I literally can affect
millions of people's lives.
If we can get people to getonto this, which they do, they
love it because it changes theirwhole culture of their business
.
So that's really what I see.
That's what drives me andthat's why I want to scale this
(12:39):
and help this many people.
Speaker 1 (12:41):
Now, this may not be the exact topic or the exact you
know scope of what you do, butwe've seen a lot of you know
businesses, and especially it'sthe big businesses that have
multiple you know, like Target,walmart.
You know those businesses thatwe've seen that just fail or
(13:03):
they go out of business.
Do you have any idea of maybewhat are they doing wrong that
they're going out of business?
Speaker 2 (13:14):
Well, there becomes a size.
So let me give you an analogy.
Okay, so pretend my business isan apple tree, okay, so I got
this apple tree, I planted it.
It's growing now, right, andit's get to about 15, 20 feet.
It's going to produce thesebeautiful apples, right.
Okay, and go pick low apples Ican get.
Maybe go a little higher, getthe, get the nice ones on top
(13:35):
and get that.
Now the question is do I want myone apple tree to grow to 800
feet?
Do I want an 800-foot appletree that just keeps growing and
growing and growing?
Because the comparison is whatelse grows constantly and that's
cancer, right, that growscontinuously.
And what does it do?
It kills its host, right?
(13:57):
That's what happens.
So when they put everything inthat one tree, me, I'd rather
plant another tree, which meansanother business, right, I'd
rather have an orchard.
I'd rather plant another tree,which means another business,
right, I'd rather have anorchard, I'd rather have an
apple orchard, right, that eachbusiness can run itself.
Right, it can produce, it hasgreat fruit, it's cultivated
properly and it's all run, it'sunder control, and then we can
(14:19):
make more and more apple trees.
But when you go with that, gotto be the biggest, got to be the
lowest bidder, got to competeon price all the time, like
there's a, I'll say there's aplace for it and there's people
who are driven to do that andthat's the Walmarts and the
targets and things like that.
The Lowe's and the Home Depot'sJust a different mindset.
They fail because a lot ofreasons.
Dorsey, it's overexpansion,right, itflation hurts them a
(14:43):
lot.
Because they're low bid right,they're low bidders.
You go in.
It's always about the lowestprice.
Lowest price, lowest price.
We have the best prices.
Well, when you play that game,it's a race to the bottom.
You always have to be the lowprice guy, always.
Otherwise, oh, I can't go thereanymore because this guy's
lower over here.
So it's a horrible way to dobusiness.
(15:03):
Now they'll do it and they'llwork on little tiny margins and
they'll go high volume.
But imagine trying to keep thatengine fed with fuel, how
difficult it is.
And when you get a big economiccollapse, like we saw in 08, 09,
things like that, when theylike saying the dumbest thing
ever, that too big to fail, andthey're bailing them out, all
(15:24):
those businesses should havefailed.
It's just like mine.
No one came to my rescue, right, but no one's too big to fail.
If you're that big, you need tofail.
Okay, you need to be brokendown, split up.
You're not going to evaporate.
People are going to pick it upfor pennies on the dollar An
airline.
It goes out of business thatjets don't disappear.
(15:46):
Someone else picks them up for30ies on the dollar an airline.
It goes out of business thatjets don't disappear.
Someone else picks them up for30 cents on the dollar and puts
them in their functioningairline.
Right now they can expandbecause they were prepared for
this.
They had put in the rightprecautions, but they're
proactive on what they weredoing.
They weren't reckless andthat's so.
I think that was kind of thepath that makes sense.
Yeah, I don't want to comedirections there, but yeah.
Speaker 1 (16:07):
So how did COVID affect your business, or did it?
Speaker 2 (16:13):
It really didn't affect my business we're remote,
right, because I train businessall over the country but it
affected in the way that, likewe had to shift gears.
We went from doing business andworking on things to like, okay
, we have to combat this.
Like, how do we combat this?
How do we weather that?
We've already been buildingthings, shoring up the business,
(16:34):
doing all the right things inthe business, but now it's a
different approach because ifyou have a brick and mortar,
well, some people aren't lettingyou come to business.
Some states are shutting downbusinesses and only letting the
big guys open.
And now you've got to deal withthat because I think they
thought COVID only was safe inthe big places and not in the
(16:54):
little places.
You could manage it.
So it was a very odd thing goingon, but we had to fight back in
our own way and really againshore them up and understand no,
we can market through this.
This is just going to cause alittle bit of a pivot or we're
not going to go under, we'regoing to weather this because
what we have is worth havingright.
So it was just a redirectionwhich was kind of I hate to use
(17:15):
the F word but it was fun.
Okay, it was just fun, so wehad a good time doing it.
It's a challenge and we gotthrough it.
And you know, you know whathappens when you get through
adversity.
You're just so much strongerafter that.
Speaker 1 (17:31):
That was a biggie.
The other question I came upwith, you know, on top of that
was if you know, there arepeople listening, you know, to
this podcast and maybe they'restill struggling somehow coming
out I mean, we've been out of itfor a little while but still
struggling from the, you know,from the hard times of COVID
(17:57):
what advice would you give tothem?
To you know, you know, come outof it and be you know and be
thriving with that business.
Speaker 2 (18:08):
I think it's going to be a very simple thing.
Look at your business and thinkof one word value.
Okay, how much value are youbringing to your customer base?
What are you doing?
Have you changed that?
Are you giving them far morevalue than they're paying for?
And what does that look like?
(18:29):
That doesn't mean you give awaymoney.
It doesn't mean you're givingaway more expensive product
you're getting less money for.
It means that you're givingthem the intangibles, right, the
perceived value.
What does this really mean?
Really understand what you are?
Because a lot of businesses,even though they weathered it,
they really don't understand whowhat we call our ICP ideal
client profile who that personis and how to serve them at the
(18:52):
highest level.
So if you're still strugglingwith that, you've got to really
dial in who specifically you'reserving.
Don't ever be all things to allpeople.
That's Walmart, they think Itry never to go in there.
So they're not all things to me.
They're the last choice.
Okay, Everything else is closedand it's whatever, and I got to
(19:13):
have something.
But but I'm just saying that,like, look at the value that
you're bringing to themarketplace, focus on that,
improve that.
And if you think you can'timprove it, well, you can call
me and I'll help you because Iwill show you all kinds of ways
to improve what you haven'tthought of because it's so
critical.
That's what separates smallbusiness from the low bidders,
the big guys.
(19:33):
Right, they're just volume,volume, volume.
You know there's nothingspecial about that place.
Do you get a warm, fuzzyfeeling when you go in a Home
Depot?
I don't, okay, I mean, I just,you know Walmart, I don't get a
warm, fuzzy feeling.
I wanted to, like, take a bathwhen I come out of there.
Okay, I just want to get what Iget.
You go there, dorsey, and theyhave like 37 self-checkout lanes
(19:54):
now and three work.
Three are open.
And I'm like even theself-checkout doesn't show up to
work.
Okay, I'm like what are youkidding me?
I'm standing in line at theself-checkout and there's it's
unbelievable.
I could just go down thisrabbit trail.
But I mean that's what you get.
Oh, look, they got 30,literally, they got 30 self-help
checkouts and there's threeopen and one person standing
(20:16):
there looking at you and you'rebehind 10 other people.
I'm like this is unbelievable.
Okay, I mean so.
Like, don't be that.
How do you serve your customer?
How do you make it easy?
What's the ease of complianceof getting whatever you offer?
How easy is to get it be served?
Feel great about it, have thewarm and fuzzy.
I want to go to the cool coffeeplace.
We can sit down.
(20:38):
The ambiance is great when theybring a coffee out to you, you
sit down.
I'm happy to pay the five bucksfor that.
I'm getting an experience withit.
You know I like that.
That's good, not a 25-minutedrive-through lane, you know, I
mean so.
It's those kind of things,george, that change a business
and you look what's immediatelyaround you.
How do you serve that?
(20:58):
And that'll change the face ofyour business.
Speaker 1 (21:01):
I can relate to the Walmart experience only because
I work for their competition.
I work for Target.
And not only do I work forTarget, I work the self-checkout
line.
Speaker 2 (21:14):
Sure, sure, yeah, well, you know them.
Most of us can check out ourown stuff, but then there's
people that can't even do that.
So it's bad on both sides.
Dorsey, and you know, you liveit firsthand.
So it is interesting to watch,let's put it that way.
And so it is interesting towatch.
Speaker 1 (21:30):
Let's just put it that way you wrote a book called
Escaping the Owned Prisoner.
And why did you write that book?
And what is?
Speaker 2 (21:41):
that book about.
So Escape the Owned Prison was.
It's both my story and how notto do what I did.
Okay, so it's a how-to manual.
Okay, I tell my kids, don't dowhat I did that first, 20 years.
Do what I do now, okay.
So Escape the Owner Prison isthe contractor's new way to
scale, regain control and fasttrack growth while loving life.
(22:02):
So it's about again how do youget in business?
Because here's what happens,torsey, people get in the
business, say I'm a really goodcarpenter and I think I can do
it better than the guy I'mworking for.
Matter of fact, I know I can,so I'm going to go get my own
clients.
I'm going to start a business.
Well, I'm doing the work right,and you have to do that in the
beginning.
You have to go do the carpentrywork.
You have to office work.
(22:23):
You have to go get materials.
You have to do all that Firstcouple of years.
You're building, building,building.
You're making money.
Okay, it's good.
But here's the catch.
Next thing, you know it's 10years and you've repeated the
first two years five times, soyou've never been able to scale.
You're making money, but notlike the money of your dreams.
You don't have everything youwant.
(22:44):
You can't take a vacationbecause if you don't open the
door, no business starts right.
You're in charge, you're doingall this stuff.
So you haven't delegatedproperty, you haven't automated
properly, you haven't eliminatedproperty.
Automate, delegate, eliminateare the three things that we
look for and you're trapped.
That's the prison and there'spatterns to that that I saw over
time because I lived there for20 years and I thought it was
(23:07):
awesome because I was single andI didn't care and I'm like
business is everything and Ilove it, right, I was totally
obsessed.
So to me it didn't seemabnormal.
But you look back and go, wow,you were an idiot, like, you
were just like just going andyou just had blinders on.
You know like I did greatthings and I made great money
and all that stuff, but the restof the life was out of balance.
(23:29):
So escape the underpinnings ishow to correct all that.
It gives you the actionablesteps to do that.
It takes you through a lot offundamentals that guys lose or
actually never knew Again.
They were good at what they doand it could be a tech guy, it
could be a tradesman, it couldbe a service guy, it doesn't
matter.
A realtor, it doesn't matter.
But they get into it and thenthey don't learn the business
(23:52):
side.
I don't mean go to college andget an MBA.
I mean what I learned was hirethe right business people.
Figure out how you can put theright people in place to take
care of it, because I'm nevergoing to be a great accountant
Never happening.
I took four years to get out ofgeneral math in high school.
So you don't want me workingthe numbers.
I need four years to get out ofgeneral math high school, okay.
So you don't want me workingthe numbers?
Okay, I need a professional forthat.
(24:14):
So that's really what the bookis about.
It really shows you how tocreate that freedom, how to get.
We talk about the five F's, sofaith, family, finances, fitness
and friendships.
That's the balance.
When you hear about work-lifebalance, that's what my book
talks about as well.
Because people say you needwork-life balance.
That's what my book talks aboutas well.
Because people say you needwork-life balance and they walk
(24:34):
away from you.
No one tells you how, becauseyou still have a business to run
, you still want to besuccessful in business, because
that's your income, that's howyou make a living.
But what is that.
So that's why the five Fs kindof come up.
Well, faith, it needs to bestrong, right.
Faith is continual.
It's every day, all day.
That's what for me, you know,it starts at 4 am.
(24:55):
When I get up, you know, it'swater, it's coffee, it's time in
the Word.
I praise God.
Off to the gym at 5.30, I workout, come back, make my
breakfast, have a great day, goto work, right, so I understand.
But I'm continuously, you know,focused on my faith throughout
the day.
Family comes next, right,that's the right order.
It's God, then family, now it'sfamily.
(25:16):
Okay, well, what am I doing?
I'm able to see them, go them,take them here, do this, help
out my wife, go to the games, doall that kind of stuff.
Have that balance, greatFinances.
What am I doing with this moneyI'm making?
Am I just buying things?
Oh, look, a cool four-wheeler.
I'll buy a new four-wheeler,you know, because I got lots of
money.
No, I have a plan for it.
I'm building passive income,I'm acquiring assets to be able
(25:39):
to replace my active businessincome.
So when I leave the business orsell the business, I still have
that same amount coming in.
Right, I don't lose that Verywise with that.
And then fitness, again what doI eat?
When do I work out?
How do I keep my body healthy?
So I'm strong, because ifyou're not fit, you're not fit
to lead.
So I want to be fit, I want tolead, I want to have the energy
(26:00):
to do that, both my family andmy teams at work.
I want to be able to do thatwell.
And lastly is friendships.
Now, friendships for me is apretty small.
I tell people, if I lost threefingers on one hand, my friends
would still fit on my hand.
Okay, it's pretty small, butbecause I'm very selective, I
call them trench buddies.
These guys will have my six.
(26:21):
I go to war with these guys.
We'll give our lives for eachother.
Now there's other circles ofacquaintances and friends and
they're in different places.
But I really focus on qualityfriendships so that when we do
get together it's meaningful,it's incredible discussions,
right, insight we share witheach other and stuff.
And you know we're like-minded.
So to me, I'd rather have twoof those than 10 goofs who are
(26:44):
around me and shallow and theyjust, you know, all they want to
talk about is whatever the lastfootball game or the girls they
saw.
You know, I don't want any ofthat.
You know I don't want any ofthat.
You know I want to talk aboutthings that matter.
You know I want to move thingsforward.
I want to move the ball downthe field, you know.
So that's really where all thatcomes from.
Speaker 1 (27:00):
How did your faith play a part in your business,
and especially during the timeof the crash?
Speaker 2 (27:09):
Yeah.
So it's kind of an interestingevolution with that Dorsey,
because at the time, in 08-09, Iwas I call myself a CINO,
c-i-n-o.
Christian in name only.
Okay, okay, which is a lot ofChristians out there.
They don't really know whatthey believe in, that a lot of
them are not even truly saved,Like I wasn't.
But I'm going to church, I goto church and all this stuff's
(27:31):
collapsing around me, so all Iknow is I failed, okay,
everything I did I couldn't doit.
Now I'm failing, now I'm losingeverything.
I didn't turn to God, okay,because I didn't know I could.
All I knew is I went to thisbig church on Sunday and they
never and I'm just being honesthere never once was there an
altar call, never once did theyever tell you you need to be
(27:52):
saved, never once did they tellyou you need to accept Jesus as
your Lord and Savior, never once.
2,000 people in this church.
Okay, I'm like what do I know?
Right?
So I'm going in.
So, after we lost everything, werelocated, started over again,
I went to a different or some adifferent state.
Now I'm like, oh, and I startedhearing about this.
People have a date and they'vebeen saved.
(28:13):
I'm like, what is this?
So I'm typing to my pastor oneday on the computer, right, I'm
sending him an email, and mywife goes to me.
She goes what are you doing?
I go, I'm sending an email toPastor Tammy.
I go about what?
I go about being saved.
She goes what do you mean?
I go, well, that's it.
What does it mean?
She goes what are you talkingabout?
I go well, everyone's got adate.
And all of a sudden I don'thave a date.
(28:42):
I go do again.
That's playing the Christiangame.
Everyone thinks you're all that.
But like I didn't accept theLord, I mean, if I checked out
that day, I'm in hell, right,like I am not saved from my sin,
I didn't know, but I go tochurch, that doesn't count.
No, it doesn't right.
So it was such a big revelation.
(29:03):
And then I started doing thatlike, oh, now I understand.
Oh, it's a relationship.
Oh, it's about relationship.
It's not about checking withthe church box.
Oh, I gave tithing and all that, so it's not that, it's about a
relationship.
And that changed everything andI started spending a lot of time
in the work getting around theright people who could really
(29:23):
influence me in a godly way.
And that's what changed thebusiness?
Because I'm out of the oldbusiness now I'm in the new
stuff.
Oh, there's a way to do thiswith a kingdom mindset.
Oh, biblical principles.
Oh look, god actually hasprinciples to do business.
He has principles to doeverything.
And the cool thing is I tellpeople I go well, you're in luck
(29:44):
if you're not a believer,because they work for
nonbelievers too.
So if you just apply God'sprinciples in your business,
you're going to be successful.
How about that?
Hopefully you're going to cometo Jesus and know him.
But really, the fact is, whatGod gives us works.
His blessings are in theboundaries that he gives us.
If we can operate inside those,it's amazing.
(30:05):
So that changed everything forme.
That's really how I mean mychildren.
We homeschool them all the waythrough high school, right.
So we got to raise them with abiblical worldview and really
got them close to the Lord andeverything else, and it's just
been awesome.
So you could say it was kind ofpivotal.
Speaker 1 (30:26):
Now, we talked about it earlier and I'm not sure if
this is the same thing that youwere referring to, but why is
being the low bidder the worstthing you can do for your
business?
Speaker 2 (30:36):
So, like we talked about Walmart and all that stuff
too, right.
But if you're out there andyou're a contractor, anything
that you're doing if you want tocompete on price, like I said,
it's a race to the bottom.
You're going to have to be thelow bidder all the time.
And here's what happens whenyou're low bidder You're never
going to have enough.
You're never going to haveenough money.
You're never going to do enoughvolume.
You're going to feel like I'mgetting a lot of work, my gross
(31:10):
revenue is very high, right, andyou're like, oh, that's
exciting, I'm doing $5 million ayear.
But then how much are youtaking home?
You're doing $5 million, butyou're not taking home even
$100,000 a year.
So you know, there's a saying,doris, and it goes gross revenue
feeds the ego, profit feeds thefamily.
Okay, it's always about whatyou keep.
You know, if your scorecard isgross revenue, you're going to,
it's going to be a disaster.
It's always about what you keep.
If your scorecard is grossrevenue, it's going to be a
disaster.
It's going to look good on theoutside, but your family is
(31:31):
going to struggle.
You're going to strugglebecause you don't have that
money.
So if you want to live that lifeand always going deeper and
deeper and deeper in debt andcompetition and everything else.
You never get to rise above.
You'll never be known as thebest.
Like to me.
I couldn't live with that.
I am driven, and God put this inme.
(31:53):
He wants us to be the best.
We represent Him.
Do all things as unto Christ.
I mean that's how we live.
So I want to be the best, right, I mean I'm not going to do it
in a bad way, but I'm going tobe the best I can be.
And I can't be that at lowbidding.
And now there are people wholow bid and they jack up their
(32:13):
prices after they get in and doall that nonsense.
But the reality is, if you'regoing to go that route, there's
going to be an end.
It's going to be bad.
You're never going to be an end.
It's going to be bad.
You're never going to profit.
You're never going to get thethings you truly want.
You'll never be able to helpthe people you truly want to
help, because you just don'thave the income, because you're
always racing towards the bottom.
Speaker 1 (32:34):
So what advice would you give to people that are in
that type of business where youhave to beg for the place?
What advice would you give tothem?
Speaker 2 (32:46):
You're going to have to start to transition out of it
, not out of the business, buthow you do business.
So think of this If that's like, your whole business, is that
low bid, low bid, low bid.
Okay, well, you're going to forlack of a better term say
you're going to create adivision.
Maybe it's a different offering, or it's the same thing offered
differently right, you're goingto go for a different customer
(33:09):
base.
So you're going to have tostart out slow, but all of a
sudden, instead of charging$5,000 for what you do, you're
going to charge $6,500 and then$7,000.
And you're going to make itbetter and better.
Right, you're going to bringmore value.
And you're going to make itbetter and better.
Right, you can bring more valueand you're going to creep it up
to see what the market's goingto bear.
You're going to go for adifferent client base, right?
So instead of you know again,there's.
(33:31):
There's a market for everybody.
Let's use landscaping.
There's a guy with a beat uppickup truck and a push mower in
the back.
Right, he'll cut your grass for15 bucks.
Okay, there's a market for that.
There's people that just wantthe grass cut.
$15 is great.
The other guy has the beautifulcovered trailer.
It's all wrapped.
He's got the beautiful newtruck.
He's got rider mowers, blowers,edgers.
(33:52):
He'll come and that yard willlook like the White House.
Okay, I mean, it'll be perfectand you'll pay $200 a week
instead of $15.
Right, and you'll be happy.
Right, the same thing, andyou'll be happy, you'll love it
and you'll love to see him everyweek.
You'll come home and you'd beproud of that thing and happy to
pay it.
They both get to work right.
But I guarantee you the guygetting the 200 a week is going
(34:13):
to do a lot better than the guygetting 15.
Right, he's gonna.
He's not gonna be able toreplace his truck when the time
comes.
So it's like that, right.
So now you have to shift andchange your customers.
Who do you truly want to serve?
Who are your favorite customersand how do you?
Who are they?
How do I serve them at thehighest level.
That's what you begin to do.
So really is it's time.
(34:34):
It's going to take you one, two, three years to get there, but
pretty soon you can do one joband that'll equal three or four
jobs over here on the low bidside.
I do it with my customers allthe time.
I have guys in remodeling andconstruction.
They went from doing $43,000average kitchens to $93,000,
right Now they're doing $150,000kitchens.
(34:58):
They were doing 12 jobs, 12 to15 jobs at a time.
Now they're doing three andthey're making even more money.
Double and triple the moneythat's a good life, you know,
but it is because you have time,right, think about spinning 12
plates at a time.
Keep those going, right?
That's?
It was crazy, right, but that's, and that's kind of the
(35:20):
transition you have to make.
Speaker 1 (35:22):
Why must you create freedom, profit and impact in
your business?
Speaker 2 (35:28):
So freedom, profit and impact go together, okay.
So first, no one got intobusiness to be a slave.
We talked about that before.
So what do you need?
You need to what we callworking on your 5%.
Okay, there's 5% of yourbusiness that only you can do,
dorsey, right, that's vision.
That's maybe growth strategies,things like that.
Right, reeling in the bigclients, that's going to take
(35:50):
you as the owner.
Everything else is delegatedand automated, right.
So once you get to that 5%working on that, you go from 60,
70 hours a week to 10 or 12 inyour business.
That's freedom.
Now you bought all your timeback.
All that stuff's been delegated.
Now you have time.
That's your freedom.
Right, now you can do thethings you want.
The five F's right, you canstart working on those Profit.
(36:13):
When you do that, when you getto your 5%, everything you had
to do to get there gives you asmooth running business, a
self-running business.
People are delegated, they'regiven authority, they can run it
without you.
You can leave for a month, comeback and it's like you never
left.
Everything is good, right,you're more profitable, that
kind of thing.
And then you start making moremoney that way because you have
(36:34):
efficiencies, you're streamlined.
You're collecting yourreceivables when you need them.
You're not chasing money right.
Everything is handled,everything has a system and a
place to go.
That increases your profit.
Now you're making more moneywithout doing more work.
That's the beauty.
You didn't increase theworkload.
You increased the efficienciesand the streamline and the
systemization of the business,and that naturally increases
(36:57):
profit.
Okay, now you can make theimpact.
Who do you want to help?
Do you have a favorite charity?
You know?
Do you have?
You know, is the Better WomanShelter?
Is an adoption facilitysomeplace?
Where do you want to take thatextra money you're making and
use it for good?
You can create and you can dothat wherever.
Again, as a small business, I dolike the right hand does know
(37:19):
what the left hand is doing.
In that way, I'm not out tobrag what I'm doing with my
charity.
I just want to go help people.
I don't need the recognition, Ijust need to know that I'm
doing that.
It's like when you tithe rightas a believing Christian, people
go.
Oh, you know, the church justabsconds with the money.
I just go.
I don't care, I'm not giving tothe church, I'm giving to the
Lord.
There's a difference.
(37:41):
You need to get this in yourhead If I'm giving 10% or 15% or
whatever I'm giving, I go yes,it's at a church and I'm putting
it in the envelope right, theproverbial envelope.
If they abscond with it, ifthey misappropriate it, you know
they're not going to answer tome, they're answering to God.
We could have a way worse.
My heart is for the Lord andthat's where the money went.
(38:02):
If you can understand that, youwill freely give, because God
loves a cheerful giver, and youbecome that.
You're just I'm doing what I'masked.
Okay, I'm not going to worryabout all the other stuff Again.
We don't want that to happen.
But it's the same thing in thebusiness.
Can I just give?
Can I help?
I just give it to them andwatch them flourish as well.
So that's the impact portion,just like improving your people
(38:23):
them flourish as well.
So that's the impact portion.
Just like improving your people.
Let them go home when they'recoming and working for a purpose
and not just a paycheck, sothey work for a purpose.
They want quality, feedback andrecognition.
Then it's about the money.
Everyone wants to make goodmoney, but that's not what
drives people.
Working for vision, working forpurpose, that's what drives
people.
You can give them and elevatethem.
As people make them betterAgain.
(38:49):
They go home happy.
They're going to stay with youlonger.
You create a great culture atyour business.
That's what freedom, profit andimpact does.
It changes everything.
By getting your business stylethen properly, the impact that
you can have is almostimmeasurable.
It really is because you're aninfluencer, you're a business
owner in the town you live in.
Let's say, right, maybe youhave 10 employees, maybe you
have 100.
Maybe you have 1,000.
Whatever that is, that'sinfluence, and not in the way of
(39:12):
like politics and all that.
I'm talking about the influenceof the people who are under
your care.
You're a steward, after all.
You raise them up, you makethem better.
They're happy, their livesbecome better.
I mean, what more could youwant?
You know, it's just so awesome.
So that's the opportunity youhave as a business owner.
Speaker 1 (39:30):
As we get really close here.
How can people reach you ifthey feel you know that they
need a business coach or theyjust want to, you know, bounce
some ideas off of you?
Speaker 2 (39:43):
Sure, just go to sharpenthespiritcoachingcom.
Go tosharpenthespiritcoachingcom.
So sharpenthespiritcoachingcom,you'll see the contact.
You'll say call me, book a call, reach out, whatever you want
to do, click the button.
We'll get a call to a discovery.
We'll call a discovery call,chat about your business, find
out what's going on, give yousome great advice if you need it
.
And if we want to work together, we'll work together.
It's awesome, I'd love to helpyou.
(40:04):
Yeah, that'ssharpenthespiritcoachingcom
One-stop shop.
Speaker 1 (40:13):
And what is one last encouragement that you would
give to my listeners, because Ithink it's not too sharp at
Walmart?
Speaker 2 (40:21):
Right, right, right, yeah, don't go there.
But if you're in business oryou're thinking of starting a
business, here's what I need youto understand that perseverance
is what it's about.
There's suffering, there'sperseverance, there's grit all
that you have to persevere.
You have to be in for the longhaul.
There's no quick fix.
There's no short.
(40:42):
You know short term high gains.
None of that exists in business.
You know every anyway.
You know the old saying, everyovernight success only took 10
years.
Okay, so it's, nothing happensovernight.
Be persistent.
You have a great idea, stickwith it.
But find help.
Get a good coach.
It can be me, it can be someoneelse, but I just want to
(41:02):
encourage you to push through,because we need small business.
So if that's really what you'relooking to get into, talk to me
, talk to somebody who can guideyou, who's been where you want
to go, and they'll help you getthere.
Speaker 1 (41:15):
Thank you, Richard, for coming on the show today.
We greatly appreciate havingyou.
Speaker 2 (41:21):
Dorsey, thank you for having me.
I really appreciate it.
It was an honor.
Speaker 1 (41:24):
Yes, definitely.
Well, guys and girls, thank youso much for coming on and
listening.
Please go and check outRichard's website and even his
book.
I'll have it in the show notes.
And please go check out my newpodcast website at
wwwdorseyrosshowcom podcastwebsite at wwwdorseyrossocom.
(41:45):
And please like, share and beencouraged by these podcasts.
Have a great day.
Bye-bye.
Hello everyone, thank you again for joining me on
another episode of the JoshuaShow.
Today we have Richard Walsh,who has had 20 years in business
and at the top of his game in2008-2009, and he took a hit
with the craft and he losteverything, including his own
(00:26):
home.
At this time, he had a wife andsix children under the age of
four, as a marine champion,boxer hard work of determining
why he had fallen or failed.
He had connected all the dotsand there were a lot of them and
(00:54):
started to rebuild and regainsuccess.
At this time, otherentrepreneurs were watching him
and asking him questions how hewas doing what he was doing.
Next thing he knows he'shelping them create their
business to not only withstandhardship but begin to thrive and
(01:18):
create a life with balance inthe five most important areas of
life faith, family, finances,fitness and friendship.
Richard, thank you so much forcoming on the show today.
Speaker 2 (01:35):
Oh, great to be here, Dorsey.
Appreciate you having me.
Speaker 1 (01:37):
Yeah, definitely.
Well, I usually start off theshow with an icebreaker question
, and this week's icebreakerquestion is if money wasn't a
factor, what would you do withyour time?
Speaker 2 (01:57):
I would do exactly what I'm doing now.
I wouldn't change a thing.
I love what I do, I love whatI've created, I love my family,
uh yeah there's a lot of balance, a lot of good things.
So I and the thing also, thankdorsey.
I've never been driven by money, so that you know, because I've
(02:19):
had all that, I don't want allthat.
I it's.
It's all about purpose for meand not money.
Money is a good thing.
I don't not like money.
I'm not driven by it, I'mdriven by purpose.
Speaker 1 (02:33):
Okay, what is the biggest misconception that
people have about your field ofexpertise?
Speaker 2 (02:43):
From the business coach standpoint it's relatively
new really.
I've been in business 35 plusyears and there was no such
thing when I started.
I mean, you might find somehigh level Fortune 500 coach
kind of thing that works withpeople, but you are not finding
it for the guy who's doing amillion a year, or 5 million or
(03:06):
10 million, a real smallbusiness.
That just didn't exist.
So I think even today well,okay, dorsey, I'm going to let
it go two ways here.
Okay, two misconceptions.
One is that every businesscoach is a good coach, or that
they've done business or run abusiness.
That's a misconception, becausemost have not.
So there's something to beaware of.
(03:27):
The other misconception is thereally good business coaches
that have run businesses, scaled, failed, scaled again,
whatever's just in my situation.
They can bring a differentelement to the business and
they're usually very, veryresults focusedfocused and
there's a high accountabilityaspect.
(03:48):
So it's a very different.
I think the best way to describeit is there's teachers and
trainers, dorsey.
Teachers are going to talk.
They're going to talk in frontof the class.
They're going to tell you to dothings and then have you go do
them A trainer.
I'm going to tell you to dopush-ups, but I'm going to get
in my face and do them with you.
You're going to do more than Iam.
(04:08):
I'm going to make sure the formis right and that you're on
pace.
I'm going to stay there untilyou finish.
That's the difference, right?
So that's probably the biggestmisconception.
Speaker 1 (04:16):
What does a business coach do If, here I come to you
I'm like, hey, I need help withmy business.
I'm not making the money I need, I'm not getting the people in
to the business you know that Iwant.
I'm not reaching the peoplethat I want, you know I'm not
getting the numbers, whatever itis.
(04:37):
You know, what would you do tohelp me to reach the potential
or, like you're saying, thepurpose that I need or that I
want?
Speaker 2 (04:48):
Right.
So first thing I do is I givethem an assessment of their
business and the 12 areas oftheir business.
It's an extensive assessment,but it's just yes or no answers,
okay, and they go through thatand then it scores them so they
get a score.
There's there's four differentlevels you can score on.
Now, most people, especially inthat situation described, are
going to score very low, andthat's okay.
(05:10):
I tell them don't be concernedabout the low score.
Most people are going to scorelow.
But what it does is it gives usa roadmap to start working with
what really needs to be fixed.
Yeah, you're not making enoughmoney.
Okay, that could be for 10different reasons.
Could be because you're bad atsales, but also could be a lot
of other aspects of yourbusiness are not dialed in,
(05:31):
right.
You're not bringing value.
You have poor customer service.
There could be a lot of reasonswhy you're not making money and
we have to determine wherethose are so we can focus on
those first.
That's what's key, and thatassessment is a critical aspect
of finding where to start.
It doesn't do any good totravel somewhere if you don't
know where you're going.
Speaker 1 (05:50):
Give us a little bit more background.
I know I read a little bitabout it in your bio, but give
us a little bit more backgroundabout what happened with your
business and how did you comeback from that crash of 08 and
09?
.
Speaker 2 (06:07):
Sure.
So I came out of the MarineCorps and I started working.
I decided I want to work formyself because working for
someone else was not my thinganymore.
So I decided I want to work formyself and I started the
business Up from there.
A landscaping business thatturned into a custom water
feature business.
I built big waterfalls, ponds,streams, stuff like that for
(06:30):
people at their homes.
I was kind of in the earlystages of that whole industry
around 89, 90.
And that grew and was great.
I became nationally recognized.
I won tons of awards, waspublished, became an
internationally recognized steelsculptor.
I started doing steel sculpture, adding it to it.
So a lot of success there.
And then 08 comes along.
Things crash, right, theeconomy's crashing and it
(06:51):
started to take my business downwith it.
November 5th of 2008.
I mean that day I lost a half amillion dollars in one day and
they just kept going off thecliff from there and I knew I
wasn't going to make it.
And the one caveat I always putin Dorsey is the economy didn't
wreck my business, I wrecked mybusiness, the things I didn't do
.
Making money for me is reallyeasy.
(07:13):
It's the easiest thing you cando in business actually, if you
think about it, I tell peopleall the time they don't kind of
believe that at first, but I'mlike it's the easiest thing you
do.
It's everything else.
That's hard Because if it wasthe economy that wrecked my
business, there'd be nobusinesses that survived.
It would have wreckedeverybody's right.
But it's because of the thingsI didn't do that I kept putting
(07:34):
off for literally 20 years,right To short my business, make
it strong so I could getthrough.
That is those things that Ididn't do.
That's what really caused thecollapse.
Now, again, like you said, Ihad six kids at the time under
four years old.
My wife lost the home, had torelocate.
Do all that, sell what little Ihad, and then decide what I'm
going to do next.
Now here's the really criticalpart, torsey.
(07:56):
In the beginning of 2009, Iwoke up one morning.
I'm thinking, wow, likeeverything is kind of crashing
down around me and I'm thinkingabout my children.
I'm like you know, when I comehome they just run and they
attack me.
And I'm leaving one day in mytruck and one of my sons is
chasing me down the drivewaycrying because I'm leaving.
I'm like man, what am I doing?
And I realized right then,dorsey, is my kids didn't care
(08:21):
what I drove.
They didn't care what kind ofhouse he lived in.
They don't care what I did fora living.
All they wanted was me to bearound a little bit because I
wasn't right and I said you know, if I stay on this trajectory
of being the best, businesscomes first, got to win, got to
be number one, got to get theawards, build my ego.
If I continue down that path,I'm going to destroy my
(08:43):
children's future becausethey're going to have broken
marriages, broken relationships.
They might succeed in business,but they're going to be really
lonely.
It's going to be expense ofeverything else.
They'll have no balance.
Their faith will be out ofwhack.
Their family will be out ofwhack.
They're fine.
Everything, everything will bewhack.
That's why I was living.
I'm like and kids don't do whatyou tell them, they do what you
(09:06):
do.
More is caught than taught.
So my kids were watching, evenat two, three and four years old
.
So I decided I will never dowhat I was doing.
So I left complete waterfeature sculpture.
Haven't touched it in 15 years.
Okay, just completely left.
What I had done for 20 yearsRestarted.
I want to build a business nowthat I have time to leave.
If my wife needs me to comehome, I can come home.
(09:27):
I don't say, okay, I'll be homeat seven tonight and it's noon,
I'll be around.
We're going to homeschool ourchildren all the way through
high school.
I want to be around for that.
Now, I'm not the Mr Teacher,that's my wife.
I do art and PE.
Okay, that's what I come homefor, those two things.
But everything else I just wantto be available, right?
I want to go on the trips withthem, and when they're competing
in athletics, I want to bethere for those games and things
(09:48):
.
So that's how I had to design mylife.
So I had to create newbusinesses that would allow me
to live that model.
So what that meant was I can'tdo everything in my business
like I'd done for 20 years.
Yeah, I had crews and I hadoffice managers, but it still
was me, me, me.
Everything was about me in thatfirst business, and now I
wanted it to not be about me atall.
(10:09):
I wanted to empower otherpeople.
I want to put them in position,I want to give them lanes to
operate in, I want to give themauthority and then grow from
there, make something that'sscalable.
And I did that.
I did it twice.
I did it with the gym, I did itwith a contracting business and
, like I said, as you mentionedin my bio, people started asking
me how I did it.
And that's when coaching waskind of born for me, because I
am an excellent trainer, I'mvery good at making things
(10:32):
simple and understandable, and Ijust started helping these guys
from a mentor position and thenI'm like, well, hey, I could
coach.
People wanted to pay me for it.
So what does an entrepreneur do?
Well, you turn it into abusiness.
So for years and years now,I've been doing this and helping
tons of businesses and it'sjust so rewarding giving them
the free profit and impact intheir business that they get
(10:52):
into business, for we don't getin the business for it to be a
slave to it.
We want a business that servesus.
We don't want to serve it right.
I want an opportunity to makeimpact.
How do I help my community?
How do I raise up my family?
How do I help the people in mybusiness who are working with me
?
How do I make them better aspeople?
That became my goal, and youcan't do that if you're doing
(11:13):
everything else in the business,so you're really not helping
out the people working for youor the people around you.
So that became the big focus ofhow I did it and what I wanted
to do with other businesses.
Speaker 1 (11:24):
Now, what do you focus on now?
I mean, obviously you have thecoaching business but, do you
have other businesses as wellthat you?
Speaker 2 (11:34):
I am 100% coaching now and I'm scaling that
business because our mission,our vision, is to help 10,000
business owners create profit,freedom, profit and impact in
their business.
So that's a lot of people tohelp 10,000 business owners
create profit, freedom, profitand impact in their business.
So that's a lot of people tohelp.
So we're focused solely on that.
As my business, I scaled outthe other two and now I focus
solely on this and growing this.
(11:55):
I want to be a leader in thisindustry because, dorsey, the
key is when you build freedom,profit and impact in your
business, and part of ourstrategy is to make them all
vision-driven businesses.
So when we do that, that meansinside your team, all the people
that work with you or for youand for you.
You want to elevate them aspeople as well as competent
employees.
And when you're able to do that, they take that home and they
(12:18):
take it home to their families.
That changes their families.
Their families operate in thecommunity.
That affects the community.
So if I help 10,000 businessowners, I literally can affect
millions of people's lives.
If we can get people to getonto this, which they do, they
love it because it changes theirwhole culture of their business
.
So that's really what I see.
That's what drives me andthat's why I want to scale this
(12:39):
and help this many people.
Speaker 1 (12:41):
Now, this may not be the exact topic or the exact you
know scope of what you do, butwe've seen a lot of you know
businesses, and especially it'sthe big businesses that have
multiple you know, like Target,walmart.
You know those businesses thatwe've seen that just fail or
(13:03):
they go out of business.
Do you have any idea of maybewhat are they doing wrong that
they're going out of business?
Speaker 2 (13:14):
Well, there becomes a size.
So let me give you an analogy.
Okay, so pretend my business isan apple tree, okay, so I got
this apple tree, I planted it.
It's growing now, right, andit's get to about 15, 20 feet.
It's going to produce thesebeautiful apples, right.
Okay, and go pick low apples Ican get.
Maybe go a little higher, getthe, get the nice ones on top
(13:35):
and get that.
Now the question is do I want myone apple tree to grow to 800
feet?
Do I want an 800-foot appletree that just keeps growing and
growing and growing?
Because the comparison is whatelse grows constantly and that's
cancer, right, that growscontinuously.
And what does it do?
It kills its host, right?
(13:57):
That's what happens.
So when they put everything inthat one tree, me, I'd rather
plant another tree, which meansanother business, right, I'd
rather have an orchard.
I'd rather plant another tree,which means another business,
right, I'd rather have anorchard, I'd rather have an
apple orchard, right, that eachbusiness can run itself.
Right, it can produce, it hasgreat fruit, it's cultivated
properly and it's all run, it'sunder control, and then we can
(14:19):
make more and more apple trees.
But when you go with that, gotto be the biggest, got to be the
lowest bidder, got to competeon price all the time, like
there's a, I'll say there's aplace for it and there's people
who are driven to do that andthat's the Walmarts and the
targets and things like that.
The Lowe's and the Home Depot'sJust a different mindset.
They fail because a lot ofreasons.
Dorsey, it's overexpansion,right, itflation hurts them a
(14:43):
lot.
Because they're low bid right,they're low bidders.
You go in.
It's always about the lowestprice.
Lowest price, lowest price.
We have the best prices.
Well, when you play that game,it's a race to the bottom.
You always have to be the lowprice guy, always.
Otherwise, oh, I can't go thereanymore because this guy's
lower over here.
So it's a horrible way to dobusiness.
(15:03):
Now they'll do it and they'llwork on little tiny margins and
they'll go high volume.
But imagine trying to keep thatengine fed with fuel, how
difficult it is.
And when you get a big economiccollapse, like we saw in 08, 09,
things like that, when theylike saying the dumbest thing
ever, that too big to fail, andthey're bailing them out, all
(15:24):
those businesses should havefailed.
It's just like mine.
No one came to my rescue, right, but no one's too big to fail.
If you're that big, you need tofail.
Okay, you need to be brokendown, split up.
You're not going to evaporate.
People are going to pick it upfor pennies on the dollar An
airline.
It goes out of business thatjets don't disappear.
(15:46):
Someone else picks them up for30ies on the dollar an airline.
It goes out of business thatjets don't disappear.
Someone else picks them up for30 cents on the dollar and puts
them in their functioningairline.
Right now they can expandbecause they were prepared for
this.
They had put in the rightprecautions, but they're
proactive on what they weredoing.
They weren't reckless andthat's so.
I think that was kind of thepath that makes sense.
Yeah, I don't want to comedirections there, but yeah.
Speaker 1 (16:07):
So how did COVID affect your business, or did it?
Speaker 2 (16:13):
It really didn't affect my business we're remote,
right, because I train businessall over the country but it
affected in the way that, likewe had to shift gears.
We went from doing business andworking on things to like, okay
, we have to combat this.
Like, how do we combat this?
How do we weather that?
We've already been buildingthings, shoring up the business,
(16:34):
doing all the right things inthe business, but now it's a
different approach because ifyou have a brick and mortar,
well, some people aren't lettingyou come to business.
Some states are shutting downbusinesses and only letting the
big guys open.
And now you've got to deal withthat because I think they
thought COVID only was safe inthe big places and not in the
(16:54):
little places.
You could manage it.
So it was a very odd thing goingon, but we had to fight back in
our own way and really againshore them up and understand no,
we can market through this.
This is just going to cause alittle bit of a pivot or we're
not going to go under, we'regoing to weather this because
what we have is worth havingright.
So it was just a redirectionwhich was kind of I hate to use
(17:15):
the F word but it was fun.
Okay, it was just fun, so wehad a good time doing it.
It's a challenge and we gotthrough it.
And you know, you know whathappens when you get through
adversity.
You're just so much strongerafter that.
Speaker 1 (17:31):
That was a biggie.
The other question I came upwith, you know, on top of that
was if you know, there arepeople listening, you know, to
this podcast and maybe they'restill struggling somehow coming
out I mean, we've been out of itfor a little while but still
struggling from the, you know,from the hard times of COVID
(17:57):
what advice would you give tothem?
To you know, you know, come outof it and be you know and be
thriving with that business.
Speaker 2 (18:08):
I think it's going to be a very simple thing.
Look at your business and thinkof one word value.
Okay, how much value are youbringing to your customer base?
What are you doing?
Have you changed that?
Are you giving them far morevalue than they're paying for?
And what does that look like?
(18:29):
That doesn't mean you give awaymoney.
It doesn't mean you're givingaway more expensive product
you're getting less money for.
It means that you're givingthem the intangibles, right, the
perceived value.
What does this really mean?
Really understand what you are?
Because a lot of businesses,even though they weathered it,
they really don't understand whowhat we call our ICP ideal
client profile who that personis and how to serve them at the
(18:52):
highest level.
So if you're still strugglingwith that, you've got to really
dial in who specifically you'reserving.
Don't ever be all things to allpeople.
That's Walmart, they think Itry never to go in there.
So they're not all things to me.
They're the last choice.
Okay, Everything else is closedand it's whatever, and I got to
(19:13):
have something.
But but I'm just saying that,like, look at the value that
you're bringing to themarketplace, focus on that,
improve that.
And if you think you can'timprove it, well, you can call
me and I'll help you because Iwill show you all kinds of ways
to improve what you haven'tthought of because it's so
critical.
That's what separates smallbusiness from the low bidders,
the big guys.
(19:33):
Right, they're just volume,volume, volume.
You know there's nothingspecial about that place.
Do you get a warm, fuzzyfeeling when you go in a Home
Depot?
I don't, okay, I mean, I just,you know Walmart, I don't get a
warm, fuzzy feeling.
I wanted to, like, take a bathwhen I come out of there.
Okay, I just want to get what Iget.
You go there, dorsey, and theyhave like 37 self-checkout lanes
(19:54):
now and three work.
Three are open.
And I'm like even theself-checkout doesn't show up to
work.
Okay, I'm like what are youkidding me?
I'm standing in line at theself-checkout and there's it's
unbelievable.
I could just go down thisrabbit trail.
But I mean that's what you get.
Oh, look, they got 30,literally, they got 30 self-help
checkouts and there's threeopen and one person standing
(20:16):
there looking at you and you'rebehind 10 other people.
I'm like this is unbelievable.
Okay, I mean so.
Like, don't be that.
How do you serve your customer?
How do you make it easy?
What's the ease of complianceof getting whatever you offer?
How easy is to get it be served?
Feel great about it, have thewarm and fuzzy.
I want to go to the cool coffeeplace.
We can sit down.
(20:38):
The ambiance is great when theybring a coffee out to you, you
sit down.
I'm happy to pay the five bucksfor that.
I'm getting an experience withit.
You know I like that.
That's good, not a 25-minutedrive-through lane, you know, I
mean so.
It's those kind of things,george, that change a business
and you look what's immediatelyaround you.
How do you serve that?
(20:58):
And that'll change the face ofyour business.
Speaker 1 (21:01):
I can relate to the Walmart experience only because
I work for their competition.
I work for Target.
And not only do I work forTarget, I work the self-checkout
line.
Speaker 2 (21:14):
Sure, sure, yeah, well, you know them.
Most of us can check out ourown stuff, but then there's
people that can't even do that.
So it's bad on both sides.
Dorsey, and you know, you liveit firsthand.
So it is interesting to watch,let's put it that way.
And so it is interesting towatch.
Speaker 1 (21:30):
Let's just put it that way you wrote a book called
Escaping the Owned Prisoner.
And why did you write that book?
And what is?
Speaker 2 (21:41):
that book about.
So Escape the Owned Prison was.
It's both my story and how notto do what I did.
Okay, so it's a how-to manual.
Okay, I tell my kids, don't dowhat I did that first, 20 years.
Do what I do now, okay.
So Escape the Owner Prison isthe contractor's new way to
scale, regain control and fasttrack growth while loving life.
(22:02):
So it's about again how do youget in business?
Because here's what happens,torsey, people get in the
business, say I'm a really goodcarpenter and I think I can do
it better than the guy I'mworking for.
Matter of fact, I know I can,so I'm going to go get my own
clients.
I'm going to start a business.
Well, I'm doing the work right,and you have to do that in the
beginning.
You have to go do the carpentrywork.
You have to office work.
(22:23):
You have to go get materials.
You have to do all that Firstcouple of years.
You're building, building,building.
You're making money.
Okay, it's good.
But here's the catch.
Next thing, you know it's 10years and you've repeated the
first two years five times, soyou've never been able to scale.
You're making money, but notlike the money of your dreams.
You don't have everything youwant.
(22:44):
You can't take a vacationbecause if you don't open the
door, no business starts right.
You're in charge, you're doingall this stuff.
So you haven't delegatedproperty, you haven't automated
properly, you haven't eliminatedproperty.
Automate, delegate, eliminateare the three things that we
look for and you're trapped.
That's the prison and there'spatterns to that that I saw over
time because I lived there for20 years and I thought it was
(23:07):
awesome because I was single andI didn't care and I'm like
business is everything and Ilove it, right, I was totally
obsessed.
So to me it didn't seemabnormal.
But you look back and go, wow,you were an idiot, like, you
were just like just going andyou just had blinders on.
You know like I did greatthings and I made great money
and all that stuff, but the restof the life was out of balance.
(23:29):
So escape the underpinnings ishow to correct all that.
It gives you the actionablesteps to do that.
It takes you through a lot offundamentals that guys lose or
actually never knew Again.
They were good at what they doand it could be a tech guy, it
could be a tradesman, it couldbe a service guy, it doesn't
matter.
A realtor, it doesn't matter.
But they get into it and thenthey don't learn the business
(23:52):
side.
I don't mean go to college andget an MBA.
I mean what I learned was hirethe right business people.
Figure out how you can put theright people in place to take
care of it, because I'm nevergoing to be a great accountant
Never happening.
I took four years to get out ofgeneral math in high school.
So you don't want me workingthe numbers.
I need four years to get out ofgeneral math high school, okay.
So you don't want me workingthe numbers?
Okay, I need a professional forthat.
(24:14):
So that's really what the bookis about.
It really shows you how tocreate that freedom, how to get.
We talk about the five F's, sofaith, family, finances, fitness
and friendships.
That's the balance.
When you hear about work-lifebalance, that's what my book
talks about as well.
Because people say you needwork-life balance.
That's what my book talks aboutas well.
Because people say you needwork-life balance and they walk
(24:34):
away from you.
No one tells you how, becauseyou still have a business to run
, you still want to besuccessful in business, because
that's your income, that's howyou make a living.
But what is that.
So that's why the five Fs kindof come up.
Well, faith, it needs to bestrong, right.
Faith is continual.
It's every day, all day.
That's what for me, you know,it starts at 4 am.
(24:55):
When I get up, you know, it'swater, it's coffee, it's time in
the Word.
I praise God.
Off to the gym at 5.30, I workout, come back, make my
breakfast, have a great day, goto work, right, so I understand.
But I'm continuously, you know,focused on my faith throughout
the day.
Family comes next, right,that's the right order.
It's God, then family, now it'sfamily.
(25:16):
Okay, well, what am I doing?
I'm able to see them, go them,take them here, do this, help
out my wife, go to the games, doall that kind of stuff.
Have that balance, greatFinances.
What am I doing with this moneyI'm making?
Am I just buying things?
Oh, look, a cool four-wheeler.
I'll buy a new four-wheeler,you know, because I got lots of
money.
No, I have a plan for it.
I'm building passive income,I'm acquiring assets to be able
(25:39):
to replace my active businessincome.
So when I leave the business orsell the business, I still have
that same amount coming in.
Right, I don't lose that Verywise with that.
And then fitness, again what doI eat?
When do I work out?
How do I keep my body healthy?
So I'm strong, because ifyou're not fit, you're not fit
to lead.
So I want to be fit, I want tolead, I want to have the energy
(26:00):
to do that, both my family andmy teams at work.
I want to be able to do thatwell.
And lastly is friendships.
Now, friendships for me is apretty small.
I tell people, if I lost threefingers on one hand, my friends
would still fit on my hand.
Okay, it's pretty small, butbecause I'm very selective, I
call them trench buddies.
These guys will have my six.
(26:21):
I go to war with these guys.
We'll give our lives for eachother.
Now there's other circles ofacquaintances and friends and
they're in different places.
But I really focus on qualityfriendships so that when we do
get together it's meaningful,it's incredible discussions,
right, insight we share witheach other and stuff.
And you know we're like-minded.
So to me, I'd rather have twoof those than 10 goofs who are
(26:44):
around me and shallow and theyjust, you know, all they want to
talk about is whatever the lastfootball game or the girls they
saw.
You know, I don't want any ofthat.
You know I don't want any ofthat.
You know I want to talk aboutthings that matter.
You know I want to move thingsforward.
I want to move the ball downthe field, you know.
So that's really where all thatcomes from.
Speaker 1 (27:00):
How did your faith play a part in your business,
and especially during the timeof the crash?
Speaker 2 (27:09):
Yeah.
So it's kind of an interestingevolution with that Dorsey,
because at the time, in 08-09, Iwas I call myself a CINO,
c-i-n-o.
Christian in name only.
Okay, okay, which is a lot ofChristians out there.
They don't really know whatthey believe in, that a lot of
them are not even truly saved,Like I wasn't.
But I'm going to church, I goto church and all this stuff's
(27:31):
collapsing around me, so all Iknow is I failed, okay,
everything I did I couldn't doit.
Now I'm failing, now I'm losingeverything.
I didn't turn to God, okay,because I didn't know I could.
All I knew is I went to thisbig church on Sunday and they
never and I'm just being honesthere never once was there an
altar call, never once did theyever tell you you need to be
(27:52):
saved, never once did they tellyou you need to accept Jesus as
your Lord and Savior, never once.
2,000 people in this church.
Okay, I'm like what do I know?
Right?
So I'm going in.
So, after we lost everything, werelocated, started over again,
I went to a different or some adifferent state.
Now I'm like, oh, and I startedhearing about this.
People have a date and they'vebeen saved.
(28:13):
I'm like, what is this?
So I'm typing to my pastor oneday on the computer, right, I'm
sending him an email, and mywife goes to me.
She goes what are you doing?
I go, I'm sending an email toPastor Tammy.
I go about what?
I go about being saved.
She goes what do you mean?
I go, well, that's it.
What does it mean?
She goes what are you talkingabout?
I go well, everyone's got adate.
And all of a sudden I don'thave a date.
(28:42):
I go do again.
That's playing the Christiangame.
Everyone thinks you're all that.
But like I didn't accept theLord, I mean, if I checked out
that day, I'm in hell, right,like I am not saved from my sin,
I didn't know, but I go tochurch, that doesn't count.
No, it doesn't right.
So it was such a big revelation.
(29:03):
And then I started doing thatlike, oh, now I understand.
Oh, it's a relationship.
Oh, it's about relationship.
It's not about checking withthe church box.
Oh, I gave tithing and all that, so it's not that, it's about a
relationship.
And that changed everything andI started spending a lot of time
in the work getting around theright people who could really
(29:23):
influence me in a godly way.
And that's what changed thebusiness?
Because I'm out of the oldbusiness now I'm in the new
stuff.
Oh, there's a way to do thiswith a kingdom mindset.
Oh, biblical principles.
Oh look, god actually hasprinciples to do business.
He has principles to doeverything.
And the cool thing is I tellpeople I go well, you're in luck
(29:44):
if you're not a believer,because they work for
nonbelievers too.
So if you just apply God'sprinciples in your business,
you're going to be successful.
How about that?
Hopefully you're going to cometo Jesus and know him.
But really, the fact is, whatGod gives us works.
His blessings are in theboundaries that he gives us.
If we can operate inside those,it's amazing.
(30:05):
So that changed everything forme.
That's really how I mean mychildren.
We homeschool them all the waythrough high school, right.
So we got to raise them with abiblical worldview and really
got them close to the Lord andeverything else, and it's just
been awesome.
So you could say it was kind ofpivotal.
Speaker 1 (30:26):
Now, we talked about it earlier and I'm not sure if
this is the same thing that youwere referring to, but why is
being the low bidder the worstthing you can do for your
business?
Speaker 2 (30:36):
So, like we talked about Walmart and all that stuff
too, right.
But if you're out there andyou're a contractor, anything
that you're doing if you want tocompete on price, like I said,
it's a race to the bottom.
You're going to have to be thelow bidder all the time.
And here's what happens whenyou're low bidder You're never
going to have enough.
You're never going to haveenough money.
You're never going to do enoughvolume.
You're going to feel like I'mgetting a lot of work, my gross
(31:10):
revenue is very high, right, andyou're like, oh, that's
exciting, I'm doing $5 million ayear.
But then how much are youtaking home?
You're doing $5 million, butyou're not taking home even
$100,000 a year.
So you know, there's a saying,doris, and it goes gross revenue
feeds the ego, profit feeds thefamily.
Okay, it's always about whatyou keep.
You know, if your scorecard isgross revenue, you're going to,
it's going to be a disaster.
It's always about what you keep.
If your scorecard is grossrevenue, it's going to be a
disaster.
It's going to look good on theoutside, but your family is
(31:31):
going to struggle.
You're going to strugglebecause you don't have that
money.
So if you want to live that lifeand always going deeper and
deeper and deeper in debt andcompetition and everything else.
You never get to rise above.
You'll never be known as thebest.
Like to me.
I couldn't live with that.
I am driven, and God put this inme.
(31:53):
He wants us to be the best.
We represent Him.
Do all things as unto Christ.
I mean that's how we live.
So I want to be the best, right, I mean I'm not going to do it
in a bad way, but I'm going tobe the best I can be.
And I can't be that at lowbidding.
And now there are people wholow bid and they jack up their
(32:13):
prices after they get in and doall that nonsense.
But the reality is, if you'regoing to go that route, there's
going to be an end.
It's going to be bad.
You're never going to be an end.
It's going to be bad.
You're never going to profit.
You're never going to get thethings you truly want.
You'll never be able to helpthe people you truly want to
help, because you just don'thave the income, because you're
always racing towards the bottom.
Speaker 1 (32:34):
So what advice would you give to people that are in
that type of business where youhave to beg for the place?
What advice would you give tothem?
Speaker 2 (32:46):
You're going to have to start to transition out of it
, not out of the business, buthow you do business.
So think of this If that's like, your whole business, is that
low bid, low bid, low bid.
Okay, well, you're going to forlack of a better term say
you're going to create adivision.
Maybe it's a different offering, or it's the same thing offered
differently right, you're goingto go for a different customer
(33:09):
base.
So you're going to have tostart out slow, but all of a
sudden, instead of charging$5,000 for what you do, you're
going to charge $6,500 and then$7,000.
And you're going to make itbetter and better.
Right, you're going to bringmore value.
And you're going to make itbetter and better.
Right, you can bring more valueand you're going to creep it up
to see what the market's goingto bear.
You're going to go for adifferent client base, right?
So instead of you know again,there's.
(33:31):
There's a market for everybody.
Let's use landscaping.
There's a guy with a beat uppickup truck and a push mower in
the back.
Right, he'll cut your grass for15 bucks.
Okay, there's a market for that.
There's people that just wantthe grass cut.
$15 is great.
The other guy has the beautifulcovered trailer.
It's all wrapped.
He's got the beautiful newtruck.
He's got rider mowers, blowers,edgers.
(33:52):
He'll come and that yard willlook like the White House.
Okay, I mean, it'll be perfectand you'll pay $200 a week
instead of $15.
Right, and you'll be happy.
Right, the same thing, andyou'll be happy, you'll love it
and you'll love to see him everyweek.
You'll come home and you'd beproud of that thing and happy to
pay it.
They both get to work right.
But I guarantee you the guygetting the 200 a week is going
(34:13):
to do a lot better than the guygetting 15.
Right, he's gonna.
He's not gonna be able toreplace his truck when the time
comes.
So it's like that, right.
So now you have to shift andchange your customers.
Who do you truly want to serve?
Who are your favorite customersand how do you?
Who are they?
How do I serve them at thehighest level.
That's what you begin to do.
So really is it's time.
(34:34):
It's going to take you one, two, three years to get there, but
pretty soon you can do one joband that'll equal three or four
jobs over here on the low bidside.
I do it with my customers allthe time.
I have guys in remodeling andconstruction.
They went from doing $43,000average kitchens to $93,000,
right Now they're doing $150,000kitchens.
(34:58):
They were doing 12 jobs, 12 to15 jobs at a time.
Now they're doing three andthey're making even more money.
Double and triple the moneythat's a good life, you know,
but it is because you have time,right, think about spinning 12
plates at a time.
Keep those going, right?
That's?
It was crazy, right, but that's, and that's kind of the
(35:20):
transition you have to make.
Speaker 1 (35:22):
Why must you create freedom, profit and impact in
your business?
Speaker 2 (35:28):
So freedom, profit and impact go together, okay.
So first, no one got intobusiness to be a slave.
We talked about that before.
So what do you need?
You need to what we callworking on your 5%.
Okay, there's 5% of yourbusiness that only you can do,
dorsey, right, that's vision.
That's maybe growth strategies,things like that.
Right, reeling in the bigclients, that's going to take
(35:50):
you as the owner.
Everything else is delegatedand automated, right.
So once you get to that 5%working on that, you go from 60,
70 hours a week to 10 or 12 inyour business.
That's freedom.
Now you bought all your timeback.
All that stuff's been delegated.
Now you have time.
That's your freedom.
Right, now you can do thethings you want.
The five F's right, you canstart working on those Profit.
(36:13):
When you do that, when you getto your 5%, everything you had
to do to get there gives you asmooth running business, a
self-running business.
People are delegated, they'regiven authority, they can run it
without you.
You can leave for a month, comeback and it's like you never
left.
Everything is good, right,you're more profitable, that
kind of thing.
And then you start making moremoney that way because you have
(36:34):
efficiencies, you're streamlined.
You're collecting yourreceivables when you need them.
You're not chasing money right.
Everything is handled,everything has a system and a
place to go.
That increases your profit.
Now you're making more moneywithout doing more work.
That's the beauty.
You didn't increase theworkload.
You increased the efficienciesand the streamline and the
systemization of the business,and that naturally increases
(36:57):
profit.
Okay, now you can make theimpact.
Who do you want to help?
Do you have a favorite charity?
You know?
Do you have?
You know, is the Better WomanShelter?
Is an adoption facilitysomeplace?
Where do you want to take thatextra money you're making and
use it for good?
You can create and you can dothat wherever.
Again, as a small business, I dolike the right hand does know
(37:19):
what the left hand is doing.
In that way, I'm not out tobrag what I'm doing with my
charity.
I just want to go help people.
I don't need the recognition, Ijust need to know that I'm
doing that.
It's like when you tithe rightas a believing Christian, people
go.
Oh, you know, the church justabsconds with the money.
I just go.
I don't care, I'm not giving tothe church, I'm giving to the
Lord.
There's a difference.
(37:41):
You need to get this in yourhead If I'm giving 10% or 15% or
whatever I'm giving, I go yes,it's at a church and I'm putting
it in the envelope right, theproverbial envelope.
If they abscond with it, ifthey misappropriate it, you know
they're not going to answer tome, they're answering to God.
We could have a way worse.
My heart is for the Lord andthat's where the money went.
(38:02):
If you can understand that, youwill freely give, because God
loves a cheerful giver, and youbecome that.
You're just I'm doing what I'masked.
Okay, I'm not going to worryabout all the other stuff Again.
We don't want that to happen.
But it's the same thing in thebusiness.
Can I just give?
Can I help?
I just give it to them andwatch them flourish as well.
So that's the impact portion,just like improving your people
(38:23):
them flourish as well.
So that's the impact portion.
Just like improving your people.
Let them go home when they'recoming and working for a purpose
and not just a paycheck, sothey work for a purpose.
They want quality, feedback andrecognition.
Then it's about the money.
Everyone wants to make goodmoney, but that's not what
drives people.
Working for vision, working forpurpose, that's what drives
people.
You can give them and elevatethem.
As people make them betterAgain.
(38:49):
They go home happy.
They're going to stay with youlonger.
You create a great culture atyour business.
That's what freedom, profit andimpact does.
It changes everything.
By getting your business stylethen properly, the impact that
you can have is almostimmeasurable.
It really is because you're aninfluencer, you're a business
owner in the town you live in.
Let's say, right, maybe youhave 10 employees, maybe you
have 100.
Maybe you have 1,000.
Whatever that is, that'sinfluence, and not in the way of
(39:12):
like politics and all that.
I'm talking about the influenceof the people who are under
your care.
You're a steward, after all.
You raise them up, you makethem better.
They're happy, their livesbecome better.
I mean, what more could youwant?
You know, it's just so awesome.
So that's the opportunity youhave as a business owner.
Speaker 1 (39:30):
As we get really close here.
How can people reach you ifthey feel you know that they
need a business coach or theyjust want to, you know, bounce
some ideas off of you?
Speaker 2 (39:43):
Sure, just go to sharpenthespiritcoachingcom.
Go tosharpenthespiritcoachingcom.
So sharpenthespiritcoachingcom,you'll see the contact.
You'll say call me, book a call, reach out, whatever you want
to do, click the button.
We'll get a call to a discovery.
We'll call a discovery call,chat about your business, find
out what's going on, give yousome great advice if you need it
.
And if we want to work together, we'll work together.
It's awesome, I'd love to helpyou.
(40:04):
Yeah, that'ssharpenthespiritcoachingcom
One-stop shop.
Speaker 1 (40:13):
And what is one last encouragement that you would
give to my listeners, because Ithink it's not too sharp at
Walmart?
Speaker 2 (40:21):
Right, right, right, yeah, don't go there.
But if you're in business oryou're thinking of starting a
business, here's what I need youto understand that perseverance
is what it's about.
There's suffering, there'sperseverance, there's grit all
that you have to persevere.
You have to be in for the longhaul.
There's no quick fix.
There's no short.
(40:42):
You know short term high gains.
None of that exists in business.
You know every anyway.
You know the old saying, everyovernight success only took 10
years.
Okay, so it's, nothing happensovernight.
Be persistent.
You have a great idea, stickwith it.
But find help.
Get a good coach.
It can be me, it can be someoneelse, but I just want to
(41:02):
encourage you to push through,because we need small business.
So if that's really what you'relooking to get into, talk to me
, talk to somebody who can guideyou, who's been where you want
to go, and they'll help you getthere.
Speaker 1 (41:15):
Thank you, Richard, for coming on the show today.
We greatly appreciate havingyou.
Speaker 2 (41:21):
Dorsey, thank you for having me.
I really appreciate it.
It was an honor.
Speaker 1 (41:24):
Yes, definitely.
Well, guys and girls, thank youso much for coming on and
listening.
Please go and check outRichard's website and even his
book.
I'll have it in the show notes.
And please go check out my newpodcast website at
wwwdorseyrosshowcom podcastwebsite at wwwdorseyrossocom.
(41:45):
And please like, share and beencouraged by these podcasts.
Have a great day.
Bye-bye.
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