September 16, 2025 • 24 mins
Pete Mohr draws from 30 years of entrepreneurial experience to reveal the crucial shift every business owner must make – transitioning from operator to owner. Having grown and sold multiple successful companies, Pete shares how he now balances owning footwear stores while coaching entrepreneurs through this pivotal transition.
The conversation centers around Pete's powerful "six P's" framework: Promise, Process, Product, People, Promotion, and Profit. Rather than focusing on internal vision statements, Pete emphasizes that businesses must deliver on their external promises to customers who "only buy one thing – a better life." When these six elements align perfectly, owners gain both freedom and profitability.
For those feeling overwhelmed by day-to-day operations, Pete offers practical advice on developing Standard Operating Procedures (SOPs) and creating accountability systems that allow businesses to function without constant owner involvement. His simple yet powerful question – "What would you do if I wasn't here?" – helps transfer authority to team members, gradually freeing owners from routine decision-making.
Beyond tactical advice, Pete delivers a sobering reminder that drives home why this transition matters: "You will exit your business one day." Whether through planned retirement or unexpected circumstances, every entrepreneur eventually leaves their business. By systematically building a company that doesn't depend on your presence, you create greater freedom today while establishing a valuable, sellable asset for tomorrow.
Ready to break free from being the bottleneck in your business? Download Pete's free guide "The 10 Laws of Moving from Operator to Owner" at simplifyingentrepreneurship.com and connect with him at pete-mohr.com to explore how his coaching can accelerate your journey from operator to owner.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Hello there.
Speaker 2 (00:02):
Hello.
Speaker 1 (00:03):
Welcome back to the next episode of Overcome
Yourself, the podcast.
As you know, my name is Nicoleand I'm so excited to be here
today with Pete.
And now Pete has a veryinteresting expertise and we're
going to talk a little bit abouthow to elevate your business.
I guess how to elevate yourbusiness.
(00:28):
I guess how to go from what youknow what.
I'm going to stop and I'm goingto go ahead and let you take
over Pete.
So please introduce yourselfand tell us a little bit about
what you do and how you helpbusiness owners go from
operators to owners and what'sthe difference there.
So let's talk a little bit.
Speaker 2 (00:44):
For sure.
Well, thanks so much for havingme, nicole.
I'm excited for our chat heretoday, excited to be with our
listeners too.
And yeah, 30 years I've been inbusiness now.
Time flies, nicole.
I can't believe it.
I ran small businesses that wereservice oriented for the first
(01:06):
half of my career.
We had a cleaning franchisethat we grew from 30 clients to
300 clients and sold it.
We had another franchise thatwas bathroom renovations that we
defranchised and moved on andthen sold it, grew it to a
multiple truck operation and itwas interesting.
You know, in September, on the30th anniversary of that
(01:28):
business, the now owner of itcalled me up and he said Pete,
you owned it for 15 years.
I've owned it for 15 years.
It served us both well, so it'sjust exciting to see some of
that sort of stuff along the way.
For the last 15 years, my wifeand I have been footwear store
owners, so we own a couple ofshoe stores in Canada and I
(01:49):
spend the majority of my timecoaching business owners.
These days I just got back froma month sabbatical and the idea
of moving from operator toowner.
So you know I'm living it,which would be hard to coach to
it if I wasn't actually doing itin my own businesses.
So from that perspective, youknow, we've got everything set
(02:10):
up in the businesses now throughwhat I call the six Ps of
moving from operator to owner,and that when you have all that
stuff ready for your business,it allows you to have a little
bit more freedom and a lot moreprofit.
And I think that the idea offrom operator to owner and I,
you know there's probably a lotof people listening here that
(02:31):
are in the startup phase, and inthe startup phase it's a hard
thing to do.
You just got to get your headdown and just plow through.
And I mean, I don't negate thefact that there's startup phases
and that we have to do what wehave to do to get to a certain
point.
But once you get to a certainpoint and you're sort of maxed
out and tapped out and all thatkind of stuff, you can't do it
(02:52):
anymore.
Then we need to activate somesystems, some processes, some
people, some and some profit inorder to move the ball ahead for
the next stage of business.
And I think that's this idea ofgoing from operator to owner.
So if you're in a retail store,like me, the idea is you don't
want to have to open the storeevery day, you don't have to
(03:12):
close the store every day, youdon't want to have to sell to
every client, you don't want tohave to hire every single
employee and do your book workand do your marketing and like I
mean, there comes a time whereinventory.
Speaker 1 (03:24):
Yeah all of it, right .
Speaker 2 (03:26):
And, and so we need to start setting up the business
so that other people takecharge of these things.
And it's not that easy to do forsomebody, especially if, coming
out of startup, where you'reyour head's all in alignment
that I need to make everydecision, and I have been making
every decision for a year ortwo years or three years in
order to get it to where it istoday, because we get
(03:47):
habitualized into that right.
And so now we need to kind ofcome out of that and look at it
and say, hey, I'd like to have alittle bit of life back and I'd
like to maybe see my kidshockey game or baseball game or
swimming competition or whateverthe case is, and do some of
these things.
Or maybe I just want to takesome time off, and it starts
(04:09):
with taking maybe a weekend off,because a lot of small business
owners work seven days a week.
And then it's like can I take aweek off, can I take two weeks
off?
Can I take two weeks offwithout actually having anybody
at the store call me?
Or like I just came off of amonth's sabbatical where I
didn't have any contact for afull month.
I mean, whatever it is for you,whatever your freedom is, is
this idea of moving fromoperator to owner?
Speaker 1 (04:29):
I love that, and it works for online businesses, too
right, because we still haveall of these processes that have
to happen, we still have likecontent that needs to go out, we
have, you know, like servicesthat need to be paid every month
, and so can you.
Can you tell us a little bit,since you mentioned startup and
we're talking about like somenext level stuff, how can we, as
(04:52):
, let's say, we are a startupcompany, what can we do right
now to set ourselves up forsuccess, to become that owner
that doesn't have to be thereall the time?
Speaker 2 (05:01):
Yeah, you know I spend a lot of my time.
I'm a certified exit planner,so I help people get their
businesses ready for sale.
And getting your business readyfor sale or setting it up to be
let's call it not to beinvolved in every decision and
moving from operator to ownerreally is the same process.
So the idea is that today, youshould start thinking with the
(05:22):
end in mind, and somebody willsay, well, I don't want to sell
my business for 15 years orwhatever the case is, but I can
tell you there's one guaranteein life and that one day you
will exit your business.
It's going to happen no matterwhat.
There's death, there's divorce,there's partnership
disagreements, there'sdisability, there's distress
like COVID or taxes or any ofthe stuff that's going on in the
(05:45):
world today a lot of, lot ofsort of uncertainty there, and
so all of these different thingscause people to have to exit
their business.
And when you want to get tothat stage, you want to exit
your business with the mostamount of money, and in order to
do that, you've got to gothrough the same process.
So how do you do it?
From a digital business typething, well, we want to be
(06:09):
making sure that our processesare really honed in.
So I'll give you the six P'sthat I wrote a little book on it
and it's called the BusinessOwner Breakthrough and that's
what my podcast is called.
So we kind of revolve aroundthose six Ps.
But the idea here is that youneed to understand your promise,
and the promise is not yourvision and mission.
(06:31):
That's internal.
The promise is what you promiseto your clients, because
clients only buy one thing, andthat's a better life.
So whether you're sellingfrozen steaks online or whether
you're selling services orwhatever the case is, it doesn't
matter.
Frozen steaks online or whetheryou're selling services or
whatever the case is, it doesn'tmatter.
The idea is that when we makethat promise to our customer,
we're trying to tackle one ofthe pains that they have, which,
(06:53):
if we say frozen steaks, forexample, I don't want to go to
the grocery store anymore, Ijust want to deliver it to my
home.
So we're going to tackle thatpain through our unique process
so that they can enjoy a betterlife, and we need to show them
that through our promotion,which is another P.
And then we need to align ourproduct.
The product itself has to, orservice has to be in alignment
(07:15):
with the promise that we'remaking.
If it isn't, there's adisconnect there, it's causing
ambiguities and weirdness andyour customers don't know what
to do.
It's got to be verystraightforward, with the right
process and the right people.
And the right people are brokendown into three different
things.
One is your ideal client, soreally understanding your ideal
(07:35):
client.
I'm sure you've talked aboutthat a fair bit.
Two is your ideal teammates, soanyone else on your team that
helps you deliver the promise toyour customer, the way that you
have designed it and planned.
And then the third one is yourideal outsource supplier.
So whether you're using anoutsource bookkeeping company,
an outsource HR company, whetheryou're using an outsource
(07:57):
supplier, like we do, forexample, with brands in our
stores, all the differentproducts that we bring in, we
want to make sure that they'refully aligning to the promise so
that we can get to the sixth P,which is the profit.
And when you have the profit,you have the right amount of
money coming in the business.
So now you can actually decidewhat you would like to do with
(08:19):
that profit and until you getthere, you really don't have
decisions to make.
You just have to get to thatpoint right, and you've got to
buckle down and get there.
You really don't have decisionsto make.
You just have to get to thatpoint, right, and you've got to
buckle down and get there.
And that's that startup phase.
But once we start seeing profit, now we're starting to look
back and we're saying, okay,what can I take off my plate?
How can I hire, or, let's evensay, how can I use AIs or apps
(08:39):
or anything else that maybe Icouldn't afford before?
But now that I can afford them,I'm going to implement them in
the business so that they can dothings without my involvement.
And that's what we're trying todo.
We want to try to get theprocess proper, hand it off to
the right person or, in the caseof an app or an AI type thing,
if that's what we're doing,we're paying that particular
(09:02):
thing to run the process for us,so that things happen without
us being involved.
Speaker 1 (09:09):
That is phenomenal.
And so what I'm hearing is SOPs.
Establish, run, use always,always for everything you do,
sops, sops, sops.
What is SOP?
Standard Operating ProceduresJust making sure Actually, I
wrote about this in my book.
Just write down what you do.
(09:30):
Don't sit down and be likewhat's?
Like this magical thing that Iwish was happening, no, no, no,
what happens, what is theprocess?
And then sometimes, even inwriting those things down,
you're like, hey, I caneliminate this step just by
downloading this program.
Like I downloaded my cloudthing onto my computer and now I
(09:52):
don't have to spend any timedownloading stuff and uploading
it again.
Hours of time that I've openedup, entire days that I've opened
up because I don't have toworry about that anymore.
And it was writing it down likewhy am I doing this?
Like how can I do this a littlebit better?
So do you have any other littleproductivity tips like that for
things we can implement?
Speaker 2 (10:12):
Yeah, Well, I think one of the things when we talk
about all these little apps andAIs and different things is that
a lot of times we're moving onto new ones because they're
bright and shiny and maybe dosomething our last one didn't do
.
One of the little tips is youstill need to cancel those other
ones.
(10:33):
Think about profitability.
A lot of times, business ownershave all sorts of different
things that they're no longerusing but they're paying
subscriptions on, and so onelittle tip here that I'll give
to everybody, as we're talkingabout this sort of stuff right
now, is that go back throughyour visa statement, your
MasterCard statement, whateverthe case is.
(10:55):
Go back through all of the appsand make sure that, if you're
not using that app, you haveturned off the automatic renewal
, because it will cost you the300 bucks, the 2000 bucks, the
$49, whatever it is, again uponsubscription renewal, and that
costs you, and now you don'thave that money to go and put it
into something else, whetherit's another app or whether it's
(11:16):
another person that's going tohelp you take care of the
promises that you're promisingto your customer.
It all starts with the bedrockof honing that promise and all
of these different things on topof it, the product, the process
, the people, the promotion andthe profit come there.
But if we're not atprofitability, we've got to make
sure that we are always keepingan eye on these kind of things.
Speaker 1 (11:42):
That is such a great tip.
I love that's one of the firstthings I love to do with my
clients.
Take inventory, like what do wehave, what are we using?
Because I'm like let's use this.
And they're like, well, I paidfor this.
I'm like, why didn't you tellme that?
Because we totally could beusing that and we don't have to
(12:05):
pay for anything else.
And it's such a good tipbecause there is abundance
around us already and that isone way that we can take that
back right Is taking a look.
Tax time is a great time to dothat, because you're looking
over everything anyway, right,and you're seeing, well, what is
this and what is that, and youcreate more with what you
already have, right, and so it'salready there.
(12:25):
It's just going off to thingsthat you're not using.
So that is such a good tip.
Thank you so much for that.
Now, tell me a little bit aboutthe journey of overcoming,
because there's there's there'sa lot, like you said, that goes
into getting from the startupphase to the I want to be just
(12:46):
an owner now phase.
So can you tell me a little bitabout that journey of
overcoming and maybe how, how ithappened for you?
Speaker 2 (12:53):
sure, um, you know it happened.
As far as that goes, ithappened early on.
So, you know, 20 some years agonow and I've been living it
ever since then.
And I think the biggest piece.
So we've got that operationsort of side of things with the
six P's, and then on top of thatI've got a leadership one, and
(13:13):
the leadership one is reallywhat I call the CMA, and the CMA
is something that everybody onthat's listening here today
needs to hone.
We all do as leaders in ourbusiness, and CMA is not
Certified Managerial Accounting,it's Communication Management
Skills and Accountability.
And a lot of times people thatget into their own business have
(13:38):
decent management skills notall the time, but a lot of times
they do.
But if they don't, they reallygot to hone those.
The biggest things that I seewith a lot of small business
owners is they don't have theright communication skills and
they don't have the rightaccountability skills, and by
that I mean they don't know howto properly lay out what's
involved and what they're askingtheir people to do, and they
(14:01):
don't actually have theabilities, the capability and
the know how, how to keep themaccountable.
And from this perspective, weneed to create a culture of
accountability within ourorganization that allows other
people to make decisions for us.
And I think that's when youwere talking about overcoming.
One of the biggest things ofovercoming is to actually move
(14:25):
from detail to dashboard, whichmeans I am not going to
micromanage this little pieceanymore.
I am actually going to allowsomeone else and I'm going to
grant them authority, which is abig thing for a lot of small
business owners.
I can't grant authority Likeeven think you know for that.
(14:46):
If you've opened the door toyour office every day and now
you're handing the key tosomeone else for the first time,
like those kind of things arelittle milestones, but you'll
never get free of thoseaccountabilities of having to
open the door every day orhaving to, whatever it is, ship
out the next product, you knowit doesn't really matter what it
is until you set that processup, until you've communicated
(15:06):
properly what the expectationsare, until you've hired properly
to make sure that you havesomebody who's capable,
confident and has the capacityto do what you're asking, so
that you can then transfer theaccountability to that person
and not be involved in thedetail.
Because here's one thing that Ireally believe Decisions need to
(15:28):
be made at the lowest possiblelevel of your organization.
Sometimes an automation canmake the decision right.
We've set it up properly and itknows, hey, if it says yes,
send it.
You know that's an automation.
But we need to be setting allof these different things up so
that, at whatever level of theorganization, decisions are
(15:49):
being made without ourinvolvement.
And that's the thing.
If you're feeling overworked, ifyou're feeling overwhelmed, if
you're feeling like there's notime left in the day you're
working, it's one thing.
To work in your busy time, hey,if you're sending stuff out and
Christmas is your busy season,be prepared to work 30 days
before Christmas and get it done24 hours a day.
(16:09):
It's like all hands on deckright, that's a busy season.
But if all hands on deck isevery single day, 365, that's a
problem.
And that's what I see in a lotof business owners is like they
can't even hold on to whatthey've got and at the same time
, you're kind of saying, well,you should be able to do this
because, but they haven't beenable to release yet.
(16:29):
So a lot of the, a lot of thetimes I'm working with people to
get those SOPs out, get thosethings, so that we can now align
and assign accountability.
And I've got a great littleframework called the four A's of
accountability as well, whichbasically is to help people
align and assign accountabilityto those people so that they can
(16:50):
get the freedom that they needso that the other people can
make the decisions in theirabsence.
And one of the best questionsI'll often ask for somebody
who's working with us and Icoach this all the time if
you're working with your teammembers and your team members
keep coming to you asking youquestions that you already know
that they know the question youshould say so.
(17:12):
They come to you and they say,hey, should I ship this by mail
or should I ship it FedEx?
And you know they know theanswer.
Then you say, hey, should Iship this by mail or should I
ship it FedEx?
And you know they know theanswer.
Then you say, well, what wouldyou do if I wasn't here?
Well, I'd ship at FedEx.
Perfect, let it go Right.
Because soon as you give them,grant them that authority by
asking that question back andsaying, what would you do if I
(17:34):
wasn't here?
And they give you the rightanswer Now they know they have
the authority to go ahead and dothat in your absence and if
they say I would have shipped ityou know mail and you think
they should have shipped itFedEx then that's a coaching
moment and you can say why would?
Why did you say mail?
Because we usually ship stuffFedEx you know and oh well,
(17:54):
because of this, this and this,this and now we're having a
conversation and a coachingmoment from basically uh, from
the perspective of the owner totheir team, and that's a great
opportunity to clarify whatneeds to happen.
But in most cases, they alreadyknow what's going to be done.
You just need to give them theinformation, and that's the most
(18:15):
important piece.
Speaker 1 (18:18):
That is so powerful.
And I love how you talk abouthow leadership is integral.
Obviously, because first yougot to lead yourself and then
you lead your team.
Right, and hiring people is itsown process.
It's not just something thatyou go out and do willy nilly.
Right, there are a lot of stepsthat are involved to make sure
(18:41):
that you get the right people,and by the right people I mean
the teammates that can help youmove the needle where you need
to move it, so that you can makemore money.
Right, not just like filingstuff in the office, because the
office is kind of messy andthat needs to be done, you know.
But but it's the truth.
Right?
Because then if the, if theneedle is not moving, then how
(19:06):
are we going to pay them?
Right, and so and so, and it'salso making sure that we don't
become the bottleneck of thatsystem.
Right, because if, if you arelike a solopreneur and you're
the one making all the decisionsand now you have some members,
but everyone's coming to you toask you how should we ship this
Now, there's going to be a lineout the door.
Nobody's going to get anythingdone because you have to be
(19:28):
involved.
Nobody's going to get anythingdone, because you have to be
involved, and then you go to thehospital one day and now the
whole plane just crashed.
It's like the episode of I LoveLucy, like everything's just
coming out and they're like Idon't know what to do.
Right, and that's a sillyexample, but this is a serious
issue.
And so, establishing your SOPs,hiring the right people and
being curious, right, becauseyou, you, you leave from a place
(19:52):
of curiosity and you didn't say, oh, my goodness, like you did
this wrong.
It was like, hey, why did youdecide to do that?
Cause maybe they thought ofsomething you didn't.
Um, and so I think that's awonderful leadership
characteristic.
Speaker 2 (20:04):
Yeah, you know, one of the things that I did several
years ago is I became acertified Colby coach and and
Colby is spelt K-O-L-B-E and soyou know, I've got one of my
websites is called the Colbycoach.
But the reason I did that isbecause I'm a big believer in
hiring the right people andColby has an assessment that
(20:25):
helps us go through betterunderstand ourselves but better
understand people that we may behiring and having a right fit
sort of dynamic.
I overlay Colby onto executiveteams and all sorts of different
teams in business as well aswork with business owners.
Every single coaching clientthat I work with I put them
(20:46):
through the Colby as well,because I need to know how they
operate so that I can betterhelp them as their coach and I
like from a Shootopiaperspective or from any of the
other businesses that we work on.
The leader needs to know howtheir team is making decisions
so that they can better get outof their way or give them the
information that they need orall of these different things
(21:08):
like you had just mentioned, andColby is such a wonderful tool
that can really help thatprogress in a much quicker
faction than just learning it onyour own and trying to figure
it all out along the way.
Speaker 1 (21:22):
That is awesome and, speaking of which you had
mentioned that you had a giftfor the audience.
That related back to what wewere talking about.
Speaker 2 (21:32):
Yeah, for sure, I have lots.
You can go over to my main site, which is pete-moremohrcom, but
this particular one is on theSimplifying Entrepreneurship
site, which is in there as well,and it's called the.
It's a pdf book, a small bookbasically, called moving from
(21:53):
operator, the 10 laws of movingfrom operator to owner, which
are all these different thingswe've been talking about and a
few more.
We hit a few of them today.
Didn't have time for them all,but it's the 10 laws of moving
from operator to owner and ifthis is something that you're
feeling, you're maxed out all ofthese kind of things.
It's like this get your headaround strategically what you
might be wanting to think aboutas you break through that glass
(22:15):
ceiling to the next level ofyour business that is awesome.
Speaker 1 (22:20):
And how can we stay in touch with you, pete?
Speaker 2 (22:23):
best way, like I said , is just to go over to
pete-morecom and you can clickspeak to pete there, and I'm
happy to hop on a call withanybody here today and and see
if we might be a right fit forsome coaching.
And if there's anything thattweaked your interest, I'd be
happy to chat.
Speaker 1 (22:40):
Awesome and I just met on social media.
Is there any place we canfollow you on social media?
Speaker 2 (22:45):
Sure On social, LinkedIn and Instagram.
I'm there too.
Just type in Pete Moore,M-O-H-R.
Speaker 1 (22:52):
You will find me Awesome.
That is amazing.
And now, before we sign off,this has been absolutely
spectacular today.
But what is like that?
One final tip, like what is thetip that you give your clients
that just blows their mind thebiggest aha moment.
Speaker 2 (23:07):
I already kind of hit it a little bit and I think you
know I want to bring it backhome again.
You will exit your business oneday and no matter how young you
are, no matter how old you are,there will be a day down the
road.
So you want to make sure, fromthis day forth, you've got
everything in alignment for thatto happen.
(23:28):
Is it the right type ofcorporation?
Do I have the right process ofcorporation?
Do I have the right process inplace?
Do I have all of those things,all of those risk factors?
You've said it yourself If I'mout of business for a month
because I got in a car accidentor something, what happens?
All of these kind of things,this kind of stuff happens to
50% of business owners duringtheir career.
(23:49):
You can't let your business godown because you're one of the
two people that it happened to.
So start thinking about thatstuff today.
It's really important.
Spend a little bit of timeevery week on it, and over the
next year you're going to haveit in such better shape than you
do today if you haven't startedthinking about it.
So that's my big tip.
Speaker 1 (24:11):
Love that and talk about leaving a legacy, right,
because even if that's how youjust you know, you end up
getting.
You know, sometimes life forcesyou out of the business, right,
but that way you can leave alegacy that someone can pick up
and they can carry that torch,so I think that's so important.
Thank you so much, pete.
This has been amazing, so Ithink that's so important.
(24:33):
Thank you so much, pete.
This has been amazing.
Thanks, and we will catch youguys next time on the next
episode of overcome yourself,the podcast.
Bye.
Hello there.
Speaker 2 (00:02):
Hello.
Speaker 1 (00:03):
Welcome back to the next episode of Overcome
Yourself, the podcast.
As you know, my name is Nicoleand I'm so excited to be here
today with Pete.
And now Pete has a veryinteresting expertise and we're
going to talk a little bit abouthow to elevate your business.
I guess how to elevate yourbusiness.
(00:28):
I guess how to go from what youknow what.
I'm going to stop and I'm goingto go ahead and let you take
over Pete.
So please introduce yourselfand tell us a little bit about
what you do and how you helpbusiness owners go from
operators to owners and what'sthe difference there.
So let's talk a little bit.
Speaker 2 (00:44):
For sure.
Well, thanks so much for havingme, nicole.
I'm excited for our chat heretoday, excited to be with our
listeners too.
And yeah, 30 years I've been inbusiness now.
Time flies, nicole.
I can't believe it.
I ran small businesses that wereservice oriented for the first
(01:06):
half of my career.
We had a cleaning franchisethat we grew from 30 clients to
300 clients and sold it.
We had another franchise thatwas bathroom renovations that we
defranchised and moved on andthen sold it, grew it to a
multiple truck operation and itwas interesting.
You know, in September, on the30th anniversary of that
(01:28):
business, the now owner of itcalled me up and he said Pete,
you owned it for 15 years.
I've owned it for 15 years.
It served us both well, so it'sjust exciting to see some of
that sort of stuff along the way.
For the last 15 years, my wifeand I have been footwear store
owners, so we own a couple ofshoe stores in Canada and I
(01:49):
spend the majority of my timecoaching business owners.
These days I just got back froma month sabbatical and the idea
of moving from operator toowner.
So you know I'm living it,which would be hard to coach to
it if I wasn't actually doing itin my own businesses.
So from that perspective, youknow, we've got everything set
(02:10):
up in the businesses now throughwhat I call the six Ps of
moving from operator to owner,and that when you have all that
stuff ready for your business,it allows you to have a little
bit more freedom and a lot moreprofit.
And I think that the idea offrom operator to owner and I,
you know there's probably a lotof people listening here that
(02:31):
are in the startup phase, and inthe startup phase it's a hard
thing to do.
You just got to get your headdown and just plow through.
And I mean, I don't negate thefact that there's startup phases
and that we have to do what wehave to do to get to a certain
point.
But once you get to a certainpoint and you're sort of maxed
out and tapped out and all thatkind of stuff, you can't do it
(02:52):
anymore.
Then we need to activate somesystems, some processes, some
people, some and some profit inorder to move the ball ahead for
the next stage of business.
And I think that's this idea ofgoing from operator to owner.
So if you're in a retail store,like me, the idea is you don't
want to have to open the storeevery day, you don't have to
(03:12):
close the store every day, youdon't want to have to sell to
every client, you don't want tohave to hire every single
employee and do your book workand do your marketing and like I
mean, there comes a time whereinventory.
Speaker 1 (03:24):
Yeah all of it, right .
Speaker 2 (03:26):
And, and so we need to start setting up the business
so that other people takecharge of these things.
And it's not that easy to do forsomebody, especially if, coming
out of startup, where you'reyour head's all in alignment
that I need to make everydecision, and I have been making
every decision for a year ortwo years or three years in
order to get it to where it istoday, because we get
(03:47):
habitualized into that right.
And so now we need to kind ofcome out of that and look at it
and say, hey, I'd like to have alittle bit of life back and I'd
like to maybe see my kidshockey game or baseball game or
swimming competition or whateverthe case is, and do some of
these things.
Or maybe I just want to takesome time off, and it starts
(04:09):
with taking maybe a weekend off,because a lot of small business
owners work seven days a week.
And then it's like can I take aweek off, can I take two weeks
off?
Can I take two weeks offwithout actually having anybody
at the store call me?
Or like I just came off of amonth's sabbatical where I
didn't have any contact for afull month.
I mean, whatever it is for you,whatever your freedom is, is
this idea of moving fromoperator to owner?
Speaker 1 (04:29):
I love that, and it works for online businesses, too
right, because we still haveall of these processes that have
to happen, we still have likecontent that needs to go out, we
have, you know, like servicesthat need to be paid every month
, and so can you.
Can you tell us a little bit,since you mentioned startup and
we're talking about like somenext level stuff, how can we, as
(04:52):
, let's say, we are a startupcompany, what can we do right
now to set ourselves up forsuccess, to become that owner
that doesn't have to be thereall the time?
Speaker 2 (05:01):
Yeah, you know I spend a lot of my time.
I'm a certified exit planner,so I help people get their
businesses ready for sale.
And getting your business readyfor sale or setting it up to be
let's call it not to beinvolved in every decision and
moving from operator to ownerreally is the same process.
So the idea is that today, youshould start thinking with the
(05:22):
end in mind, and somebody willsay, well, I don't want to sell
my business for 15 years orwhatever the case is, but I can
tell you there's one guaranteein life and that one day you
will exit your business.
It's going to happen no matterwhat.
There's death, there's divorce,there's partnership
disagreements, there'sdisability, there's distress
like COVID or taxes or any ofthe stuff that's going on in the
(05:45):
world today a lot of, lot ofsort of uncertainty there, and
so all of these different thingscause people to have to exit
their business.
And when you want to get tothat stage, you want to exit
your business with the mostamount of money, and in order to
do that, you've got to gothrough the same process.
So how do you do it?
From a digital business typething, well, we want to be
(06:09):
making sure that our processesare really honed in.
So I'll give you the six P'sthat I wrote a little book on it
and it's called the BusinessOwner Breakthrough and that's
what my podcast is called.
So we kind of revolve aroundthose six Ps.
But the idea here is that youneed to understand your promise,
and the promise is not yourvision and mission.
(06:31):
That's internal.
The promise is what you promiseto your clients, because
clients only buy one thing, andthat's a better life.
So whether you're sellingfrozen steaks online or whether
you're selling services orwhatever the case is, it doesn't
matter.
Frozen steaks online or whetheryou're selling services or
whatever the case is, it doesn'tmatter.
The idea is that when we makethat promise to our customer,
we're trying to tackle one ofthe pains that they have, which,
(06:53):
if we say frozen steaks, forexample, I don't want to go to
the grocery store anymore, Ijust want to deliver it to my
home.
So we're going to tackle thatpain through our unique process
so that they can enjoy a betterlife, and we need to show them
that through our promotion,which is another P.
And then we need to align ourproduct.
The product itself has to, orservice has to be in alignment
(07:15):
with the promise that we'remaking.
If it isn't, there's adisconnect there, it's causing
ambiguities and weirdness andyour customers don't know what
to do.
It's got to be verystraightforward, with the right
process and the right people.
And the right people are brokendown into three different
things.
One is your ideal client, soreally understanding your ideal
(07:35):
client.
I'm sure you've talked aboutthat a fair bit.
Two is your ideal teammates, soanyone else on your team that
helps you deliver the promise toyour customer, the way that you
have designed it and planned.
And then the third one is yourideal outsource supplier.
So whether you're using anoutsource bookkeeping company,
an outsource HR company, whetheryou're using an outsource
(07:57):
supplier, like we do, forexample, with brands in our
stores, all the differentproducts that we bring in, we
want to make sure that they'refully aligning to the promise so
that we can get to the sixth P,which is the profit.
And when you have the profit,you have the right amount of
money coming in the business.
So now you can actually decidewhat you would like to do with
(08:19):
that profit and until you getthere, you really don't have
decisions to make.
You just have to get to thatpoint right, and you've got to
buckle down and get there.
You really don't have decisionsto make.
You just have to get to thatpoint, right, and you've got to
buckle down and get there.
And that's that startup phase.
But once we start seeing profit, now we're starting to look
back and we're saying, okay,what can I take off my plate?
How can I hire, or, let's evensay, how can I use AIs or apps
(08:39):
or anything else that maybe Icouldn't afford before?
But now that I can afford them,I'm going to implement them in
the business so that they can dothings without my involvement.
And that's what we're trying todo.
We want to try to get theprocess proper, hand it off to
the right person or, in the caseof an app or an AI type thing,
if that's what we're doing,we're paying that particular
(09:02):
thing to run the process for us,so that things happen without
us being involved.
Speaker 1 (09:09):
That is phenomenal.
And so what I'm hearing is SOPs.
Establish, run, use always,always for everything you do,
sops, sops, sops.
What is SOP?
Standard Operating ProceduresJust making sure Actually, I
wrote about this in my book.
Just write down what you do.
(09:30):
Don't sit down and be likewhat's?
Like this magical thing that Iwish was happening, no, no, no,
what happens, what is theprocess?
And then sometimes, even inwriting those things down,
you're like, hey, I caneliminate this step just by
downloading this program.
Like I downloaded my cloudthing onto my computer and now I
(09:52):
don't have to spend any timedownloading stuff and uploading
it again.
Hours of time that I've openedup, entire days that I've opened
up because I don't have toworry about that anymore.
And it was writing it down likewhy am I doing this?
Like how can I do this a littlebit better?
So do you have any other littleproductivity tips like that for
things we can implement?
Speaker 2 (10:12):
Yeah, Well, I think one of the things when we talk
about all these little apps andAIs and different things is that
a lot of times we're moving onto new ones because they're
bright and shiny and maybe dosomething our last one didn't do
.
One of the little tips is youstill need to cancel those other
ones.
(10:33):
Think about profitability.
A lot of times, business ownershave all sorts of different
things that they're no longerusing but they're paying
subscriptions on, and so onelittle tip here that I'll give
to everybody, as we're talkingabout this sort of stuff right
now, is that go back throughyour visa statement, your
MasterCard statement, whateverthe case is.
(10:55):
Go back through all of the appsand make sure that, if you're
not using that app, you haveturned off the automatic renewal
, because it will cost you the300 bucks, the 2000 bucks, the
$49, whatever it is, again uponsubscription renewal, and that
costs you, and now you don'thave that money to go and put it
into something else, whetherit's another app or whether it's
(11:16):
another person that's going tohelp you take care of the
promises that you're promisingto your customer.
It all starts with the bedrockof honing that promise and all
of these different things on topof it, the product, the process
, the people, the promotion andthe profit come there.
But if we're not atprofitability, we've got to make
sure that we are always keepingan eye on these kind of things.
Speaker 1 (11:42):
That is such a great tip.
I love that's one of the firstthings I love to do with my
clients.
Take inventory, like what do wehave, what are we using?
Because I'm like let's use this.
And they're like, well, I paidfor this.
I'm like, why didn't you tellme that?
Because we totally could beusing that and we don't have to
(12:05):
pay for anything else.
And it's such a good tipbecause there is abundance
around us already and that isone way that we can take that
back right Is taking a look.
Tax time is a great time to dothat, because you're looking
over everything anyway, right,and you're seeing, well, what is
this and what is that, and youcreate more with what you
already have, right, and so it'salready there.
(12:25):
It's just going off to thingsthat you're not using.
So that is such a good tip.
Thank you so much for that.
Now, tell me a little bit aboutthe journey of overcoming,
because there's there's there'sa lot, like you said, that goes
into getting from the startupphase to the I want to be just
(12:46):
an owner now phase.
So can you tell me a little bitabout that journey of
overcoming and maybe how, how ithappened for you?
Speaker 2 (12:53):
sure, um, you know it happened.
As far as that goes, ithappened early on.
So, you know, 20 some years agonow and I've been living it
ever since then.
And I think the biggest piece.
So we've got that operationsort of side of things with the
six P's, and then on top of thatI've got a leadership one, and
(13:13):
the leadership one is reallywhat I call the CMA, and the CMA
is something that everybody onthat's listening here today
needs to hone.
We all do as leaders in ourbusiness, and CMA is not
Certified Managerial Accounting,it's Communication Management
Skills and Accountability.
And a lot of times people thatget into their own business have
(13:38):
decent management skills notall the time, but a lot of times
they do.
But if they don't, they reallygot to hone those.
The biggest things that I seewith a lot of small business
owners is they don't have theright communication skills and
they don't have the rightaccountability skills, and by
that I mean they don't know howto properly lay out what's
involved and what they're askingtheir people to do, and they
(14:01):
don't actually have theabilities, the capability and
the know how, how to keep themaccountable.
And from this perspective, weneed to create a culture of
accountability within ourorganization that allows other
people to make decisions for us.
And I think that's when youwere talking about overcoming.
One of the biggest things ofovercoming is to actually move
(14:25):
from detail to dashboard, whichmeans I am not going to
micromanage this little pieceanymore.
I am actually going to allowsomeone else and I'm going to
grant them authority, which is abig thing for a lot of small
business owners.
I can't grant authority Likeeven think you know for that.
(14:46):
If you've opened the door toyour office every day and now
you're handing the key tosomeone else for the first time,
like those kind of things arelittle milestones, but you'll
never get free of thoseaccountabilities of having to
open the door every day orhaving to, whatever it is, ship
out the next product, you knowit doesn't really matter what it
is until you set that processup, until you've communicated
(15:06):
properly what the expectationsare, until you've hired properly
to make sure that you havesomebody who's capable,
confident and has the capacityto do what you're asking, so
that you can then transfer theaccountability to that person
and not be involved in thedetail.
Because here's one thing that Ireally believe Decisions need to
(15:28):
be made at the lowest possiblelevel of your organization.
Sometimes an automation canmake the decision right.
We've set it up properly and itknows, hey, if it says yes,
send it.
You know that's an automation.
But we need to be setting allof these different things up so
that, at whatever level of theorganization, decisions are
(15:49):
being made without ourinvolvement.
And that's the thing.
If you're feeling overworked, ifyou're feeling overwhelmed, if
you're feeling like there's notime left in the day you're
working, it's one thing.
To work in your busy time, hey,if you're sending stuff out and
Christmas is your busy season,be prepared to work 30 days
before Christmas and get it done24 hours a day.
(16:09):
It's like all hands on deckright, that's a busy season.
But if all hands on deck isevery single day, 365, that's a
problem.
And that's what I see in a lotof business owners is like they
can't even hold on to whatthey've got and at the same time
, you're kind of saying, well,you should be able to do this
because, but they haven't beenable to release yet.
(16:29):
So a lot of the, a lot of thetimes I'm working with people to
get those SOPs out, get thosethings, so that we can now align
and assign accountability.
And I've got a great littleframework called the four A's of
accountability as well, whichbasically is to help people
align and assign accountabilityto those people so that they can
(16:50):
get the freedom that they needso that the other people can
make the decisions in theirabsence.
And one of the best questionsI'll often ask for somebody
who's working with us and Icoach this all the time if
you're working with your teammembers and your team members
keep coming to you asking youquestions that you already know
that they know the question youshould say so.
(17:12):
They come to you and they say,hey, should I ship this by mail
or should I ship it FedEx?
And you know they know theanswer.
Then you say, hey, should Iship this by mail or should I
ship it FedEx?
And you know they know theanswer.
Then you say, well, what wouldyou do if I wasn't here?
Well, I'd ship at FedEx.
Perfect, let it go Right.
Because soon as you give them,grant them that authority by
asking that question back andsaying, what would you do if I
(17:34):
wasn't here?
And they give you the rightanswer Now they know they have
the authority to go ahead and dothat in your absence and if
they say I would have shipped ityou know mail and you think
they should have shipped itFedEx then that's a coaching
moment and you can say why would?
Why did you say mail?
Because we usually ship stuffFedEx you know and oh well,
(17:54):
because of this, this and this,this and now we're having a
conversation and a coachingmoment from basically uh, from
the perspective of the owner totheir team, and that's a great
opportunity to clarify whatneeds to happen.
But in most cases, they alreadyknow what's going to be done.
You just need to give them theinformation, and that's the most
(18:15):
important piece.
Speaker 1 (18:18):
That is so powerful.
And I love how you talk abouthow leadership is integral.
Obviously, because first yougot to lead yourself and then
you lead your team.
Right, and hiring people is itsown process.
It's not just something thatyou go out and do willy nilly.
Right, there are a lot of stepsthat are involved to make sure
(18:41):
that you get the right people,and by the right people I mean
the teammates that can help youmove the needle where you need
to move it, so that you can makemore money.
Right, not just like filingstuff in the office, because the
office is kind of messy andthat needs to be done, you know.
But but it's the truth.
Right?
Because then if the, if theneedle is not moving, then how
(19:06):
are we going to pay them?
Right, and so and so, and it'salso making sure that we don't
become the bottleneck of thatsystem.
Right, because if, if you arelike a solopreneur and you're
the one making all the decisionsand now you have some members,
but everyone's coming to you toask you how should we ship this
Now, there's going to be a lineout the door.
Nobody's going to get anythingdone because you have to be
(19:28):
involved.
Nobody's going to get anythingdone, because you have to be
involved, and then you go to thehospital one day and now the
whole plane just crashed.
It's like the episode of I LoveLucy, like everything's just
coming out and they're like Idon't know what to do.
Right, and that's a sillyexample, but this is a serious
issue.
And so, establishing your SOPs,hiring the right people and
being curious, right, becauseyou, you, you leave from a place
(19:52):
of curiosity and you didn't say, oh, my goodness, like you did
this wrong.
It was like, hey, why did youdecide to do that?
Cause maybe they thought ofsomething you didn't.
Um, and so I think that's awonderful leadership
characteristic.
Speaker 2 (20:04):
Yeah, you know, one of the things that I did several
years ago is I became acertified Colby coach and and
Colby is spelt K-O-L-B-E and soyou know, I've got one of my
websites is called the Colbycoach.
But the reason I did that isbecause I'm a big believer in
hiring the right people andColby has an assessment that
(20:25):
helps us go through betterunderstand ourselves but better
understand people that we may behiring and having a right fit
sort of dynamic.
I overlay Colby onto executiveteams and all sorts of different
teams in business as well aswork with business owners.
Every single coaching clientthat I work with I put them
(20:46):
through the Colby as well,because I need to know how they
operate so that I can betterhelp them as their coach and I
like from a Shootopiaperspective or from any of the
other businesses that we work on.
The leader needs to know howtheir team is making decisions
so that they can better get outof their way or give them the
information that they need orall of these different things
(21:08):
like you had just mentioned, andColby is such a wonderful tool
that can really help thatprogress in a much quicker
faction than just learning it onyour own and trying to figure
it all out along the way.
Speaker 1 (21:22):
That is awesome and, speaking of which you had
mentioned that you had a giftfor the audience.
That related back to what wewere talking about.
Speaker 2 (21:32):
Yeah, for sure, I have lots.
You can go over to my main site, which is pete-moremohrcom, but
this particular one is on theSimplifying Entrepreneurship
site, which is in there as well,and it's called the.
It's a pdf book, a small bookbasically, called moving from
(21:53):
operator, the 10 laws of movingfrom operator to owner, which
are all these different thingswe've been talking about and a
few more.
We hit a few of them today.
Didn't have time for them all,but it's the 10 laws of moving
from operator to owner and ifthis is something that you're
feeling, you're maxed out all ofthese kind of things.
It's like this get your headaround strategically what you
might be wanting to think aboutas you break through that glass
(22:15):
ceiling to the next level ofyour business that is awesome.
Speaker 1 (22:20):
And how can we stay in touch with you, pete?
Speaker 2 (22:23):
best way, like I said , is just to go over to
pete-morecom and you can clickspeak to pete there, and I'm
happy to hop on a call withanybody here today and and see
if we might be a right fit forsome coaching.
And if there's anything thattweaked your interest, I'd be
happy to chat.
Speaker 1 (22:40):
Awesome and I just met on social media.
Is there any place we canfollow you on social media?
Speaker 2 (22:45):
Sure On social, LinkedIn and Instagram.
I'm there too.
Just type in Pete Moore,M-O-H-R.
Speaker 1 (22:52):
You will find me Awesome.
That is amazing.
And now, before we sign off,this has been absolutely
spectacular today.
But what is like that?
One final tip, like what is thetip that you give your clients
that just blows their mind thebiggest aha moment.
Speaker 2 (23:07):
I already kind of hit it a little bit and I think you
know I want to bring it backhome again.
You will exit your business oneday and no matter how young you
are, no matter how old you are,there will be a day down the
road.
So you want to make sure, fromthis day forth, you've got
everything in alignment for thatto happen.
(23:28):
Is it the right type ofcorporation?
Do I have the right process ofcorporation?
Do I have the right process inplace?
Do I have all of those things,all of those risk factors?
You've said it yourself If I'mout of business for a month
because I got in a car accidentor something, what happens?
All of these kind of things,this kind of stuff happens to
50% of business owners duringtheir career.
(23:49):
You can't let your business godown because you're one of the
two people that it happened to.
So start thinking about thatstuff today.
It's really important.
Spend a little bit of timeevery week on it, and over the
next year you're going to haveit in such better shape than you
do today if you haven't startedthinking about it.
So that's my big tip.
Speaker 1 (24:11):
Love that and talk about leaving a legacy, right,
because even if that's how youjust you know, you end up
getting.
You know, sometimes life forcesyou out of the business, right,
but that way you can leave alegacy that someone can pick up
and they can carry that torch,so I think that's so important.
Thank you so much, pete.
This has been amazing, so Ithink that's so important.
(24:33):
Thank you so much, pete.
This has been amazing.
Thanks, and we will catch youguys next time on the next
episode of overcome yourself,the podcast.
Bye.
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