December 28, 2023 • 49 mins
In this episode, Kristin Roepke and Mike Zappone help new business owner Becky Beaulieu as she crafts a strategic plan and brainstorms marketing ideas.
Connect with Becky and her business here: https://www.championshipculturecoach.com/
Connect with the hosts:
Kristin Roepke: https://www.linkedin.com/in/kristin-roepke-6ab0903/
Mike Zappone: https://www.linkedin.com/in/michael-zappone-81b9598/
Owning a business is a challenge. Knowing how to keep innovating in your business is an even bigger one. Join restaurant owner, motivational speaker, and innovation expert Sara Frasca each week as she guides fellow business owners in taking the next step to level up their business. If you've ever pondered hiring a business coach but want a sample first, come along for the adventure!
Send us a message to join the show for free business guidance: https://pointnortheast.com/contact-us/
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Episode Transcript
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Unknown (00:00):
You're listening to level up your business, the
podcast where we talk tohardworking business owners and
leaders and help them solve realissues in real time. I'm your
host, Sarah Frasca restaurantowner, keynote speaker and
business coach. I've spent mycareer not only in corporate
(00:20):
America, but also as anentrepreneur, carrying on my
family's legacy through myrestaurant, now a business coach
and consultant. I'm helpingother businesses to use creative
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change. Stay tuned to hear someinspiring guidance that will
(00:40):
help you to level up yourbusiness.
Well, good morning, Becky, howare you?
Good. How are you? Kristin? Niceto meet you.
Nice to meet you as well. So forour audience, today, we are
meeting with Becky BillyOh.
Becky comes to us from HudsonWisconsin. Correct. Awesome. But
you are a native Minnesotan. Iunderstand. I was. That's
(01:03):
awesome. So Becky is thechampionship culture coach, and
I'm super excited to talk to youabout the culture piece. A lot
of that is in my background. SoI think it'll be really fun to
to, you know, swap stories andlearn tips and tricks from each
other. Becky's mission is tohelp collegiate and professional
(01:24):
sports teams across the UnitedStates to improve their team
culture. And so tell us a littlebit about we're going to start
this conversation with justlearning more about you, your
business, how you came into thisbusiness, and then what you hope
to accomplish moving forward. Sotell us a little bit more about
yourself, Becky? Yeah, sogrew up in Shoreview, Minnesota.
(01:47):
I was involved in athletics mywhole life through college as an
athlete, mostly soccer ingymnastics, but did gymnastics
collegiately and then went tograduate school and became a
licensed psychologist, worked asa licensed psychologist for a
(02:08):
couple of years postgraduateschool, and then started
coaching, collegiate gymnasticsworked was an assistant coach at
a another school in Wisconsin,University of Wisconsin lacrosse
for a couple of years, took overa head gymnastics coach position
at the University of WisconsinStout for 18 years. But the last
(02:29):
three years, I was also themental health liaison for the
athletic department. So andthat's where I got to dabble
into working with athletes withtheir mental health, you know,
mental edge skills, someleadership talks at some of the
teams.
(02:50):
Yeah, how did you connect to theculture piece, which is a big
part of the product and servicethat you deliver now in this
company? Yes.
So when I was a licensedpsychologist, and a student was
referred for special education,I would go into the classroom
and every 30 seconds, I wouldjot down what they were doing,
(03:11):
whether they were on task andoff task and what they were
doing. Right. So it's like that.
But I observe teams and Iobserve dynamic standards, body
language, words, actions, reallyon the sidelines, in the
training room come in the weightroom coming out of the locker
room. And so I guess I'verealized it's really combining
(03:34):
those two worlds, right? It'scombining being a licensed
psychologist, trained andobservation, former licensed
psychologist trained inobservation, and working in
collegiate athletics over thelast two decades, and it really
started as a passion is just,you know, learning and observing
the common traits amongstchampionship teams. But this
(03:56):
passion project, it startedOctober of 2022, so just over a
year ago, but really, I keptwaking up thinking about this
idea of waking up thinking aboutthis idea. And finally, after
two months, I decided to sendone email. And I did to John
Gordon, have you heard of him?
(04:20):
I have not. Where is he?
So New York Times bestsellingauthor of the energy bus you
went in the locker room firstpower of a positive team, etc.
Speaker to a lot of NFL teamsSEC NCAA. But I sent one email
about this idea and it saidsomething like Kristen, read me
(04:44):
all capital letters, profoundbusiness idea for John Gordon.
And then I put a picture inthere of the 20 copies of his
energy bus book, a picture ofall 20 copies. And I said the
year that our team won theschool's first ever conference
championship, we I read yourenergy bus book. And then I went
on to say, Would any of theteams that you speak to and
(05:06):
serve three to four weeks afteryour super charismatic speech,
and the spark settles would theybenefit from a culture coach and
someone who was trained inobservation as a licensed
psychologist, and has worked inNCAA athletics for two decades
to come in and do a minute byminute team culture observation,
(05:28):
words, standards, body language,etc. to then make championship
culture recommendations for theteam to improve their culture,
get closer to this championshipculture, and ultimately impact
the win loss record of theirseason, blah, blah, blah, blah,
blah. And within 12 hours, hisvice president Marlow and one
(05:50):
other Angela and John Gordoncompanies responded, and they
love the idea. And we had a callthe next day. And through email,
the best advice that he gave mewas to do a pilot of it with
three teams. So I did. So thefirst was Adam, Barta's Blizzard
baseball. And he is a clubbaseball owner out of the Twin
(06:14):
Cities, but he's also anassociate scout for the Chicago
White Sox, okay, was theUniversity of Illinois
gymnastics and went down there.
And, you know, it can involve aSurvey Monkey, where the team
assesses their own culture, youknow, observations, interviews,
and continued consulting. Andthen the third was University of
(06:35):
Wisconsin Stout men'sbasketball. Now, the data is
what's been compelling. So teamsthat have used at least three
championship culturerecommendations, their winning
percentage has gone up by 61%,in the five following games, and
by 23%, over the course of theentire season in year two. So in
(06:58):
my it's a really like innovativeway to look at athletics. And in
my opinion, winning is thebyproduct of improving your
culture. In business. My opinionis, profits are the byproduct of
having a great culture.
Absolutely. And I think that'swhere you and I are very similar
(07:20):
in nature, even though I'm doingculture work in businesses, and
you're doing culture work withteams, they really share the
same ingredients, which is ifyou can have those the culture
within your team, you're gonnaget the ROI on the backside, I
was super impressed. And I wouldread your, your return on
investment of that. That's veryexciting. So how did you pull
this together? You know, I knowyou've got this background, but
(07:43):
did you instinctively come upwith the questions? And what to
observe? Or how did you know?
You know, what are? What aregood behaviors, if you will? And
what are behaviors that are notgoing to espouse a good culture?
How did you come up with that?
Yeah, I mean, I would say bothfrom, you know, learning about
it, Jeff Janssen is the biggestculture author and guru in
(08:06):
athletics, you know, so it'sreally a spin off of his model.
But he would say that there'ssix traits of a championship
culture in athletics, you know,having clear vision and core
values and, and align staff andsystems, I would add staff to
that, you know, high standardsof behavior, credible leaders,
(08:28):
those kinds of things. As wellas again, I would add, like
verbal accountability amongstthe athletes or the team, if you
will, in business, where they'recalling each other up and
holding each other accountable.
Yeah, like that.
Those are not far at all. Infact, they're very connected
(08:50):
with what we look at for highperforming teams in businesses
as well. Starting with theirmission, their purpose, building
trust, um, you talked aboutthat, having values having
having your team aligned aroundthe purpose of why you're there
together, those behaviors I likethat credible leaders piece, and
then the accountability holdingeach other accountable. Yes,
(09:14):
awesome. So you you observethose traits in terms of whether
they are showcasing those traitsor whether they're, they're not
showcasing their traits. That'show I observe and document
everything. Right. So it lookslike you know, 1202 athlete
throws his bat 1203 He sits atthe end of the dugout with his
(09:36):
head in his hands 12 Four,there's eight athletes standing
in the opening of the dugoutwatching and cheering on their
teammates at bat. So I observeand document everything, which
is really like, to my knowledge,the first of its kind in
athletics. I don't know if itexists in business. I'm curious
if you know if that type ofdetailed observation and then at
(09:56):
the end of that and really at atwo day observation is optimal.
You know, I do, say,interpreting data from a one day
observation you should do so.
You know, with some hesitation.
Yeah. Butyeah. Do the athletes know that
you're observing them? They didnot. Okay. So then they're
(10:18):
really in their natural state.
That's perfect. You know, Iwould say, there probably isn't
something super formal likethat. We have a lot of
assessments in corporate worldaround team performance. I would
say when I was internal, as aconsultant, that would be some
(10:38):
of what I would do when I wouldcoach is to observe teams. But I
wouldn't say that there wasanything real formal around
that. But it's very consistentaround those behaviors. In terms
of because it's, it's a lot ofthe unsaid versus the verbal.
Yes. That's those words aregreat. The unsaid.
(11:02):
Yes, yeah. And you can see it insort of, you know, it's like the
fly on the wall. It's Yes.
And that's how I describe it isit's, I'm really the fly on the
wall.
That's cool. Awesome. So So youtold us a little bit about where
you know, how you came to be ininto this business that you are
(11:22):
driving? What what's your planfor moving forward? What does
that look like?
Yeah, so I mean, in 2024, mygoal is to serve 15 teams. I'd
say like a five year vision isto have a championship culture
coach, athletics department, youknow, and one to two consultants
(11:47):
under that would be awesome. I'dlove to do and there's been some
inquiries in our championshipculture coach on Here's Mike.
Like, I guy, sorry, I'm late.
How are you? Good. How are you?
Nice to meet you.
Nice to meet you. I wasbackstage for minutes. I got I
got a little bit caught up.
(12:07):
Great. That's one of the one ofthe things I just want to dial
back. So one of your goals youmentioned was to have 15 teams
that you're working with. Andthen you talked about a culture
coach department. What what doesthat look like in action?
Yeah, so culture, culture,championship culture, coach,
that's the name of the business.
So championship culture coachfor athletic, so culture,
coaching, culture, consulting,15, teams for athletic, okay.
(12:29):
Okay. But a five year vision isto have one to two consultants
under that athletic department.
And then to have one to twoconsultants. And there's been a
couple of inquiries in thebusiness realm and business
department. Okay. And then Iwould add to that, I would love
(12:51):
to have like one to two sportspsychologists in an elite
mindset department. So that'sreally like a five year vision.
2024 is 15 teams in athletics.
So just out of curiosity, Ithink what do you do to you
know, once you've set yourgoals, Tell me Tell us how you
(13:12):
how you reach them, like we needto do break them down into
action steps and put them on acalendar or to use some
technology? Or what do you do toreach these goals?
Yeah, and here's where I'm like,Well, I mean, I'm open, open
ears and open for new ideas andoptions. You know, like I had
told Kristen, I'm just fourmonths into this business
formally. You know, I've beendoing some of this culture
(13:34):
consulting, and elite mindsetwork. First was a passion
project athletes have reachedout personally. So culture the
last year and two months, you'rein three months, elite mindset
type of work, probably the lastfive years. But yeah, I'm like
to answer your question. Like,what are some action items to do
(13:55):
that is, you know, marketing,both through email, and I've had
quite a bit of success with thisis just sending out you know,
it's like can buy by graphicdesigner that works for me, but
a Canva designed like acomplementary culture coaching
session. And really, in that Ijust serve them, I don't sell, I
(14:17):
just serve these teams. And wejust talk about what's working
for you. And what are youwalking through right now with
your team related to culture andthen I just give them a couple
of out of the box interventionideas. And I'm batting about 50%
That sign on after that, maybejust under that's impressive. So
(14:38):
I just need to run up more butyeah, it's a really like,
innovative different way to lookat athletics in perfect culture
winnings the byproduct so thatbut my goal is to have one to
two sign on sign a contract permonth. So in January 2024,
wanted to in February 2024wanted to so that's worked out
(14:59):
I'm what I still feel like Ineed ideas about closing the
deal more, or I just need to getin front of more. So I'll go
homemainstream is what you do. So if
I so I have zero athleticability, maybe you can maybe
consult and help me out. He'd goback in time to high school and
get picked first again. Whatwhat, how mainstream is this? So
(15:23):
if I had a sports team, wouldyou? Is it pretty well known as
a pretty mainstream? Or is thissomething that's brand new?
So I would say there aren'tculture consultants in
athletics. To my knowledge, thisis the first of its kind minute
by minute team cultureobservation. And so that's
(15:43):
pretty groundbreaking. And ithas been received really well,
because the coach gets thatfeedback. Got it. That's
really neat. So part of your ispart of your sales process,
then, in educating them on whatyou do. And then you know, the
benefits behind it to seems likeit's a, it's a pretty decent on
ramp to getting someone who'snot like you're going to buy a
(16:05):
well known product, you need toeducate them on the product. And
then and then have them see thevalue and then buy.
Yes, yes. And I thinkthat So how long is the sales
cycle in that process? Is it isit a six month sales cycle? Or
is it a one month? Or how longdoes it take you from? You know,
the time you targeted lead tothe time you actually close
(16:27):
them? Yeah,that's a great question. Like, I
don't think I have an answeryet. So like the website just
went live in September of 2023.
So four months in? I mean, somehave been let me think the sales
cycle has been a month, sixweeks, from like the initial
(16:48):
zoom call, most of them havebeen over zoom to them signing
the contract. Others areongoing.
Yes. And are these are thesecoming from people that you've
had connections with? Are thesebrand new brand new people,
mostly connections? Which is whyI think, you know, I'm getting
(17:11):
like, I'm close to that 50% Theysign on? Is just people that
I've known over the last 20years, or others in the athletic
direct the athletic industrythat have introduced me.
Yeah, yeah, that's really neat.
I'm sorry, Christina.
All right. Becky, when you'reyou had mentioned that it's
(17:34):
ideal to have two days ofobservation. What then you give
a report when you're done withthat observation? And then how
long is the how long do you workwith the, I guess, the coach
with the that you would beworking with? Yeah,
so right now we have threepackages. One is like the CCC or
(17:55):
championship culture coachsampler, which is a one day
observation, and three, Zoomconsultations. I've also spoken
to that team when I'm on site inperson, you know, up to Season
Pass, which is more like sixmonths of consulting. It's like
(18:15):
all defined each package. Andthen there's the elite all
access, which is a full year.
I like the names of those those.
That's their good marketing.
Yeah.
It's really, it's a really neatprocess. So and I miss part of
(18:36):
the background, so I apologize,but can you just speed me up on
how did you connect to thisindustry? What What brought you
to that? And if he said ittwice, I'm sorry.
Yeah, that's okay. Not so I usedto be a licensed school
psychologist, Mike, that's whatI went to graduate school for.
And my master's degree is in.
And then I worked in collegiateathletics the last two decades.
(18:57):
So it's really like combiningthose.
Really, yeah. So So are youseeing a lot of like, is, is
part of it, the pressure that'son these athletes from the time
they're, I imagine when you getto college athletics, you're
there's a lot of pressure toperform. And there have been,
(19:18):
you know, for their whole lives,they've probably been pushed to
get to that D one level orwherever they may be going. So
is part of it, managing theirexpectations when they're now
competing in such a such abroad, you know, broad range of
people talent.
Yes, and just helping themthrive through that and, you
(19:42):
know, seek pressure as aprivilege. Yeah, just like yeah,
he's their self talk and theirbig body language and, you know,
all of those things.
Very, very cool. So, so what aresome of the challenges Can I
apologize, please? So what arethe challenges that you see
(20:03):
pretty this is a brand newentity. So you're you're
grinning, growing, which isreally exciting. What do you see
as your as your immediatechallenges to your, to your one
year, three year five year plan?
Yeah. So I'm just welcome andlove thoughts about strategic
planning for 2024 as my smallteam of two, you know, we'll do
(20:25):
that soon. But just yourexpertise and thoughts there.
And then, you know, if there'stime any marketing ideas or
potential like collaborationswith other businesses? Yeah.
So from from, you know, and I'vebeen an entrepreneur my entire
life I've had during multiplecompanies from zero to, you
(20:47):
know, to selling them. What Ithink is really interesting is
as, as your company grows,you'll have more sophisticated
infrastructure, you'll havestrategic planning sessions and
things like that. And when it'stwo people, you really don't
take the time to sit down andtalk about, you know, are we on
target? Are we meetingobjectives and all those sorts
(21:08):
of scenarios. So I thinkone of the things we can know,
you shouldyeah, and it's such a, it's such
a missed opportunity, like goingback in time, if I can go back
and tell my two person team whenit was, you know, me and one
other individual, Hey, sit, youknow, focus, even though you're
talking every, you know, eighthours of the day, you really
need to sit down and focus on onthe, you know, the data, what's
(21:30):
going on. And that's anotherscenario is breaking down those
data points, you know, achievinga goal like, like going to the
gym or saving for yourretirement, whatever it's going
to be requires you to have aplanning to invest as much money
I need to save, I need to dothis, I need this kind of
return. So these are the keymetrics to look at to reach your
retirement goal. The same istrue within your business. What
(21:51):
are those key things? If youneed 15 accounts by the end of
2024? You know, that means youneed to be doing, you know, 1.2
accounts per month? And how areyou going to get that if you
have a 50% ratio, which yourecognize might come down, you
need to really widen the reachto say, Where am I going to get
these from with, with, ofcourse, again, you've already
(22:12):
recognized that you're numberone, you know, opportunities and
people that you know, so if I'veknown you my entire life, you
know, those connections, or aregoing to be the ones who can
vouch for you and your existingclients being able to trigger
all that. But that, that's thetricky part about starting up,
especially when you have, youknow, really, really talented
(22:33):
people on your professionalindividual. So until most, you
have all that skill set alreadygoing for you, you need to then
just apply to bootstrap startup,you know, get creative and find
those, find those accounts fromday one stuff. Much easier to
learn it going your way than itwas my way I came out of open my
first business at 19. So, youknow, barely got out of high
(22:58):
school and started a company. SoI had to learn all of the
complicated things as I wasgoing, you had a lot of that
grid. So I think it's mucheasier for you to do it coming
from your direction than it wasmine.
And I'm wondering, we had we hadtalked earlier, what would it be
helpful to give you some tips ondoing some strategic planning, I
(23:19):
don't know how much experienceyou've done, either
participated, okay. So maybeMike, we could give a few tips
on, I just put some things downon paper that I can go through.
And then you can kind of pickand pull. Because what I was
saying to Becky is I'veliterally facilitated hundreds
of strategic planning sessions.
But when you've seen onestrategic planning session,
(23:40):
you've seen one. So I'll giveyou just a few tips. And you can
kind of pick and pull whatresonates with you. And if
there's something that you wantus to go in a little bit more
detail, we're happy to do that.
When I do strategic planning,and I like to start with
storytelling, you know, thehistory of your company, and
you've kind of done that for us.
And what's nice about that isyou can lay out, you know, what
(24:04):
are some of the events, youknow, like when you wrote that
note, I mean, that was the startof your company, that
storytelling, that shouldcontinue for other people who
come on board that are youremployees to know that Becky did
this, and this is how shestarted this. You had a lot of
courage in doing that. And thatis a part of your culture, in
(24:25):
your company. So it'sstorytelling around the history
of your company. What can youlearn from that and draw
forward? I also like to doenvironmental scans. And you
know, whether this is I was justtrying to think of this for you.
What's changing in theenvironment right now? I know in
(24:45):
Minnesota, you were lived herefor a while. I know at least
here in trade schools. They'restarting to offer sports where
they didn't do that in the past.
We have a big sports family andIt used to just be JUCO that
would offer sports, but nowtrade schools are as well. So
(25:05):
that could be another, you know,area that you take a look at in
your marketing plan, you know,do you want to dive into that
type of an environment? But youjust, you know, you look at
what's going on politicallywhat's going on with colleges
and universities, who arereally, overall they're having
less than less studentenrollment. So what does that
(25:27):
mean for your business? As youlook at that, so those are just
a few examples on, on doing anenvironment scan?
Great ideas, and a great point.
And it already gave me someideas. So thank you, sir.
I think you know, from there's alot of information, and a lot of
(25:49):
different perspectives. And Ithink what what Kristin
highlighted is so important isto be able to take the bits and
pieces that you find, you know,valuable to you. Not everything
is going to fit for, you know,my perspective, and yours can be
completely different. Somebodyelse that Kristin shared that I
thought was really interestingis the is the why how what
scenario and I think that somany businesses, do it
(26:13):
backwards, you know, they'resaying what they do and how they
do it instead of why I thinkthat's a really, you know, if
you're if you reverse thatorder, I think you can attract
clients at a much higher rate.
And Chris, and I know thatyou're telling me it's what you
I'll let you expand.
Yeah, have you? Have you heardof Simon Sinek? Becky? Yes. So
(26:36):
he, he talks about start withwhy. And that's what Mike is
talking about. And that canreally help you with your value
proposition. Why are you doingthis, it's the end, you'll get
this because this is your thisis your, your strength, it's the
psychology behind it, your gutdoesn't have words. But it's the
feeling that's the emotionalpiece. So what's your emotional
(26:58):
hook that really can becomeyour, your value proposition to
sell to be able to sell? Sothat's a great activity to do in
your strategic planning as well,because that's going to be a
great example of what carriesthrough into your marketing plan
as well. Okay, that's great.
Yeah,people 100% want to do business
with the why, you know, and, youknow, the, the end result is not
(27:23):
as important as as what's at thecore, you know, what are you
really, what are you reallydoing? Why are you doing this,
and I want to line up with, withwhat you're doing more so than
it's somewhat secondary, not totake us off track. But we have a
very important objective here.
This is our first live streamwithout Sara. So it's critical
(27:47):
that our ratings are muchhigher. My ever been, yes. Like,
we're going Yeah, so whatever ittakes, we're all committed to
this call.
Can I answer the why? Onlybecause it'll help me. Yeah, my
memory. Okay. So I've said Mywhy is to inspire and improve
the culture in athletics, oneteam at a time. And in my
(28:07):
opinion, winning is thebyproduct of doing that. And
then I guess it's a why or SimonSinek would probably call it
like a just cause is I believeall athletes should be able to
experience that positivechampionship culture, where
relationships and resultsmatter, and the athletes are on
(28:28):
a mission, but you can walk intoa gym and feel that synergy in
the air.
That's impressive. Yeah,I love it. And it you know, it
was really it was very natural,Becky. So that that's what's
important, too, is because youbelieve in it. It's very
natural. Yeah.
(28:48):
Okay, that's good. Why, howwhat, thank you.
I think the other side, I'msorry, just to remind you of the
other side that I would cautionyou is financials, run every
business and whether you'rewhether you're a one person
business, or 100 person or 1000running your business from a
(29:10):
financial perspective is alwayssell important and understand
what you're making investmentsinto the business and when you
know what what you expect yourreturn on that investment to be.
So many people think that youknow, the financials or their
accountants scenario, and it'sreally not it's the lifeblood of
your company, no matter nomatter what size it is. So focus
(29:30):
on your p&l, your cash flow,your bank, your balance
statement, those are going toreally be the indicators. And as
you're, as you're doing this,there's no shortage of people
trying to sell you products as anew business owner, like oh, you
need this widget and you need,you know, this software
subscription and some of themare really wonderful. A lot of
times you have to decide whetheror not you're is it appropriate
(29:53):
for the size business that youhave at the moment. So don't
worry about capacity issues thatyou have an experience Instead,
focus on what you need now setyourself up for success. I think
that's really, really, reallyimportant. And I only know that
from all the mistakes I've madefrom, you know, worrying about
capacity issues we didn't haveand oversizing too early where
it's really expensive. Thankyou.
(30:19):
The last couple of, you know,areas, then, you know, so I
talked about history thatstorytelling, the your
environment, scan your valueproposition, a couple other ones
are, I know, you've heard ofSWOT strengths, weaknesses,
opportunities, threats, I liketo do, I call it spot. So
instead of weakness, I call itproblems, because problems are
(30:43):
easier to turn intoopportunities. And then I also
like to in the threats area, Ilike to have you think about
what are some really unthinkablescenarios, it kind of gets you a
little agitated around anduncomfortable around, ooh, you
know, this, this could happen tome. So then, then you take that
and you turn that into anopportunity, which helps you
(31:05):
then vision for your, yourfuture goals. And then it's kind
of the rest of it is kind ofjust normal stuff, goal setting,
using what Mike talked aboutaround the financials connecting
that together, coming up withlike, five, column five big
rocks. So what are your five bigrocks? And then what are your
(31:27):
execution plans underneath eachof those, and then that can
carry those five big rocks takeyou longer term, and then the
execution plan, you can do thaton a quarterly basis or yearly
basis, those kinds of things.
Can you elaborate on five bigrocks? Sure.
So as you think about doing thispiece of work, like what you
(31:48):
know, you pull information outof your storytelling, right,
your value proposition, so we'vegot to keep that core. So do you
create some kind of goal aroundthat to make sure you know, I'm
always going to be using thisparticular assessment, or I need
I need, I'll make this up, Ineed an online, let's say you
didn't have an onlineassessment, I need an online
(32:10):
assessment that might become abig rock for you. Because that's
going to help you become a lotmore efficient. Because you've
made it I know, you're not doingthis, but just as an example,
maybe you've been doing itmanually. So now I need to
really figure out what my onlinesurvey assessment is going to
be, or maybe not using SurveyMonkey anymore, but maybe using
(32:31):
something else that will helpyou be more efficient, that
could be an example of a bigrock, and then you're going to
have a lot of things underneaththat. To be able to execute to
achieve that big rock. Yeah,if I can, you know, just to kind
of expand on that as as, asyou're setting your, as you're
setting your goal, whatever,whatever the targets going to
(32:51):
be, what's it going to take toget there. And you're going to
break that down into X number ofrocks or steps or whatever they
may be. And those are, those arekind of, uh, that's how you're
aiming your focus in yourdirection. So those rocks are,
are what you're, you know,you're using target fixation to
reach your goal. And by saying,like, I need to have, you know,
(33:13):
whatever it may be in your case,it's, you know, 15 clients for
2024. So what is it going totake to get those 15 clients,
it's these five steps, and thoseare your five rocks, you're
going to try to reach to reachthose each of those objectives
or each of those rocks, you'llhave maybe 100 action steps that
will take you over the course ofthree months to reach. And so
(33:36):
getting back to the strategicmeetings, where so many small
businesses don't apply thatChevron think this way, and
they're just like, well, I know,we need clients and just kind of
come in, I'm going to work ashard as they possibly can. But
then you're working hard and notsmart. And so when you when you
have a target, it's really goingto help you reach your goal and
(33:57):
being able to break down. Whatis it going to take to get to
that target every day? And thoseare, those are the rocks and the
action steps that we do. Andthere's there's a million
different terms withinMicrosoft. I think every there
is, yeah, you could call youraction steps a game plan. I
mean, but it's things like whatare the resources that I'm going
(34:17):
to need? How muchwe lost you there, Christina?
Oh, she's frozen. I get all theairtime. She's like, now you're
stuck with me for a second.
Yeah, it's it's, you know, thatstrategic planning, again,
something that small businessesor new businesses want to I
(34:40):
think it's really, reallyimportant. Write it down. It's
your it's your budget, it's yourit's your, you know, it's your
work focus, what am I going tobe doing?
So, and how do you recommenddoing that? So,
there's different there'sdifferent levels of when you
know, when you would go throughso setting your long term goals.
And the action steps to get intothose goals. And then we meet
(35:03):
every week. So we have we callthem huddle meetings on a weekly
basis. I do that with both ofour older clients. And with our
last year, she'll jump back in.
We also do that internally atpeony, and I do it within our
own businesses. We meet everysingle week. You know, Becky,
are you You were supposed tohave this dismissed on this
week? Did you get that done? No.
(35:26):
Why? Because I'm stuck here.
Well, I can help you or we'regoing to come together to try to
reach that goal, like what arewhat are our pain points? And
how can we how can we move on?
If you don't take that time tofocus on that? And I talked to
so many small teams are like,well, you know, it's only a
three person team. Do I reallyneed to talk about having my you
(35:47):
know, having a weekly huddlemeeting? I just talked to
Christian for eight hours today.
Why do we have to have thismeeting, but because in our
conversation, our daily flow,We're surviving, putting out
fires, you're not focused onwhat the targets are. So by week
by refocusing on, hey, I need toreach I needed to have X, Y, and
Z done this week. And I didn'tbecause you know, sometimes one
task ends up being 100 more toreach it. So you don't
(36:12):
necessarily understand the scopeof what you're doing. So while
these plans, they call themrocks, and they're concrete, and
they're, sometimes they'reliquid, and sometimes you need
to move things around, andyou're going to be moving your
dates, but you want to move themproactively, because you'd like
to you've discovered, you know,there's more depth to the
project than reactively. Wedon't want to get to December
(36:33):
31 24 and say, Oh, I only onlyended up with eight clients, not
15. We want to know in advancethe Hey, I knew I was going to
miss that target. And here's whyit was unrealistic. And here's
what I'm doing. So it's not ait's not a disappointment. It's
a discovery. Great launcher fora second person I had I had all
(36:54):
the airtime in Becky's eyes. Shesaid, Oh my goodness, I HOPE
Christian comes back on I'mstuck with this guy
saved me Christian.
Well, I know that you alsowanted to talk a little bit
about a marketing plan.
You know, and I realize we'rewe're in a little bit here, but
(37:15):
just initial thoughts thatweren't collaborations with
other businesses tips.
So I think, you know, first off,obviously, identifying your core
client, who are your customers,and I would both identify them
strategically, like I want topick up x, y, and z as clients.
So you're, again, setting thosereal specific targets, and then
(37:37):
your look alike audience who isyour client that you've you've
not considered right, so maybethis also applies to, I don't
know, right, we'd make it up,whatever, whatever the you know,
the auxilary business is goingto be so identify your clients.
And then I think being aresource to your clients, if
you're talking about the, youknow, the marketing plan you're
(37:57):
having really high success ratewith is because you're providing
information when you're theexpert within your field, and
you're sharing that informationwhen people are seeking that,
they're then going to seek youout to become a client, that's
really the best way of, ofobtaining new clients does pay
per click work? Sure it does forcertain for certain businesses,
(38:18):
but unless you have what's apretty quick, like, so when you
have a Google ad, and I'm goingto put up know that I'm a, I'm a
coach for XYZ, and anybody who'ssearching a term, they're gonna,
I'm gonna pay Google X number ofdollars to show up. As you know,
at the top of that, if you doprograms like that, you really
(38:39):
have to have a 360 view ofwhat's going on. In other words,
if I'm going to pay $9, forthat, click or whatever I'm
going to pay for that, for thatlead to come through, do I have
a lead capture on the back endis all my marketing is
everything leading to the samespot. So many times we go to
paid marketing, before weexhausted and paid marketing,
(39:00):
I'm not I'm not against it, it's100% necessary. But there's so
much opportunity within youknow, the organic marketing,
especially for a new business.
So focus on all that low hangingfruit, what's achievable today,
then build up into yourmarketing plans. And when you do
market, make sure that yourmessage is consistent all the
way through, like try not tomarket yourself for something
(39:23):
that's way outside the scope ofwhat you're doing. So if you
know III don't want to consulton launching rockets. If that's
not, you know, at all whatyou're going to be doing, keep
keep your laser focus.
Great. I would say some of thethings that I've learned along
the way in marketing is toreally draw from your value
(39:44):
proposition as a part of theexercise and your value
proposition is to identify sortof the pain points of your
client. And then what's thevalue that you can provide that
reduces or eliminates That painpoint. And even to the extent I
mean, you're doing this, you'regiving them value when you're
(40:05):
meeting with them. Also, ifthere's just some short tips and
tricks, things like that, if yougo the social media or the email
route, just keep bringing thosekinds of things in so that
they're getting value thatagain, reduces or eliminates
their pain points that they haveto continue to show that you're
(40:26):
going to bring value and youdon't give away the whole farm,
you don't give away, you know,the whole assessment that you
give them little tips and tricksalong the way that are very much
core to what they're trying toachieve.
You know, and there's, there's abalance with, you know, not
giving away the whole farm andultimately withholding
(40:46):
information. So the other sideof that is, if you're if you're
not giving out, you know,there's, there's a tipping point
where you're providing value,and not, you know, exposing your
entire proprietary information.
So I think it's really importantthat you provide value, don't be
afraid to, you know, put outthat value to a point. And it
shouldn't be very strategicallyallocated, like, this is the
(41:09):
this is where that point stops.
And here's where it goes frommarketing to you need to sign up
to be a client. I find that Ifind that businesses struggle
with that a lot. They're,they're giving out really bland
marketing, like, we're wonderfulcan be a customer and no one
responds. And other customersare like, well, here's the
(41:29):
secret formula to our business.
Well, thanks, I don't no longerneed to hire you to get that. So
find that balance and be veryaware of it.
Okay, no, that's so helpful.
Thank you.
Is there any any other questionsthat you have for us, Becky?
(41:50):
Do you have any other thoughtson like, possible collaborations
with other businesses? That'ssomething that I haven't done
yet. Yeah,I would think that, you know,
like, again, I'm not a sportsperson, by any stretch that some
of these might be really funny.
But I would say that, you know,trainers, rehab, you know,
(42:15):
especially surgery, you know,unfortunately, athletes have a
tendency to get hurt, and aregoing through rehab, if you can,
if you can provide some supportto, you know, to people that are
that are reentering the field,that might be a really good
collaboration, you know,businesses that you can line up
with. I don't know, what otherwhere, where are some of your
(42:38):
clients coming from? I guess,you know, that would be, I would
probably look at where thoseclients are coming from. And
then what are the auxiliarybusinesses that support them. So
it could be the, you know, theuniform store, the or the, or
the whatever, you really want tojust be, you know, lined up
with, with the supportingindustries all the way around
what your clients use? And do soif I'm a client, you know, if
(43:00):
I'm your client, what am Idoing? Who am I engaging with
another B, that the circle thatI would, I would start with
I'm just, I'm just trying toconnect some dots, there's a lot
of corporate organizations, thatour sponsors to athletic teams,
(43:21):
because like I, you know, Ithink about Wisconsin and
Nebraska. Nebraska is a greatexample, they don't have a pro
team. So there's a lot ofbusinesses that are sponsoring
collegiate teams, like justthink about volleyball and all
the great success women'svolleyball has been having
lately. So I don't know ifthere's like some kind of
(43:43):
collaboration, where you can getin with a business that, you
know, is a sponsor to acollegiate team. Because that
the language that you use, thatwould be the other piece is to
maybe it's very close, like Imentioned, when you were going
through those six, those sixareas, but to think about who
your client is, and then maybeshape your language to a
(44:05):
business a little bit differentthan you would to a coach. But
anyway, I was just thinking oflike Nebraska is a great example
of they're so focused on theircollegiate teams, and there's so
much money being put into that,that there might be, you know,
this might be like an somethingthat a business offers to a team
to do that they sponsor it, theypay for it, for the collegiate
(44:29):
team.
That's interesting. haven'tthought of that. Business offers
to a team. That's great.
And I guess, you know, just aquestion would be how much of
what you're doing is when whenyou have all these different
people coming together, youknow, and it's sort of the and I
(44:50):
can only imagine that there's anego contest community if I'm the
number one pick from my highschool for whatever sport it may
be, and Kristin is the numberone pick And now we're both
getting there. And we're, youknow, now we need to be on the
same team working together. Youknow, that's, that's probably a
bit of a challenge both in, inmanaging expectations for myself
(45:12):
and for Kristen as well, as, youknow, while I didn't realize
Kristen is so much better than Iam at this or that, and really
being able to, you know, putthose pieces together in a
really great part of the team.
So is that, is there anopportunity there? Maybe at the,
at the level as we're coming in,or during the recruitment
process?
(45:35):
Yeah, I think that that's achallenge that many of the teams
face because it's, uh, you know,in collegiate athletics, it's
often a team of the best fromtheir high school program, or
the best from their clubprogram, and a big swim and dive
team out of the big 12 is signedon will swim and dive, you know,
(45:55):
tends to be more of anindividual sport. And as they
get to college, with the snap ofa finger, you know, we expect
them to understand what it'slike to be a team player. So,
you know, there's for sure somethings to work through and
smoothed out. And, yeah, yeah,it's a process and flowers bloom
at different times. But what wedo know is when they can grasp
(46:18):
that team mindset, and that weover me, although that's more
difficult, I think right now forthis younger generation, their
own individual stats improve. Sothey care about that. And that's
okay.
Yeah, I've noticed, you know,again, just from my own
experience, have hired some ofthe smartest people. And when
(46:38):
you build this dream team, andagain, it's not a done deal with
sports, it's just in business, Ihired really talented, smart
people, and then have that teamjust fail miserably, you know,
because not getting them to cometogether. And just because we
had, and it wasn't for a lack oftalent, there was certainly tons
of talent on there, but reallytrying to tie a rope around
(47:00):
getting them to work together.
And you know, the leadershipthat's behind it, and there's a
lot of moving parts to what youdo. So I think there's a lot of
opportunities for people to pickup, especially as the
generations go through, youknow, my generation from the
next generation, being able to,you know, what motivates them.
And you remember people comingto work, you know, I had a
business through the, throughthe 90s. And, you know, that was
(47:22):
we paid a significant salary.
And that's what motivated youto, you know, what are we stand
for? What do you mean, what dowe stand for? You're getting,
you know, we're paying yoursignificant salary, but that did
not motivate you know, some ofthe workforce we needed to, you
know, got back to the why are wedoing this? So, I think there's
(47:43):
a lot of opportunities in whatyou're doing. I think I'm
excited for your career success.
Thank you. Well, Becky, it hasbeen a pleasure talking to you
and getting to know yourbusiness better. So how can
potential clients get a hold ofyou if they would like to work
with you? Yeah,the website is www dot
championship culture. coach.com.
(48:05):
And the email is Becky atchampionship culture. coach.com.
Awesome.
Well, thanks so much for beingon. Sorry, I was late.
All our best to you Becky. Itwas such a pleasure to meet you.
I'm so grateful. I have twopages of notes of all of your
advice. So thank you, Kristen. Iappreciate it. Thanks, Mike.
(48:28):
You're both great. And ifanything after this, it doesn't
have to stop the livestream. Soif you need anything, please
feel free to reach out. Forsure.
Absolutely. Happy to answer somequestions. Thank you so much.
Absolutely. Take care. You too.
Thanks so much for tuning intothis episode of level up your
business with me, Sarah Frasca.
If you have a problem in yourbusiness that's keeping you up
(48:50):
at night. Please join us in afuture episode so we can help
get you unstuck. Just clickingthe link in the show notes and
send us a message. Pleaseremember, stay innovative
friends.
You're listening to level up your business, the
podcast where we talk tohardworking business owners and
leaders and help them solve realissues in real time. I'm your
host, Sarah Frasca restaurantowner, keynote speaker and
business coach. I've spent mycareer not only in corporate
(00:20):
America, but also as anentrepreneur, carrying on my
family's legacy through myrestaurant, now a business coach
and consultant. I'm helpingother businesses to use creative
problem solving and innovativethinking to drive lasting
change. Stay tuned to hear someinspiring guidance that will
(00:40):
help you to level up yourbusiness.
Well, good morning, Becky, howare you?
Good. How are you? Kristin? Niceto meet you.
Nice to meet you as well. So forour audience, today, we are
meeting with Becky BillyOh.
Becky comes to us from HudsonWisconsin. Correct. Awesome. But
you are a native Minnesotan. Iunderstand. I was. That's
(01:03):
awesome. So Becky is thechampionship culture coach, and
I'm super excited to talk to youabout the culture piece. A lot
of that is in my background. SoI think it'll be really fun to
to, you know, swap stories andlearn tips and tricks from each
other. Becky's mission is tohelp collegiate and professional
(01:24):
sports teams across the UnitedStates to improve their team
culture. And so tell us a littlebit about we're going to start
this conversation with justlearning more about you, your
business, how you came into thisbusiness, and then what you hope
to accomplish moving forward. Sotell us a little bit more about
yourself, Becky? Yeah, sogrew up in Shoreview, Minnesota.
(01:47):
I was involved in athletics mywhole life through college as an
athlete, mostly soccer ingymnastics, but did gymnastics
collegiately and then went tograduate school and became a
licensed psychologist, worked asa licensed psychologist for a
(02:08):
couple of years postgraduateschool, and then started
coaching, collegiate gymnasticsworked was an assistant coach at
a another school in Wisconsin,University of Wisconsin lacrosse
for a couple of years, took overa head gymnastics coach position
at the University of WisconsinStout for 18 years. But the last
(02:29):
three years, I was also themental health liaison for the
athletic department. So andthat's where I got to dabble
into working with athletes withtheir mental health, you know,
mental edge skills, someleadership talks at some of the
teams.
(02:50):
Yeah, how did you connect to theculture piece, which is a big
part of the product and servicethat you deliver now in this
company? Yes.
So when I was a licensedpsychologist, and a student was
referred for special education,I would go into the classroom
and every 30 seconds, I wouldjot down what they were doing,
(03:11):
whether they were on task andoff task and what they were
doing. Right. So it's like that.
But I observe teams and Iobserve dynamic standards, body
language, words, actions, reallyon the sidelines, in the
training room come in the weightroom coming out of the locker
room. And so I guess I'verealized it's really combining
(03:34):
those two worlds, right? It'scombining being a licensed
psychologist, trained andobservation, former licensed
psychologist trained inobservation, and working in
collegiate athletics over thelast two decades, and it really
started as a passion is just,you know, learning and observing
the common traits amongstchampionship teams. But this
(03:56):
passion project, it startedOctober of 2022, so just over a
year ago, but really, I keptwaking up thinking about this
idea of waking up thinking aboutthis idea. And finally, after
two months, I decided to sendone email. And I did to John
Gordon, have you heard of him?
(04:20):
I have not. Where is he?
So New York Times bestsellingauthor of the energy bus you
went in the locker room firstpower of a positive team, etc.
Speaker to a lot of NFL teamsSEC NCAA. But I sent one email
about this idea and it saidsomething like Kristen, read me
(04:44):
all capital letters, profoundbusiness idea for John Gordon.
And then I put a picture inthere of the 20 copies of his
energy bus book, a picture ofall 20 copies. And I said the
year that our team won theschool's first ever conference
championship, we I read yourenergy bus book. And then I went
on to say, Would any of theteams that you speak to and
(05:06):
serve three to four weeks afteryour super charismatic speech,
and the spark settles would theybenefit from a culture coach and
someone who was trained inobservation as a licensed
psychologist, and has worked inNCAA athletics for two decades
to come in and do a minute byminute team culture observation,
(05:28):
words, standards, body language,etc. to then make championship
culture recommendations for theteam to improve their culture,
get closer to this championshipculture, and ultimately impact
the win loss record of theirseason, blah, blah, blah, blah,
blah. And within 12 hours, hisvice president Marlow and one
(05:50):
other Angela and John Gordoncompanies responded, and they
love the idea. And we had a callthe next day. And through email,
the best advice that he gave mewas to do a pilot of it with
three teams. So I did. So thefirst was Adam, Barta's Blizzard
baseball. And he is a clubbaseball owner out of the Twin
(06:14):
Cities, but he's also anassociate scout for the Chicago
White Sox, okay, was theUniversity of Illinois
gymnastics and went down there.
And, you know, it can involve aSurvey Monkey, where the team
assesses their own culture, youknow, observations, interviews,
and continued consulting. Andthen the third was University of
(06:35):
Wisconsin Stout men'sbasketball. Now, the data is
what's been compelling. So teamsthat have used at least three
championship culturerecommendations, their winning
percentage has gone up by 61%,in the five following games, and
by 23%, over the course of theentire season in year two. So in
(06:58):
my it's a really like innovativeway to look at athletics. And in
my opinion, winning is thebyproduct of improving your
culture. In business. My opinionis, profits are the byproduct of
having a great culture.
Absolutely. And I think that'swhere you and I are very similar
(07:20):
in nature, even though I'm doingculture work in businesses, and
you're doing culture work withteams, they really share the
same ingredients, which is ifyou can have those the culture
within your team, you're gonnaget the ROI on the backside, I
was super impressed. And I wouldread your, your return on
investment of that. That's veryexciting. So how did you pull
this together? You know, I knowyou've got this background, but
(07:43):
did you instinctively come upwith the questions? And what to
observe? Or how did you know?
You know, what are? What aregood behaviors, if you will? And
what are behaviors that are notgoing to espouse a good culture?
How did you come up with that?
Yeah, I mean, I would say bothfrom, you know, learning about
it, Jeff Janssen is the biggestculture author and guru in
(08:06):
athletics, you know, so it'sreally a spin off of his model.
But he would say that there'ssix traits of a championship
culture in athletics, you know,having clear vision and core
values and, and align staff andsystems, I would add staff to
that, you know, high standardsof behavior, credible leaders,
(08:28):
those kinds of things. As wellas again, I would add, like
verbal accountability amongstthe athletes or the team, if you
will, in business, where they'recalling each other up and
holding each other accountable.
Yeah, like that.
Those are not far at all. Infact, they're very connected
(08:50):
with what we look at for highperforming teams in businesses
as well. Starting with theirmission, their purpose, building
trust, um, you talked aboutthat, having values having
having your team aligned aroundthe purpose of why you're there
together, those behaviors I likethat credible leaders piece, and
then the accountability holdingeach other accountable. Yes,
(09:14):
awesome. So you you observethose traits in terms of whether
they are showcasing those traitsor whether they're, they're not
showcasing their traits. That'show I observe and document
everything. Right. So it lookslike you know, 1202 athlete
throws his bat 1203 He sits atthe end of the dugout with his
(09:36):
head in his hands 12 Four,there's eight athletes standing
in the opening of the dugoutwatching and cheering on their
teammates at bat. So I observeand document everything, which
is really like, to my knowledge,the first of its kind in
athletics. I don't know if itexists in business. I'm curious
if you know if that type ofdetailed observation and then at
(09:56):
the end of that and really at atwo day observation is optimal.
You know, I do, say,interpreting data from a one day
observation you should do so.
You know, with some hesitation.
Yeah. Butyeah. Do the athletes know that
you're observing them? They didnot. Okay. So then they're
(10:18):
really in their natural state.
That's perfect. You know, Iwould say, there probably isn't
something super formal likethat. We have a lot of
assessments in corporate worldaround team performance. I would
say when I was internal, as aconsultant, that would be some
(10:38):
of what I would do when I wouldcoach is to observe teams. But I
wouldn't say that there wasanything real formal around
that. But it's very consistentaround those behaviors. In terms
of because it's, it's a lot ofthe unsaid versus the verbal.
Yes. That's those words aregreat. The unsaid.
(11:02):
Yes, yeah. And you can see it insort of, you know, it's like the
fly on the wall. It's Yes.
And that's how I describe it isit's, I'm really the fly on the
wall.
That's cool. Awesome. So So youtold us a little bit about where
you know, how you came to be ininto this business that you are
(11:22):
driving? What what's your planfor moving forward? What does
that look like?
Yeah, so I mean, in 2024, mygoal is to serve 15 teams. I'd
say like a five year vision isto have a championship culture
coach, athletics department, youknow, and one to two consultants
(11:47):
under that would be awesome. I'dlove to do and there's been some
inquiries in our championshipculture coach on Here's Mike.
Like, I guy, sorry, I'm late.
How are you? Good. How are you?
Nice to meet you.
Nice to meet you. I wasbackstage for minutes. I got I
got a little bit caught up.
(12:07):
Great. That's one of the one ofthe things I just want to dial
back. So one of your goals youmentioned was to have 15 teams
that you're working with. Andthen you talked about a culture
coach department. What what doesthat look like in action?
Yeah, so culture, culture,championship culture, coach,
that's the name of the business.
So championship culture coachfor athletic, so culture,
coaching, culture, consulting,15, teams for athletic, okay.
(12:29):
Okay. But a five year vision isto have one to two consultants
under that athletic department.
And then to have one to twoconsultants. And there's been a
couple of inquiries in thebusiness realm and business
department. Okay. And then Iwould add to that, I would love
(12:51):
to have like one to two sportspsychologists in an elite
mindset department. So that'sreally like a five year vision.
2024 is 15 teams in athletics.
So just out of curiosity, Ithink what do you do to you
know, once you've set yourgoals, Tell me Tell us how you
(13:12):
how you reach them, like we needto do break them down into
action steps and put them on acalendar or to use some
technology? Or what do you do toreach these goals?
Yeah, and here's where I'm like,Well, I mean, I'm open, open
ears and open for new ideas andoptions. You know, like I had
told Kristen, I'm just fourmonths into this business
formally. You know, I've beendoing some of this culture
(13:34):
consulting, and elite mindsetwork. First was a passion
project athletes have reachedout personally. So culture the
last year and two months, you'rein three months, elite mindset
type of work, probably the lastfive years. But yeah, I'm like
to answer your question. Like,what are some action items to do
(13:55):
that is, you know, marketing,both through email, and I've had
quite a bit of success with thisis just sending out you know,
it's like can buy by graphicdesigner that works for me, but
a Canva designed like acomplementary culture coaching
session. And really, in that Ijust serve them, I don't sell, I
(14:17):
just serve these teams. And wejust talk about what's working
for you. And what are youwalking through right now with
your team related to culture andthen I just give them a couple
of out of the box interventionideas. And I'm batting about 50%
That sign on after that, maybejust under that's impressive. So
(14:38):
I just need to run up more butyeah, it's a really like,
innovative different way to lookat athletics in perfect culture
winnings the byproduct so thatbut my goal is to have one to
two sign on sign a contract permonth. So in January 2024,
wanted to in February 2024wanted to so that's worked out
(14:59):
I'm what I still feel like Ineed ideas about closing the
deal more, or I just need to getin front of more. So I'll go
homemainstream is what you do. So if
I so I have zero athleticability, maybe you can maybe
consult and help me out. He'd goback in time to high school and
get picked first again. Whatwhat, how mainstream is this? So
(15:23):
if I had a sports team, wouldyou? Is it pretty well known as
a pretty mainstream? Or is thissomething that's brand new?
So I would say there aren'tculture consultants in
athletics. To my knowledge, thisis the first of its kind minute
by minute team cultureobservation. And so that's
(15:43):
pretty groundbreaking. And ithas been received really well,
because the coach gets thatfeedback. Got it. That's
really neat. So part of your ispart of your sales process,
then, in educating them on whatyou do. And then you know, the
benefits behind it to seems likeit's a, it's a pretty decent on
ramp to getting someone who'snot like you're going to buy a
(16:05):
well known product, you need toeducate them on the product. And
then and then have them see thevalue and then buy.
Yes, yes. And I thinkthat So how long is the sales
cycle in that process? Is it isit a six month sales cycle? Or
is it a one month? Or how longdoes it take you from? You know,
the time you targeted lead tothe time you actually close
(16:27):
them? Yeah,that's a great question. Like, I
don't think I have an answeryet. So like the website just
went live in September of 2023.
So four months in? I mean, somehave been let me think the sales
cycle has been a month, sixweeks, from like the initial
(16:48):
zoom call, most of them havebeen over zoom to them signing
the contract. Others areongoing.
Yes. And are these are thesecoming from people that you've
had connections with? Are thesebrand new brand new people,
mostly connections? Which is whyI think, you know, I'm getting
(17:11):
like, I'm close to that 50% Theysign on? Is just people that
I've known over the last 20years, or others in the athletic
direct the athletic industrythat have introduced me.
Yeah, yeah, that's really neat.
I'm sorry, Christina.
All right. Becky, when you'reyou had mentioned that it's
(17:34):
ideal to have two days ofobservation. What then you give
a report when you're done withthat observation? And then how
long is the how long do you workwith the, I guess, the coach
with the that you would beworking with? Yeah,
so right now we have threepackages. One is like the CCC or
(17:55):
championship culture coachsampler, which is a one day
observation, and three, Zoomconsultations. I've also spoken
to that team when I'm on site inperson, you know, up to Season
Pass, which is more like sixmonths of consulting. It's like
(18:15):
all defined each package. Andthen there's the elite all
access, which is a full year.
I like the names of those those.
That's their good marketing.
Yeah.
It's really, it's a really neatprocess. So and I miss part of
(18:36):
the background, so I apologize,but can you just speed me up on
how did you connect to thisindustry? What What brought you
to that? And if he said ittwice, I'm sorry.
Yeah, that's okay. Not so I usedto be a licensed school
psychologist, Mike, that's whatI went to graduate school for.
And my master's degree is in.
And then I worked in collegiateathletics the last two decades.
(18:57):
So it's really like combiningthose.
Really, yeah. So So are youseeing a lot of like, is, is
part of it, the pressure that'son these athletes from the time
they're, I imagine when you getto college athletics, you're
there's a lot of pressure toperform. And there have been,
(19:18):
you know, for their whole lives,they've probably been pushed to
get to that D one level orwherever they may be going. So
is part of it, managing theirexpectations when they're now
competing in such a such abroad, you know, broad range of
people talent.
Yes, and just helping themthrive through that and, you
(19:42):
know, seek pressure as aprivilege. Yeah, just like yeah,
he's their self talk and theirbig body language and, you know,
all of those things.
Very, very cool. So, so what aresome of the challenges Can I
apologize, please? So what arethe challenges that you see
(20:03):
pretty this is a brand newentity. So you're you're
grinning, growing, which isreally exciting. What do you see
as your as your immediatechallenges to your, to your one
year, three year five year plan?
Yeah. So I'm just welcome andlove thoughts about strategic
planning for 2024 as my smallteam of two, you know, we'll do
(20:25):
that soon. But just yourexpertise and thoughts there.
And then, you know, if there'stime any marketing ideas or
potential like collaborationswith other businesses? Yeah.
So from from, you know, and I'vebeen an entrepreneur my entire
life I've had during multiplecompanies from zero to, you
(20:47):
know, to selling them. What Ithink is really interesting is
as, as your company grows,you'll have more sophisticated
infrastructure, you'll havestrategic planning sessions and
things like that. And when it'stwo people, you really don't
take the time to sit down andtalk about, you know, are we on
target? Are we meetingobjectives and all those sorts
(21:08):
of scenarios. So I thinkone of the things we can know,
you shouldyeah, and it's such a, it's such
a missed opportunity, like goingback in time, if I can go back
and tell my two person team whenit was, you know, me and one
other individual, Hey, sit, youknow, focus, even though you're
talking every, you know, eighthours of the day, you really
need to sit down and focus on onthe, you know, the data, what's
(21:30):
going on. And that's anotherscenario is breaking down those
data points, you know, achievinga goal like, like going to the
gym or saving for yourretirement, whatever it's going
to be requires you to have aplanning to invest as much money
I need to save, I need to dothis, I need this kind of
return. So these are the keymetrics to look at to reach your
retirement goal. The same istrue within your business. What
(21:51):
are those key things? If youneed 15 accounts by the end of
2024? You know, that means youneed to be doing, you know, 1.2
accounts per month? And how areyou going to get that if you
have a 50% ratio, which yourecognize might come down, you
need to really widen the reachto say, Where am I going to get
these from with, with, ofcourse, again, you've already
(22:12):
recognized that you're numberone, you know, opportunities and
people that you know, so if I'veknown you my entire life, you
know, those connections, or aregoing to be the ones who can
vouch for you and your existingclients being able to trigger
all that. But that, that's thetricky part about starting up,
especially when you have, youknow, really, really talented
(22:33):
people on your professionalindividual. So until most, you
have all that skill set alreadygoing for you, you need to then
just apply to bootstrap startup,you know, get creative and find
those, find those accounts fromday one stuff. Much easier to
learn it going your way than itwas my way I came out of open my
first business at 19. So, youknow, barely got out of high
(22:58):
school and started a company. SoI had to learn all of the
complicated things as I wasgoing, you had a lot of that
grid. So I think it's mucheasier for you to do it coming
from your direction than it wasmine.
And I'm wondering, we had we hadtalked earlier, what would it be
helpful to give you some tips ondoing some strategic planning, I
(23:19):
don't know how much experienceyou've done, either
participated, okay. So maybeMike, we could give a few tips
on, I just put some things downon paper that I can go through.
And then you can kind of pickand pull. Because what I was
saying to Becky is I'veliterally facilitated hundreds
of strategic planning sessions.
But when you've seen onestrategic planning session,
(23:40):
you've seen one. So I'll giveyou just a few tips. And you can
kind of pick and pull whatresonates with you. And if
there's something that you wantus to go in a little bit more
detail, we're happy to do that.
When I do strategic planning,and I like to start with
storytelling, you know, thehistory of your company, and
you've kind of done that for us.
And what's nice about that isyou can lay out, you know, what
(24:04):
are some of the events, youknow, like when you wrote that
note, I mean, that was the startof your company, that
storytelling, that shouldcontinue for other people who
come on board that are youremployees to know that Becky did
this, and this is how shestarted this. You had a lot of
courage in doing that. And thatis a part of your culture, in
(24:25):
your company. So it'sstorytelling around the history
of your company. What can youlearn from that and draw
forward? I also like to doenvironmental scans. And you
know, whether this is I was justtrying to think of this for you.
What's changing in theenvironment right now? I know in
(24:45):
Minnesota, you were lived herefor a while. I know at least
here in trade schools. They'restarting to offer sports where
they didn't do that in the past.
We have a big sports family andIt used to just be JUCO that
would offer sports, but nowtrade schools are as well. So
(25:05):
that could be another, you know,area that you take a look at in
your marketing plan, you know,do you want to dive into that
type of an environment? But youjust, you know, you look at
what's going on politicallywhat's going on with colleges
and universities, who arereally, overall they're having
less than less studentenrollment. So what does that
(25:27):
mean for your business? As youlook at that, so those are just
a few examples on, on doing anenvironment scan?
Great ideas, and a great point.
And it already gave me someideas. So thank you, sir.
I think you know, from there's alot of information, and a lot of
(25:49):
different perspectives. And Ithink what what Kristin
highlighted is so important isto be able to take the bits and
pieces that you find, you know,valuable to you. Not everything
is going to fit for, you know,my perspective, and yours can be
completely different. Somebodyelse that Kristin shared that I
thought was really interestingis the is the why how what
scenario and I think that somany businesses, do it
(26:13):
backwards, you know, they'resaying what they do and how they
do it instead of why I thinkthat's a really, you know, if
you're if you reverse thatorder, I think you can attract
clients at a much higher rate.
And Chris, and I know thatyou're telling me it's what you
I'll let you expand.
Yeah, have you? Have you heardof Simon Sinek? Becky? Yes. So
(26:36):
he, he talks about start withwhy. And that's what Mike is
talking about. And that canreally help you with your value
proposition. Why are you doingthis, it's the end, you'll get
this because this is your thisis your, your strength, it's the
psychology behind it, your gutdoesn't have words. But it's the
feeling that's the emotionalpiece. So what's your emotional
(26:58):
hook that really can becomeyour, your value proposition to
sell to be able to sell? Sothat's a great activity to do in
your strategic planning as well,because that's going to be a
great example of what carriesthrough into your marketing plan
as well. Okay, that's great.
Yeah,people 100% want to do business
with the why, you know, and, youknow, the, the end result is not
(27:23):
as important as as what's at thecore, you know, what are you
really, what are you reallydoing? Why are you doing this,
and I want to line up with, withwhat you're doing more so than
it's somewhat secondary, not totake us off track. But we have a
very important objective here.
This is our first live streamwithout Sara. So it's critical
(27:47):
that our ratings are muchhigher. My ever been, yes. Like,
we're going Yeah, so whatever ittakes, we're all committed to
this call.
Can I answer the why? Onlybecause it'll help me. Yeah, my
memory. Okay. So I've said Mywhy is to inspire and improve
the culture in athletics, oneteam at a time. And in my
(28:07):
opinion, winning is thebyproduct of doing that. And
then I guess it's a why or SimonSinek would probably call it
like a just cause is I believeall athletes should be able to
experience that positivechampionship culture, where
relationships and resultsmatter, and the athletes are on
(28:28):
a mission, but you can walk intoa gym and feel that synergy in
the air.
That's impressive. Yeah,I love it. And it you know, it
was really it was very natural,Becky. So that that's what's
important, too, is because youbelieve in it. It's very
natural. Yeah.
(28:48):
Okay, that's good. Why, howwhat, thank you.
I think the other side, I'msorry, just to remind you of the
other side that I would cautionyou is financials, run every
business and whether you'rewhether you're a one person
business, or 100 person or 1000running your business from a
(29:10):
financial perspective is alwayssell important and understand
what you're making investmentsinto the business and when you
know what what you expect yourreturn on that investment to be.
So many people think that youknow, the financials or their
accountants scenario, and it'sreally not it's the lifeblood of
your company, no matter nomatter what size it is. So focus
(29:30):
on your p&l, your cash flow,your bank, your balance
statement, those are going toreally be the indicators. And as
you're, as you're doing this,there's no shortage of people
trying to sell you products as anew business owner, like oh, you
need this widget and you need,you know, this software
subscription and some of themare really wonderful. A lot of
times you have to decide whetheror not you're is it appropriate
(29:53):
for the size business that youhave at the moment. So don't
worry about capacity issues thatyou have an experience Instead,
focus on what you need now setyourself up for success. I think
that's really, really, reallyimportant. And I only know that
from all the mistakes I've madefrom, you know, worrying about
capacity issues we didn't haveand oversizing too early where
it's really expensive. Thankyou.
(30:19):
The last couple of, you know,areas, then, you know, so I
talked about history thatstorytelling, the your
environment, scan your valueproposition, a couple other ones
are, I know, you've heard ofSWOT strengths, weaknesses,
opportunities, threats, I liketo do, I call it spot. So
instead of weakness, I call itproblems, because problems are
(30:43):
easier to turn intoopportunities. And then I also
like to in the threats area, Ilike to have you think about
what are some really unthinkablescenarios, it kind of gets you a
little agitated around anduncomfortable around, ooh, you
know, this, this could happen tome. So then, then you take that
and you turn that into anopportunity, which helps you
(31:05):
then vision for your, yourfuture goals. And then it's kind
of the rest of it is kind ofjust normal stuff, goal setting,
using what Mike talked aboutaround the financials connecting
that together, coming up withlike, five, column five big
rocks. So what are your five bigrocks? And then what are your
(31:27):
execution plans underneath eachof those, and then that can
carry those five big rocks takeyou longer term, and then the
execution plan, you can do thaton a quarterly basis or yearly
basis, those kinds of things.
Can you elaborate on five bigrocks? Sure.
So as you think about doing thispiece of work, like what you
(31:48):
know, you pull information outof your storytelling, right,
your value proposition, so we'vegot to keep that core. So do you
create some kind of goal aroundthat to make sure you know, I'm
always going to be using thisparticular assessment, or I need
I need, I'll make this up, Ineed an online, let's say you
didn't have an onlineassessment, I need an online
(32:10):
assessment that might become abig rock for you. Because that's
going to help you become a lotmore efficient. Because you've
made it I know, you're not doingthis, but just as an example,
maybe you've been doing itmanually. So now I need to
really figure out what my onlinesurvey assessment is going to
be, or maybe not using SurveyMonkey anymore, but maybe using
(32:31):
something else that will helpyou be more efficient, that
could be an example of a bigrock, and then you're going to
have a lot of things underneaththat. To be able to execute to
achieve that big rock. Yeah,if I can, you know, just to kind
of expand on that as as, asyou're setting your, as you're
setting your goal, whatever,whatever the targets going to
(32:51):
be, what's it going to take toget there. And you're going to
break that down into X number ofrocks or steps or whatever they
may be. And those are, those arekind of, uh, that's how you're
aiming your focus in yourdirection. So those rocks are,
are what you're, you know,you're using target fixation to
reach your goal. And by saying,like, I need to have, you know,
(33:13):
whatever it may be in your case,it's, you know, 15 clients for
2024. So what is it going totake to get those 15 clients,
it's these five steps, and thoseare your five rocks, you're
going to try to reach to reachthose each of those objectives
or each of those rocks, you'llhave maybe 100 action steps that
will take you over the course ofthree months to reach. And so
(33:36):
getting back to the strategicmeetings, where so many small
businesses don't apply thatChevron think this way, and
they're just like, well, I know,we need clients and just kind of
come in, I'm going to work ashard as they possibly can. But
then you're working hard and notsmart. And so when you when you
have a target, it's really goingto help you reach your goal and
(33:57):
being able to break down. Whatis it going to take to get to
that target every day? And thoseare, those are the rocks and the
action steps that we do. Andthere's there's a million
different terms withinMicrosoft. I think every there
is, yeah, you could call youraction steps a game plan. I
mean, but it's things like whatare the resources that I'm going
(34:17):
to need? How muchwe lost you there, Christina?
Oh, she's frozen. I get all theairtime. She's like, now you're
stuck with me for a second.
Yeah, it's it's, you know, thatstrategic planning, again,
something that small businessesor new businesses want to I
(34:40):
think it's really, reallyimportant. Write it down. It's
your it's your budget, it's yourit's your, you know, it's your
work focus, what am I going tobe doing?
So, and how do you recommenddoing that? So,
there's different there'sdifferent levels of when you
know, when you would go throughso setting your long term goals.
And the action steps to get intothose goals. And then we meet
(35:03):
every week. So we have we callthem huddle meetings on a weekly
basis. I do that with both ofour older clients. And with our
last year, she'll jump back in.
We also do that internally atpeony, and I do it within our
own businesses. We meet everysingle week. You know, Becky,
are you You were supposed tohave this dismissed on this
week? Did you get that done? No.
(35:26):
Why? Because I'm stuck here.
Well, I can help you or we'regoing to come together to try to
reach that goal, like what arewhat are our pain points? And
how can we how can we move on?
If you don't take that time tofocus on that? And I talked to
so many small teams are like,well, you know, it's only a
three person team. Do I reallyneed to talk about having my you
(35:47):
know, having a weekly huddlemeeting? I just talked to
Christian for eight hours today.
Why do we have to have thismeeting, but because in our
conversation, our daily flow,We're surviving, putting out
fires, you're not focused onwhat the targets are. So by week
by refocusing on, hey, I need toreach I needed to have X, Y, and
Z done this week. And I didn'tbecause you know, sometimes one
task ends up being 100 more toreach it. So you don't
(36:12):
necessarily understand the scopeof what you're doing. So while
these plans, they call themrocks, and they're concrete, and
they're, sometimes they'reliquid, and sometimes you need
to move things around, andyou're going to be moving your
dates, but you want to move themproactively, because you'd like
to you've discovered, you know,there's more depth to the
project than reactively. Wedon't want to get to December
(36:33):
31 24 and say, Oh, I only onlyended up with eight clients, not
15. We want to know in advancethe Hey, I knew I was going to
miss that target. And here's whyit was unrealistic. And here's
what I'm doing. So it's not ait's not a disappointment. It's
a discovery. Great launcher fora second person I had I had all
(36:54):
the airtime in Becky's eyes. Shesaid, Oh my goodness, I HOPE
Christian comes back on I'mstuck with this guy
saved me Christian.
Well, I know that you alsowanted to talk a little bit
about a marketing plan.
You know, and I realize we'rewe're in a little bit here, but
(37:15):
just initial thoughts thatweren't collaborations with
other businesses tips.
So I think, you know, first off,obviously, identifying your core
client, who are your customers,and I would both identify them
strategically, like I want topick up x, y, and z as clients.
So you're, again, setting thosereal specific targets, and then
(37:37):
your look alike audience who isyour client that you've you've
not considered right, so maybethis also applies to, I don't
know, right, we'd make it up,whatever, whatever the you know,
the auxilary business is goingto be so identify your clients.
And then I think being aresource to your clients, if
you're talking about the, youknow, the marketing plan you're
(37:57):
having really high success ratewith is because you're providing
information when you're theexpert within your field, and
you're sharing that informationwhen people are seeking that,
they're then going to seek youout to become a client, that's
really the best way of, ofobtaining new clients does pay
per click work? Sure it does forcertain for certain businesses,
(38:18):
but unless you have what's apretty quick, like, so when you
have a Google ad, and I'm goingto put up know that I'm a, I'm a
coach for XYZ, and anybody who'ssearching a term, they're gonna,
I'm gonna pay Google X number ofdollars to show up. As you know,
at the top of that, if you doprograms like that, you really
(38:39):
have to have a 360 view ofwhat's going on. In other words,
if I'm going to pay $9, forthat, click or whatever I'm
going to pay for that, for thatlead to come through, do I have
a lead capture on the back endis all my marketing is
everything leading to the samespot. So many times we go to
paid marketing, before weexhausted and paid marketing,
(39:00):
I'm not I'm not against it, it's100% necessary. But there's so
much opportunity within youknow, the organic marketing,
especially for a new business.
So focus on all that low hangingfruit, what's achievable today,
then build up into yourmarketing plans. And when you do
market, make sure that yourmessage is consistent all the
way through, like try not tomarket yourself for something
(39:23):
that's way outside the scope ofwhat you're doing. So if you
know III don't want to consulton launching rockets. If that's
not, you know, at all whatyou're going to be doing, keep
keep your laser focus.
Great. I would say some of thethings that I've learned along
the way in marketing is toreally draw from your value
(39:44):
proposition as a part of theexercise and your value
proposition is to identify sortof the pain points of your
client. And then what's thevalue that you can provide that
reduces or eliminates That painpoint. And even to the extent I
mean, you're doing this, you'regiving them value when you're
(40:05):
meeting with them. Also, ifthere's just some short tips and
tricks, things like that, if yougo the social media or the email
route, just keep bringing thosekinds of things in so that
they're getting value thatagain, reduces or eliminates
their pain points that they haveto continue to show that you're
(40:26):
going to bring value and youdon't give away the whole farm,
you don't give away, you know,the whole assessment that you
give them little tips and tricksalong the way that are very much
core to what they're trying toachieve.
You know, and there's, there's abalance with, you know, not
giving away the whole farm andultimately withholding
(40:46):
information. So the other sideof that is, if you're if you're
not giving out, you know,there's, there's a tipping point
where you're providing value,and not, you know, exposing your
entire proprietary information.
So I think it's really importantthat you provide value, don't be
afraid to, you know, put outthat value to a point. And it
shouldn't be very strategicallyallocated, like, this is the
(41:09):
this is where that point stops.
And here's where it goes frommarketing to you need to sign up
to be a client. I find that Ifind that businesses struggle
with that a lot. They're,they're giving out really bland
marketing, like, we're wonderfulcan be a customer and no one
responds. And other customersare like, well, here's the
(41:29):
secret formula to our business.
Well, thanks, I don't no longerneed to hire you to get that. So
find that balance and be veryaware of it.
Okay, no, that's so helpful.
Thank you.
Is there any any other questionsthat you have for us, Becky?
(41:50):
Do you have any other thoughtson like, possible collaborations
with other businesses? That'ssomething that I haven't done
yet. Yeah,I would think that, you know,
like, again, I'm not a sportsperson, by any stretch that some
of these might be really funny.
But I would say that, you know,trainers, rehab, you know,
(42:15):
especially surgery, you know,unfortunately, athletes have a
tendency to get hurt, and aregoing through rehab, if you can,
if you can provide some supportto, you know, to people that are
that are reentering the field,that might be a really good
collaboration, you know,businesses that you can line up
with. I don't know, what otherwhere, where are some of your
(42:38):
clients coming from? I guess,you know, that would be, I would
probably look at where thoseclients are coming from. And
then what are the auxiliarybusinesses that support them. So
it could be the, you know, theuniform store, the or the, or
the whatever, you really want tojust be, you know, lined up
with, with the supportingindustries all the way around
what your clients use? And do soif I'm a client, you know, if
(43:00):
I'm your client, what am Idoing? Who am I engaging with
another B, that the circle thatI would, I would start with
I'm just, I'm just trying toconnect some dots, there's a lot
of corporate organizations, thatour sponsors to athletic teams,
(43:21):
because like I, you know, Ithink about Wisconsin and
Nebraska. Nebraska is a greatexample, they don't have a pro
team. So there's a lot ofbusinesses that are sponsoring
collegiate teams, like justthink about volleyball and all
the great success women'svolleyball has been having
lately. So I don't know ifthere's like some kind of
(43:43):
collaboration, where you can getin with a business that, you
know, is a sponsor to acollegiate team. Because that
the language that you use, thatwould be the other piece is to
maybe it's very close, like Imentioned, when you were going
through those six, those sixareas, but to think about who
your client is, and then maybeshape your language to a
(44:05):
business a little bit differentthan you would to a coach. But
anyway, I was just thinking oflike Nebraska is a great example
of they're so focused on theircollegiate teams, and there's so
much money being put into that,that there might be, you know,
this might be like an somethingthat a business offers to a team
to do that they sponsor it, theypay for it, for the collegiate
(44:29):
team.
That's interesting. haven'tthought of that. Business offers
to a team. That's great.
And I guess, you know, just aquestion would be how much of
what you're doing is when whenyou have all these different
people coming together, youknow, and it's sort of the and I
(44:50):
can only imagine that there's anego contest community if I'm the
number one pick from my highschool for whatever sport it may
be, and Kristin is the numberone pick And now we're both
getting there. And we're, youknow, now we need to be on the
same team working together. Youknow, that's, that's probably a
bit of a challenge both in, inmanaging expectations for myself
(45:12):
and for Kristen as well, as, youknow, while I didn't realize
Kristen is so much better than Iam at this or that, and really
being able to, you know, putthose pieces together in a
really great part of the team.
So is that, is there anopportunity there? Maybe at the,
at the level as we're coming in,or during the recruitment
process?
(45:35):
Yeah, I think that that's achallenge that many of the teams
face because it's, uh, you know,in collegiate athletics, it's
often a team of the best fromtheir high school program, or
the best from their clubprogram, and a big swim and dive
team out of the big 12 is signedon will swim and dive, you know,
(45:55):
tends to be more of anindividual sport. And as they
get to college, with the snap ofa finger, you know, we expect
them to understand what it'slike to be a team player. So,
you know, there's for sure somethings to work through and
smoothed out. And, yeah, yeah,it's a process and flowers bloom
at different times. But what wedo know is when they can grasp
(46:18):
that team mindset, and that weover me, although that's more
difficult, I think right now forthis younger generation, their
own individual stats improve. Sothey care about that. And that's
okay.
Yeah, I've noticed, you know,again, just from my own
experience, have hired some ofthe smartest people. And when
(46:38):
you build this dream team, andagain, it's not a done deal with
sports, it's just in business, Ihired really talented, smart
people, and then have that teamjust fail miserably, you know,
because not getting them to cometogether. And just because we
had, and it wasn't for a lack oftalent, there was certainly tons
of talent on there, but reallytrying to tie a rope around
(47:00):
getting them to work together.
And you know, the leadershipthat's behind it, and there's a
lot of moving parts to what youdo. So I think there's a lot of
opportunities for people to pickup, especially as the
generations go through, youknow, my generation from the
next generation, being able to,you know, what motivates them.
And you remember people comingto work, you know, I had a
business through the, throughthe 90s. And, you know, that was
(47:22):
we paid a significant salary.
And that's what motivated youto, you know, what are we stand
for? What do you mean, what dowe stand for? You're getting,
you know, we're paying yoursignificant salary, but that did
not motivate you know, some ofthe workforce we needed to, you
know, got back to the why are wedoing this? So, I think there's
(47:43):
a lot of opportunities in whatyou're doing. I think I'm
excited for your career success.
Thank you. Well, Becky, it hasbeen a pleasure talking to you
and getting to know yourbusiness better. So how can
potential clients get a hold ofyou if they would like to work
with you? Yeah,the website is www dot
championship culture. coach.com.
(48:05):
And the email is Becky atchampionship culture. coach.com.
Awesome.
Well, thanks so much for beingon. Sorry, I was late.
All our best to you Becky. Itwas such a pleasure to meet you.
I'm so grateful. I have twopages of notes of all of your
advice. So thank you, Kristen. Iappreciate it. Thanks, Mike.
(48:28):
You're both great. And ifanything after this, it doesn't
have to stop the livestream. Soif you need anything, please
feel free to reach out. Forsure.
Absolutely. Happy to answer somequestions. Thank you so much.
Absolutely. Take care. You too.
Thanks so much for tuning intothis episode of level up your
business with me, Sarah Frasca.
If you have a problem in yourbusiness that's keeping you up
(48:50):
at night. Please join us in afuture episode so we can help
get you unstuck. Just clickingthe link in the show notes and
send us a message. Pleaseremember, stay innovative
friends.
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