September 7, 2023 • 51 mins
Ready to uncover the gritty reality of entrepreneurship? Join us for an intriguing conversation with Elisabeth Galperin, a trailblazing Cincinnati-based entrepreneur. Elisabeth shares her nuggets of wisdom about the challenges of staying focused in this age of constant distractions. She points out that an entrepreneur's journey is never straight, and it's the twists and turns that lead to success. So, ready to trust your instincts and make decisions fearlessly?
But that's not all! We talk about scaling up a business - identifying the right team, becoming an effective communicator, and understanding the daunting financial aspects. Elisabeth reveals the importance of managing one's energy and time to create a sustainable lifestyle as a business owner. She also touches on the often-ignored mental guilt entrepreneurs face and offers insights on mitigating it. It's all about striking that elusive work-life balance.
Finally, we stir up an engaging conversation about women in entrepreneurship. Elisabeth opens up about the unique challenges faced by women entrepreneurs, from battling self-doubt to overcoming societal expectations. She also highlights the power of coaching in business and shares insights into her signature productivity program, the Ascend Method. Plus, we discuss the impact of current promotion trends on careers. This episode is jam-packed with insights for both budding and seasoned entrepreneurs. So, tune in and elevate your entrepreneurial journey!
As you're inspired to embark on your own side hustle journey after listening to this episode, you might wonder where to start or how to make your vision a reality. That's where our trusted partner, Reversed Out Creative comes in.
Specializing in strategic branding and digital marketing, Reversed Out Creative is an advertising agency dedicated to helping you turn your side hustle into your main hustle. With a team of experienced professionals and a track record of helping clients achieve their dreams, they are ready to assist you in reaching your goals. To find out more about how they can elevate your side hustle, visit www.reversedout.com today and start your journey towards success.
Our blog is also full of great information that we work hard on to provide you with a leg up on the competition. We also recently launched our YouTube Channel, Marketing Pro Trends, which summarizes all of our blog posts.
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Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 2 (00:11):
Welcome to Side Hustle City and thanks for
joining us.
Our goal is to help you connectto real people who found
success turning their sidehustle into a main hustle, and
we hope you can too.
I'm Adam Kaler.
I'm joined by Kyle Stevy, myco-host.
Let's get started, all right.
(00:31):
Welcome back everybody to theSide Hustle City podcast Today's
special guest, elizabethGalperin.
All the way coming to us fromthe northern part of Cincinnati
all the way up by King's Island,how you doing?
We're all the rich people.
Yeah, I don't know.
Speaker 3 (00:45):
It's a love land in.
Speaker 2 (00:46):
Llandon Love land Like I love old love land that
was.
That's a cool little town.
Speaker 4 (00:51):
Yeah, I'm right, five minutes from there, really.
Speaker 2 (00:54):
That's right yeah.
I'm a part of suburbia thesedays, I think the worst crime is
actually happening at King'sIsland right.
Speaker 4 (01:03):
Probably.
Speaker 3 (01:04):
My friend, my friend, my friend's son's the one that
did the Chimarche's thing, yeah,and he had to go on channel
nine and like give this wholeappalled, like the whole family
had to go on and give this wholeapology because people were so
angry.
Dude, this camera was terrible.
Speaker 2 (01:20):
Yeah.
Speaker 3 (01:21):
He's just right up at his head, turn it off.
He just started off.
Speaker 2 (01:25):
Well, don't worry, it's all audio anyway, but they
had to go up there and apologizebecause people were so stupid
and pretended that they werelike these huge Chimarche's fans
.
Speaker 3 (01:33):
The kid the kid that, the kid that they said was
Chimarche's didn't even lookanything like him, His son.
His son was security.
He was like oh, he's 19 yearsold, he had a cheap security
shirt on and parents, everybody,they were like coming up to
this kid, oh my God, it'sChimarche A bunch of morons yeah
, it's bad.
Speaker 4 (01:53):
All it takes is one little leak of misinformation,
right.
Speaker 2 (01:57):
That's right, that's right.
Speaker 4 (01:59):
Well, we're here to talk.
Speaker 3 (02:00):
You're not stupid, you deserve it.
Speaker 2 (02:01):
Yeah Well, there are some people that Elizabeth's
trying to help.
I wouldn't say they're stupid.
They're all entrepreneurs andthey have businesses.
But the problem is, is they're?
Speaker 3 (02:10):
smarter than me, though.
Speaker 2 (02:11):
Well, they have problems with growth, though
they're trying to figure out howto keep their.
And what I liked from yourLinkedIn you had mentioned
something about their peoplewith ADHD, which I think every
entrepreneur has ADHD right.
Speaker 4 (02:27):
I would agree there's some element of it.
For sure.
We live in an ADD world,honestly, so we all experience
the difficulty with stayingfocused on just the important
things.
But, yeah, a lot ofentrepreneurs are.
They lead with their creativemind and therefore paying
(02:48):
attention to the detail andsticking to boring processes and
steps is a challenge, so thatis a large part of who I work
with.
Speaker 2 (02:57):
I'm guessing that has a little bit to do with the
mobile devices we carry aroundevery day and the social media
and the Twitter and everythingelse that's on those devices
that distract us right.
Speaker 4 (03:09):
Yes, 100%.
The 24-7 news cycle and there'salways something new, the shiny
object that we think we mightmiss out.
And therefore, yeah, we tend tospend way too much time
allowing the information to cometo us, versus us going and
seeking out the information thatwe need.
Speaker 3 (03:28):
I would say also I had I never had problem focusing
through school.
But once I started working onmy job, with having to do
different things and not havingdays to do assignments but
having hours at most minutesoften is that you can't.
You start dividing yourself upamongst all these different
(03:49):
tasks to get them finished andthen you get help where you can
get help.
And even when you get help youneed to check with the people
doing the jobs and make surethat they're going to be
completed on time.
And it kind of rewires yourbrain to where you cannot just
sit there and focus in on taxreturns or whatever CPAs get to
(04:11):
do.
You know when you're justsitting at a desk and you've got
a stack of assignments and whenthere are stacks done, the
stack's done.
But it doesn't have to be doneuntil April 15th, whereas on a
lot of this stuff, when you haveto go as an entrepreneur, where
you have to make decisionsspontaneously and
instantaneously, it rewires yourbrain.
I think it does.
(04:32):
I don't have scientific backingto that, but it's just from my
personal experience.
Speaker 4 (04:36):
Yeah, yeah, I would absolutely agree with you and I
think I always.
One of the things that I alwaystell my clients is it's not
really about there being a rightdecision versus a wrong
decision.
You make a decision and thenyou do everything you can to
make it the right decision and Ithink as an entrepreneur, you
know a lot of times you'reyou're paving a path that no
(04:58):
one's paved before.
It's not like there's ahandbook for how you should
build your business, becauseit's a unique business.
So oftentimes we're makingdecisions not knowing exactly
where it's going to take us.
So, you know, don't get caughtup in.
Is it right, is it wrong?
It's I'm going to make adecision and start taking action
and then, you know, doeverything I can within my
(05:19):
control to make that decisionwork for me in the way that I
need it to.
Speaker 2 (05:25):
Yeah, that totally makes sense.
I mean, that's just a differentapproach.
I've actually haven't heardthat before.
It's like, don't worry so muchabout making the right or wrong
decision.
Whatever decision you make mayactually be.
I mean, sometimes you justcan't overanalyze things and you
just got to go with your gutand what you think could work
(05:46):
and then, hey, you know, pivot,make it.
Make it work.
I mean, think of a startup.
You know, if you're going tobuild a startup, you've got this
idea.
You're like, oh, that's a greatidea, I'm going to do this.
But I mean, most startups pivotmaybe two or three times before
they actually find traction andit just it happens and you just
got to work at whatever it is.
Speaker 3 (06:03):
See, I didn't know that until I started getting
involved with you guys, Ithought that you, just you, were
focused in on one task and ifyou didn't succeed in that task,
it's you know, so bad, too bad,too sad, but what it?
But that's not what a goodstartup will do, right?
That's it's they're going to.
They're going to go to whereverthe openings are at.
Speaker 2 (06:26):
Yeah, because I mean your startup could last five,
six years, and things are goingto change.
Speaker 3 (06:30):
And I'm assuming that's where you go with growth
too.
Like you're, you think I wantto grow a specific avenue.
I'm going to outsource this joband you find out later that, no
, I actually have to bite thebullet and I have to actually
pay for a full-time employee inthis role.
Am I right, or am I wrong?
Speaker 4 (06:45):
Yeah, absolutely Absolutely, and it is.
It's that ability to flex andchange.
I mean, I think you know it'sthe yes, we should have a plan
right, but also know that youknow I've got plan A and maybe
I've got plan B and it may endup being that I have to go with
(07:06):
option C, and I think thatoftentimes that is where people
either decide they do want to bean entrepreneur or they decide
and realize, okay, actuallybeing an entrepreneur is not for
me.
I have a friend who's a lawyer,works for a big firm now, and
he calls himself a failedentrepreneur because he started
out wanting to run his own firmand then realized you know what,
(07:27):
I don't want to have to put allthe structure and systems in
place and I don't want to haveto make all the decisions for
myself, and so, again, there'snothing wrong with it.
You know, not everybody ismeant to be an entrepreneur, but
those are the characteristicsthat are.
Extremely important is beingflexible and being able to make
(07:48):
decisions quickly, pivot andthen make the best of the
circumstances.
Speaker 3 (07:53):
I think that takes a lot of courage, because when
you're a, you know regardless ifyou've got a JD or you go and
you get an MBA or hell.
If you just start your ownsoftware company and you come to
the realization that I thoughtI was going to be the next big
thing and it's just not who I'mmeant to be, and so I need to
(08:14):
work with somebody or work forsomebody that takes a.
That's a I don't know.
That's yeah, bite the bullet.
Yeah, that's a ego, admit it.
Yeah, I don't know that I coulddo that.
I admire that, the ability tobe able to do that.
Speaker 4 (08:27):
Right, right.
Yeah, I think growing up, mostof us also are taught that you
decide, you know you decide yourcareer and that's your path for
the next 30, 40 years.
I think that my generation, Ido think that the younger
generations are realizing thatyou can work for multiple
companies and have lots ofdifferent roles and switch
(08:48):
industries and careers, but Ithink that a lot of the
workforce that exists now wewere given that messaging that
you pick what you're going to doand then you do everything you
can to make it work and you knowit doesn't doesn't have to be
that way.
That's the hard way.
Speaker 2 (09:04):
Well, and you're working with people from
different generations, and Imean we're.
You know, at one point we allhad to realize in your whole
website if people go to yourwebsite,
peeqproductivitycoachingcom,you're going to see right away.
It's about productivity.
It's about not just being busy,to be busy, but actually being
productive on things that aregetting you from point A to
(09:26):
point B, whatever that is.
But when you're talking aboutgenerations, I've seen a lot of
young people just on TikTokcrying at the idea that they're
going to be working untilthey're old and it's just like
this isn't how human beingsshould be.
Speaker 3 (09:42):
It wasn't, it wasn't just that generation.
Speaker 2 (09:44):
Yeah, not exactly.
That's what I'm getting.
To that point I've seen cryingin person.
No, no, no, no.
But I'm getting to that point.
We all reach that point in ourlives at some point where you're
thinking you got to leave thenest.
Right, you live in socialism atyour parents' house.
Right, they pay.
You know the house is free, thefood's free.
You know you're sleeping forfree.
Speaker 3 (10:01):
I'm doing socialism completely wrong.
Isn't the authority supposed tobe the one that gets to hold on
to all the money.
Speaker 2 (10:09):
You would think so.
Well, now I'm seeing TikToks ofpeople in Canada crying about
it.
The healthcare is not worth it.
You know all this and thatwe're paying too much money in
taxes.
How can I get to America?
It's like, hey, we don't wantyou here.
But the thing is is you've gotthese problems where every
generation goes through this.
You go through that growingpain of wait a minute, taxes
like you get your first checkand you see those taxes got
(10:32):
taken out of it.
Speaker 3 (10:33):
That was the worst thing.
I was like what the heck?
Speaker 2 (10:36):
happened.
I was about to.
I was counting my money.
I was like I could pay thismuch an hour.
I bet I'm going to go buy this,I'm going to go buy that.
And then you see those taxeslike Medicare.
What is this?
Speaker 3 (10:45):
I almost had an argument with an.
I almost had an argument withour HR lady.
He's like why am I paying intosocial security when I'm not
going to be able to get socialsecurity when I'm 65?
Speaker 2 (10:54):
I'm sure that's not the first time she got that
question she was like it's,you're not going to win this
argument.
Speaker 3 (10:58):
That's like all right .
Speaker 4 (10:59):
Right right.
Speaker 2 (11:01):
So, elizabeth, like what is that?
I mean these are, these aregrowing pains that, like, young
people have, but there aregrowing pains that adults have
when they reach a certain pointin their business.
Can you talk about that alittle bit?
Speaker 4 (11:16):
Absolutely.
So what I see and I'll kind ofgo back to the idea of most
entrepreneurs or individuals whowant to leave, you know, the
big corporation and start abusiness of their own Majority,
are going into their.
They're starting a businessbecause they're great at that
(11:37):
skill.
You know they're a greatarchitect or they're a
phenomenal electrician and sothey have.
They have, they've mastered theskill itself, but the challenge
is running a business as awhole, another set of skills,
and what often comes up whenclients, prospective clients,
reach out to me, it's the.
(11:59):
You know, I want to keep beingthe phenomenal architect that I
am, but I don't know how to keepdoing that and to manage the
business and all of theadministrative side of things.
And then if I'm going to grow,then I'm managing people, and so
I don't know if you guys arefamiliar with the book the
E-Meth.
Speaker 2 (12:19):
Oh yeah, I've read it though.
Yeah, I need to get chat TBT.
To summarize, it.
Speaker 4 (12:24):
Yes, do that, do that .
No, actually read the book,because it's amazing, but it's.
You know it's about.
Are you in the business?
They follow a woman who lovesto bake pies, and you know the
question is are you in businessto bake pies or are you in
business to run the business ofbaking pies?
And so that's often thestruggle that my clients are
(12:44):
facing is, if they want to grow,they have to start doing things
differently, but they also haveto start letting go of things.
They can't be the expertarchitect 40 hours a week.
They have to step back and workon the business.
And then they need to buildinto people, their team and
their employees who are going towork in the business.
(13:06):
So that's often the struggle,and you know, once you come to
terms with that, then the nextstep is okay.
Well then, how do I become agood people manager and how do I
become a good communicator?
And how do I understand the youknow, financial side of running
a business?
And what do the other challengeto overcome is what do I want
(13:30):
to learn to become better at?
And then, what do I want tooutsource?
And so, again, it's beingwilling to say I can't do all of
it myself.
So where am I going to hireteam to execute?
Where am I going to findpartners and outsource tasks?
And kind of rediscovering whattheir zone of genius is going to
(13:53):
be as the business owner, asthe entrepreneur.
So they kind of have to shedthat identity of I'm an amazing
architect and create a newidentity of I'm an amazing
business owner that runs anarchitect firm Amazing.
That, obviously, is just anexample.
Speaker 3 (14:10):
So you sound like you're.
The clients that come to youare more the driven type A
personality founders right there, the ones that have a hard time
letting go.
Because so I got lucky.
When it worth TQL I was likethe hundredth guy hired.
So I was, I was there beforethere was a stratification and
it was just.
There was owners and it wassalespeople in the accounting
(14:31):
department.
That was it.
So I've watched kind of likeoff to the side as Ken Oaks
built the company and he was, inmy opinion, the best at what
you're talking about right now.
He found the people that wasgoing to help him grow, to get
to get to his goals.
He what he didn't feel he wasstrong at.
He hired people to do it.
He let them, he gave themenough rope to do their job.
(14:52):
On the flip side, we've had alot of guys leave and start
their own companies and theyhave gotten into it with the
idea that I'm going to work ashard as I need to work, just
enough to get to the point whereI want to with our income, and
then I might show up twice aweek, I might show up twice a
month.
I'm all that, everybody elsethey're not going to grow it
(15:13):
like Ken did.
Well, they're not going to bedriven.
So she's dealing with peoplethat are driven to.
You know they're.
They are going to put in the 90hours that it's going to.
That's going to be required.
They're going to be shootingout emails at 3 30 in the
morning when motivation hitsthem and then wakes them up from
sleep.
So, yeah, I, I, I canunderstand, like who you're
dealing with.
Speaker 4 (15:33):
Now it makes it much more sense to be yeah, and then
the reason that I'm a resourceis because they are driven to
work as many hours as humanlypossible and they will burn, you
know, the candle on both endsand they will be sending emails
at 3am.
But that's not sustainable,right?
And so my goal as aproductivity coach and
(15:55):
consultant is helping them tofigure out how to build it, but
how to do it in a sustainable,healthy way.
That's not going to, you know,ruin your personal life or
destroy relationships or andresult in getting burnout and
losing that motivation and drivethat got you there in the first
place.
So it's how do you build, growand scale while still
(16:19):
maintaining what you need forfor the personal side of life
and, you know, being able toperform at your peak in the
business, but then still havetime to pursue the passions
outside of that part of you?
Speaker 3 (16:33):
So what's like your hardest, what's the hardest
bugaboo to get Get these ownersto get over?
Is it is it?
Is it in the sales side of it?
Is it in the?
Is it in the just theoperations side of it, or is it
just it's all dependent and it'smixed between all your clients?
Speaker 2 (16:50):
For me it's always been sales it's.
I can do my sales myself, butyou're never going to grow
unless you can hire like adedicated salesperson, like in
my, in my.
That's my problem, you knowwith all my stuff.
Speaker 4 (17:00):
Yeah, it really is unique.
I mean it really a lot.
I will say that A lot of it isa mindset.
I was just talking to a clientearlier today who was talking
about the mental guilt that sheplaces on herself when she is
doing something for herself orfor her family and not for the
(17:23):
business.
And so, again, going back toyou know you're only successful
if your butt's in the seat andyou're cranking out, you know,
products or emails or whateverit is that you know you deliver
in your business.
So a lot of it is getting overthose stories that we tell
ourselves and kind of having anew paradigm of how do I want to
(17:47):
define success, how do I wantto define productivity and you
know, how do I want to againcreate this way of life that's
sustainable.
And where am I willing to?
I don't want to say like,accept your weakness, but where
am I willing to say, hey, thisis not something that I want to
(18:11):
become great at or that I needto master, and it's better for
me to find someone else that cando this so that I can stay, you
know, in my lane.
So it is.
It's a combination of thedifferent components of a
business that you know have to.
You have to have sales, youhave to have operations, you
(18:32):
have to have, obviously, thedelivery and the customer.
You know service or support andyou know again.
So, figuring out, where are yougoing to as the owner and
leader, where are you going toexcel?
And then, where are you goingto pull in the other individuals
that can do that better thanyou and be happy with that?
(18:54):
It's not a competition right.
You want to surround yourselfwith people that are better at
things than you are.
Speaker 2 (19:01):
Well, also.
Yeah.
So you know this brings upsomething what Kyle said and
what you kind of touched onthere for a second.
So after this podcast I'm goingto AVH.
I don't know how much you knowabout AVH or nor the guitar,
yeah, but Jill Morenz she was onthe podcast a couple episodes
ago.
One of her former I guessstudents or whatever is you know
(19:23):
working out of my commercialkitchen in the basement she's
killing it doing over a millionin revenue.
My cousin was also a graduateof that program.
She sold the same businesstwice.
She's kind of going through abarstool sports thing now where
they paid her to take yeah, soit's kind of the same thing, but
she sold the same businesstwice.
Now she's on to another mobiletaning business and it seems
like you know that thing'sproducing really good people and
(19:46):
business owners that know howto scale.
But she said and actually Ithink it was Mavis might have
brought it up, somebody broughtit up to us but they said that
female business owners only 3%of them get to over a million in
revenue a year.
And you mentioned somethingabout someone feeling guilty
because they were working onfamily stuff instead of the
(20:07):
business.
And I almost feel like and Jillbrought this up too.
She said men would feel, Iguess, like they have permission
to grow and scale and beat eachother and, you know, make these
huge businesses where womenalmost feel like guilty, like
(20:27):
the community itself, kind of ohwhat's, where were your kids?
Like, what's going with yourkids?
Like, I see you're out herehustling, you're grinding,
you're doing your thing, but youknow how your kids okay, are
they getting good grades, arethey?
You know, nobody asked guysthat like, hey, how are your
kids.
I don't know our wife takescare of that.
I'm hustling, I'm trying tomake us money.
We're getting paid, like howdoes that?
And I'm sure you have women,you know executives and stuff
(20:51):
that come to you.
But do you get that a lot?
And I just want to get down toit, because I've had Jill on,
I've had Mavis on who'ssuccessful, I've had my cousin
on and it's good to, I think,get it out there to maybe say,
hey, look, you do havepermission to grow a big
business, you can do this.
What's your experience withthat?
Speaker 4 (21:12):
I would agree with you.
I mean, again, not tostereotype or to say that all
women this and all men that, butI do think that there is a lot
more conversation with my femaleclients about the you know how
do.
How can I do it all?
How can I grow the business?
How can I, you know, put myheart and soul into the business
(21:35):
?
And then how can I still be asuccessful parent?
And that's where, you know, theconversation that I typically
begin with with all clients ishow are we defining success and
productivity for you?
Because it is, it is up to us.
If we are a business owner, ifwe are an entrepreneur, we get
(21:57):
to make those rules in a sense,and we don't have to prescribe
to.
Well, at my old job, this washow we decided that somebody was
, you know, able to be promotedor was successful, and so the
conversations are definitelydifferent with my female clients
than with my male clients.
In terms of, you know, successfor a female client is often you
(22:19):
know, I'm getting my work done,I'm taking care of myself and
I'm spending quality time withmy kids.
I think with a lot of my maleclients, there's more focus on,
you know, yes, I'm available to.
You know, I'm present with myfamily, and then I think there's
(22:39):
also maybe a little bit more ofan emphasis when they're
defining success andproductivity.
And you know how are theymanaging and leading their
leadership, leading the team.
So you know, I think that it isthere are still a lot of
societal expectations that womenface that are different from
(23:01):
them.
There's also you know how muchJill talked about this with you
but there's also the idea thatfemale led organizations and
startups get such a small pieceof the pie when it comes to
investments and capital.
So there's still a lot ofprogress to be made, but again
it's.
There's the external challengesand then there's the internal
(23:24):
challenges we do as women.
We spend a lot more timethinking about, you know, what
should I be doing and what couldI be doing better?
And I do think that men areable to just have a little bit
more of blinders on and to befocused on what am I doing right
now and and how do I stayfocused on this, and are a
(23:45):
little less distracted by the,the other noise that goes on
outside of that.
Speaker 2 (23:51):
Well, also, you just being able to like sell the
vision.
I think you've got men that arelike, oh, this is going to take
over the world.
We're going to scale it up.
It's we're going to do abillion a year.
It's going to be huge.
And women are thinking in theirheads wait a minute, I can't do
all that because I got thisthing to do.
I got this.
Family response was I got this.
So they start more lifestylebusinesses.
Jill and I talked about that alittle bit where they start more
(24:13):
like lifestyle versus thesegrowth crazy.
Just, I'm going to take overthe world and saying business
ideas, you know yes, they'realso really with what they can
do.
Speaker 4 (24:26):
You know, right, right.
Another really interesting factthat I read recently is about
the difference of men and women.
Men will often put their namein the hat for a position that
they're not fully qualified for,whereas women, if they see a
job posting, or again if theythink about what does it take to
(24:46):
be a business owner, and ifthey don't feel like they checks
every single box, they will notput themselves into
consideration.
And so I think men are willingto be more of the I'll build the
plane while I'm flying it,whereas women are like oh no, no
, is this plane fully ready totake off before I get in and,
and you know, get behind thewheel.
(25:08):
So I do think that that'sanother part that is different
in the work that I do, andcertainly in you know what Jill
is seeing with startups, andit's just, it's a different risk
taking.
I think that's really what itboils down to.
Speaker 2 (25:24):
Because we think we're just going to make it up
in the interview, like we'll be.
Yes, I can talk around that.
Yeah, if it's a guy like we'rejust like oh, yeah, I'll make it
up in the air, We'll talksports and stuff when I get in
there and I'll, you know, I'llthrow this in there and that in
there, and it'll be fine.
Like well, yeah, I'll be as myway through it, like that's what
we think in our head, I think,and I think that's actually been
validated too.
I remember reading somethingsimilar at one point and yeah, I
(25:48):
think that was it.
Like we just think we're prettyconfident in our ability to
like BS.
Essentially, yeah, yeah, andwomen like I can't lie about
myself Like I don't want to.
Yeah.
Speaker 4 (26:00):
Right, right.
I think the other differencethat I will see is I do find
that women are they wait longerbefore they ask for help, so
before they will bring in acoach Again, it kind of goes
back to that I should be able tofigure this out myself, whereas
I find that my male clients, ifthey, you know, hey, I need
support here, and you know,either I can't do it or it would
(26:23):
be faster if I had someone helpme with it I do find that men
are more willing to make thatdecision and and pull in that
support earlier in theirbusiness growth than women.
Speaker 2 (26:36):
Well, what about?
Do you feel?
Like people hold back andthey're like oh, I don't want to
bring up the familyresponsibilities because that's
not her job.
You know, I'll deal with that.
She just needs to.
She just wants to talk aboutthe business.
Like, are they afraid?
Like because if it's aboutproductivity, it's everything in
your life, it's not just aboutthe business.
Like we're not isolating justthe business, right?
Speaker 4 (26:56):
Right, Right, you know I I don't find that and I
think it has to do with ifthere's anything people tell me
I'm I'm really good at doing,it's listening, and so I don't
know if it's the energy I putoff or what it is, but so often
clients at the, at the beginningof our relationship will say,
(27:19):
man, this almost feels like atherapy session.
They are able to kind of breakdown.
You know, I can, I can lowerthe walls.
I think with with individuals.
And again it has to do with thehow I position things up front,
which is, if I'm going to helpyou become more productive and
successful in your business, wehave to talk about things
outside of the business.
(27:39):
There is no such thing as worklife balance and you know, at
five o'clock you leave theoffice and then you don't return
to work until 9 am.
None of us live that worldanymore.
And vice versa.
When you're at work you're alsothinking about the kids and
managing household things.
And so you know, I think it'sthe positioning of being a,
(27:59):
being productive, being asuccessful business is it's 360.
It's every part of you, yourlife, and so you know, I
position that pretty early onand that, I think helps people,
kind of, you know, getcomfortable with talking about
what's going on with their kidsand with their family and how
(28:20):
that impacts the, the goals thatthey have in their business.
Speaker 2 (28:25):
Well, eventually Kyle's going to ask a question,
but I'm not going to let himbecause I got so many questions.
So I'm going to jump in as soonas you get that talking, as
soon as I see your lipstopmoving, I'm jumping in.
But what I'm interested in, toois is, outside of just the
one-on-one coaching that you do,you also do keynote speaking.
You're talking to teams, youknow.
I've noticed we've interviewedseveral, you know, business
(28:47):
coaches and honestly, I thinkthis is a great thing to do if
you're an expert and you'regoing to take this from a side
hustle into a main hustle,because I actually had a
customer who was a Navy SEAL,who did this, and he's doing
gangbusters business now.
Like it's crazy.
When we first started I wasjust doing his logo.
He was hoping he could get somepeople.
(29:07):
Now it's just the word spreadslike wildfire through these,
through these businesscommunities.
So you're doing these, thesecoaching sessions for entire
teams, for companies, and thenyou probably have individual
people who are like hey, I'vegot.
You know, I'd love to doone-on-one sessions.
So out of those big trainingsessions, you probably end up
(29:30):
with a few, you know, individualsessions as well, right.
Speaker 4 (29:34):
Absolutely, absolutely.
I mean when.
So, when I started my business,it was a side hustle and I
didn't have a budget formarketing and so speaking was my
go to.
So I would go speak to anygroup that would have me,
whether it was a local, you knowcivic group, whether it was a
moms group, whether it was alunch and learn, you know, for a
(29:56):
small or medium sized business.
And that was that was mymarketing.
It helped people to understandwhat I did very quickly and to
also get to know me, my you knowwhat my personality, what my
energy is like.
Because, again, when you startworking with a coach, you have
to, you have to, there has to besome synergy there, right, yeah
(30:17):
, and so that the speaking andthe training, a it helps.
I mean, it's a one to manyformat, right, I get to share
some of my knowledge and myexpertise and I get to share it
with multiple people at once soit gets my message out in a
faster way.
But, yes, then it's.
You know there are certainthings that might be a part of
(30:39):
my speaking or training thatreally resonate with an audience
member.
And then, ideally, you knowlike I'll often speak to, let's
say, a chamber.
You know I'm involved with theNorthern Kentucky Chamber and if
I speak at one of their, youknow connect hours or happy
hours there are, you know, let'ssay, there's 40 different
professionals from 40 differentcompanies in the room.
(31:02):
Somebody there, you know, ormultiple people there, are going
to think to themselves.
You know this would be a greattopic for my team, or this is we
were just talking at the watercooler about how inefficient we
feel like our meetings are orhow inefficient our email, you
know communication is.
So, yes, that's often thecatalyst for someone reaching
(31:23):
out and saying, hey, I don'tnecessarily need six months of
coaching from you, but my teamor my organization, we would
love to have you come in andteach us some best practices or
help us develop some specificcustomized processes for our
team based on you know what wedo and how we do it.
Speaker 2 (31:42):
I've always been interested in this stuff.
Like, how do you stand up andremember all of this?
Like, like, is there a lot ofinteraction in your things?
Like, do you stand up there,like what's?
How are your sessions if youwere to go into a company and
you were to do one of these?
What is this format?
Like, how does that?
Speaker 3 (31:59):
how does?
Speaker 2 (32:00):
that format work for you.
Well, so what?
Speaker 4 (32:01):
I call my keynote is I teach my.
It's a kind of a signaturemethod that I created.
It's called the Ascend method.
So there's six fundamentalsthat I'm teaching people that
impacts their personalproductivity and has kind of a
domino effect within, again,their team or their organization
.
So I mean, that is, that is myintellectual property.
(32:23):
I've been developing that forthe last 15 years since I
started my business.
So I can talk about that withmy eyes closed and nothing, you
know, to prompt me.
So if I'm doing something,that's really it, it it's almost
always stemming off of kind ofthose fundamentals that are part
of my Ascend method.
But yes, if I am reallycustomizing something to a
(32:45):
specific organization, then I amdoing a lot of work to make
sure that.
Hey, I'm talking to a group oflawyers and so billable time.
I'm talking to a group oflawyers.
Time is an extremely importantelement here.
So I'm going to have to talk tothem about time management in a
different way than I might.
A group of you know engineers.
(33:06):
So you know, in terms of therethere is prep, right, that's
what PowerPoint slides are for.
They're for me as much as theyare for the audience, and it's
practice, you know I, I mean, Iused to.
I tell people all the time.
I used to be terrified ofpublic speaking and you know so
(33:26):
it is.
You get up and you just, if youmake a mistake, you make a
mistake, right, I'm human and,yes, I.
The more the audience caninteract, the more I can ask
questions and get information,and the more they can ask
questions and I can giveinformation, then the more it's.
I think of it more as like aconversation than necessarily
I'm up here giving a lecture andyou know there's 90 bullet
(33:48):
points that have to make sure Ihit.
The more I can treat it like aconversation and more of a, you
know, a round table typesituation.
Then there's again I'm flexible, I can pivot right.
Well, I was going to talk aboutsomething next, but this
question I'm going to go in adifferent direction.
So it's learning to kind of letthe conversation and the topics
(34:12):
flow, then having to stick to aprecise plan.
Speaker 2 (34:17):
And then bringing them back like at some point,
like it just goes so far.
Speaker 3 (34:20):
I was in one of those today where it's like no, I got
to bring them back.
Speaker 2 (34:23):
I got to get.
I got to get something out ofthis meeting, but you're going
to learn as you're going tolearn as much from them than
every single time you'rebuilding and you're building.
And I think what people don'tunderstand is they get this
imposter syndrome and they don'tthink that they can be a coach.
And I mean you look into yourbackground.
I mean you know it'sunbelievable In 15 years
coaching.
I mean you've been doing thisfor a while the ascend methods
(34:44):
awesome.
I was looking through each oneof those.
I was like, which one of thesedo I need help with most?
And I'm going through it andI'm like, oh no, it's every
single one of them that I needhelp with, it's not just one of
them.
Like, I guess distractionsmight be the, the or
communicating boundaries alsomight be a problem, because I,
you know, my wife always tellsyou you got to do better with
your boundaries.
You can't just, you know, havea coffee meeting with everybody
(35:04):
every day.
You know you've got to.
You got to get work done atsome point.
But yeah, I mean you're goingthrough that whole ascent thing
and it's like every single oneof them is important and it's
great that you're able to breakthat down into.
You know one word, you know,that describes each one of these
things and it's good to have IP.
So if anybody's out there andyou're trying to do a side us on
(35:25):
, your thinking, hey, I mightwant to be a business coach.
It sounds like a really coolthing.
It takes time to build that up.
It takes time to get over theimposter syndrome.
It takes time to build up yourclient base.
It takes time to get over thefear of public speaking.
Maybe join a local toastmastersor something like that, so you
can, I think, from a To touch,from for the, or even, like I'm
(35:47):
in the CBC, the coming tobusiness council, and everybody
goes around the room and you saywhat you do and you learn that
little 30 second elevator pitchby doing that.
Enough right, and, like yousaid, you could be blindfolded
and do one of these things atthis point.
Speaker 4 (36:00):
Yes, and I'll also say that I am a coach who I
wouldn't have I wouldn't bewhere I am, I wouldn't have my
methodology, my intellectualproperty defined if I hadn't
worked with coaches.
So I've worked with marketingcoaches, I've worked with
speaking coaches, I've workedwith business coaches.
So you know, I'm of the beliefthat every one of us needs a
(36:23):
coach and a therapist, just likewe need doctors and dentists,
right?
But again it's, I've had tolean into other experts to get
to where I am.
And I often say you know, makesure that if you're hiring a
coach, make sure they have acoach, because that means I'm
walking the talk right.
I believe in coaching to thepoint that I need it for my
(36:46):
business, just like my clientsneed it for their business.
Speaker 3 (36:48):
What's hilarious is that many of these guys that
started business, they'll spendthousands of dollars on golf
coaches.
They'll spend thousands ofhours watching how to you know
slice it and then hook it andwhatever draw it instead of hook
it and all this other stuff,but when it comes to like things
that will actually bebeneficial to their business,
(37:09):
there's there's this, just likefeeling of inferiority if you
have to get help.
Speaker 4 (37:16):
That's true.
Yeah, absolutely.
That's often, yeah, one of like, if you asked me what are some
of the objections that I that Isee it goes back to that idea of
why I should be able to do thismyself.
Or I think, if I could read,I'll just read some books, right
?
How many books have you read?
And maybe you took like a tinylittle bit of action from it.
(37:37):
But has any book actually, youknow, transformed your life or
your business?
No, you need a person, you needa partner, you need someone
that's holding you accountable,that's showing you the way.
And so, you know, I think we dohave to get past the idea of I
should be able to do it myself.
We have to get past the idea ofI should be the smartest person
(37:59):
in the room, right, and then,and then, yeah, what's?
It's an investment not just inyourself, but it's an investment
in the longevity of yourbusiness and it's an investment
in your team, and that's, youknow, it's not really measurable
once you see it that way.
It's invaluable once you see itthat way.
Speaker 2 (38:18):
When everybody needs an accountability partner.
I think it's kind of whatyou're saying too.
It's not just about this coachwho knows more than you.
It's about you told me you weregoing to do this and then you
didn't do it, you know, oh,maybe throw some guilt in there,
like my other clients did it.
I don't know what's wrong withyou, buddy.
But you know I'm Catholic, soit works on me.
So, yeah, but throw a littleguilt in there.
(38:41):
And then, but no, but I meanyou need an accountability
partner.
And, and you know, I didn'treally think about this until
maybe just now, but every time Icome up with a new startup idea
or a new idea, I'll like tellit to everybody, and then
everyone you know, instead ofkeeping it close to vests, and
everybody's like don't tellpeople your ideas until it's the
thing and somebody's going totake your idea and all.
There's nobody's going to takeyour idea, like this deal, right
(39:02):
.
They like people got a millionideas of their own that they
want to work on.
They don't go steal your ideaand then they don't do anything
with them either.
So don't worry.
But I tell people and I'm likehey, you know, every once in a
while somebody comes by hey,Adam, what about that idea?
I thought that thing.
And they're like yeah, I know.
I need to do it, you know, andit's kind of like you've got all
these external accountabilitypartners, in a way, that are
that are breathing it down yourneck about this thing, you know.
Speaker 4 (39:25):
I mean there's, there is research that that
specifically says when you havea goal or an idea and you think
it, you know you might be Idon't know 20, I'm not going to
be the right percentages, butyou have to be 20% likely to
move on it when you simplywriting it down, even with no
other eyeballs on it than yourown.
Once you write it down, youbecome more accountable to
(39:47):
actually taking action.
And then the most theguaranteed way to get your idea
to move forward or to get youyourself moving towards a goal,
is sharing it with anotherperson.
And that actually goes back toyou know, we, thousands of years
ago right, we are tribe people.
Right, we used to survive andthrive because we were part of a
(40:09):
tribe, and the reason is we'remore motivated by the idea of
pleasing or supporting othersthan we are ourselves.
And so that's why, if you sayto a buddy, hey, I've got a
great idea for a podcast, younow feel a sense of not
necessarily obligation, but youwant to.
(40:31):
You want to prove to yourfriend that that was important
to you.
And if he thought it was agreat idea, you want to actually
bring this idea to life becauseit might help him.
And so when we rely onourselves, we're really we are
our own worst accountabilitypartner, and so if we look at
kind of the neuroscience behindit and the history of how humans
(40:53):
thrive, we absolutely need totap into other people.
Speaker 2 (40:57):
Well, you know, Kyle came in today and was like Adam,
when are you going to get donewith that, that project?
I could have used that todayand I'm like, oh, you're right.
Yeah, Well, the cool thing isis like the limiting beliefs
thing on your website too.
I went to the you know yoursubscribe page and the the list
here of things that people thinkI don't know how to create
(41:19):
structures and systems.
I am a disorganized person.
I am terrible at timemanagement, I'm too ADD, I'm not
a good leader, I am not a greatcommunicator, I can never focus
, I'm terrible with details,Like all those things, like I've
thought all those things before.
You know, and I think it goesthrough everybody's head and
when you feel like you don'thave all the things right, like
(41:43):
you mentioned all the tools, theright tools, the right systems,
the right resources, that leadsto procrastination.
Speaker 4 (41:50):
Yes, absolutely, absolutely.
And you know, just because youthink you've always been a
disorganized person, thatdoesn't actually mean that you
are, that you have to be, sothat you know when you said
what's one of the biggest youknow challenges, it's getting
people to stop thinking whatthey've been thinking and create
some new beliefs and some newthoughts.
(42:10):
But that actually takes timeand work because you're
literally creating new neuralconnections in your brain.
If you want to get nerdy andscientific on it.
Speaker 2 (42:21):
It does, it does, yeah, yeah, well, and then also
I mean you've I was just readingthe other day.
I'm fascinated with, like humanbeings and how we operate and
like why we do the things we do,similar to what you said about
how we're tribal people, butalso some people that are smart,
some people have high IQs andthey are terrible communicators.
(42:41):
They're terrible listeners.
A lot of times you really haveto train yourself, like you did,
to be able to actually listento people, because I'm worried
about what I've got to say next.
I've got all this informationin my head and, instead of
having a conversation, you endup creating a lecture for these
people and they're looking forthe exit.
(43:02):
They're like, oh my God, thisperson.
I gotta get out of the damnconversation because this person
is doing another lecture in methis whole time.
Speaker 4 (43:09):
Right.
Yeah, there's some interestingin fact there's whole books upon
it that the way most of ourbusinesses, in America at least,
are built is that to promote,you eventually have to become a
manager.
But how many people getpromoted to management simply
(43:31):
because that's the next level ofpromotion?
But they don't have peoplemanagement skills and so again
it's.
You know, we don't justautomatically become good at
managing because that's the nextrole in the climbing the ladder
.
Those are soft skills that ifyou don't have them, naturally,
yes, you can develop them, butthey don't just come with a
(43:52):
title Right, which often getsassumed in larger organizations.
Speaker 2 (43:57):
Well, have you heard of this?
I can't remember what the bookis, but Peter Turchin, and he
speaks about the overproductionof elites in America.
No, oh.
Yeah, where he said there's toomany college educated people
going after the same positionsand not enough of those
positions, yeah, and when thosepeople can't find jobs they
(44:19):
become kind of disruptive tosociety.
Okay, it's really interesting.
Like yeah, you shoulddefinitely check it out because
it could also play into some ofthe stuff that leads people into
possibly becoming entrepreneurs.
So they could be negative insociety because they feel
slighted.
They feel like, well, I wentinto that underwater basket
(44:42):
weaving class and I thought Iwas going to get a degree doing,
I thought I was going to job,you know, working in Mexico
doing underwater basket weaving,but there was only five of
those jobs available, right?
So they don't.
And now there's a class tolearn about.
What's her name?
The singer lady who's goteverybody.
What's her name?
Speaker 3 (45:00):
There's like a million, no, the one that just
came here that everybody was.
Speaker 2 (45:03):
Taylor Swift, taylor Swift.
There's a class in Taylor Swift.
What college worth its salt?
Like who spends $300 a credithour to go learn about Taylor
Swift?
Like just go be a plumber, gobe an electrician or something
Like what are you doing out here?
Colleges should be ashamed ofthemselves.
But anyway, long story short,like I mean, you've got too many
(45:23):
people going off thesepositions and it may not be they
become disruptive in a bad way,like they become these, like
annoying political people andjust complaining all the time
because you know college was tooexpensive and this, and that
they could become disruptive inan entrepreneurial way, where
it's like I can't find a job inthis thing, so now I'm going to
go out and create something.
Speaker 4 (45:44):
Yes, yeah, I would, I would.
I'm a glass half full person,so I would like to follow that
chain of thoughts.
Speaker 2 (45:51):
That's what I would hope, that's what I would have,
right, yeah?
Speaker 4 (45:53):
Right.
Often it is Okay Apparently Idon't fit into the system that
already exists, so how can Icome over here and start
something new and kind ofdisrupt, disrupt the system or
disrupt the industry, and thatas, as you said, that that can
can be a positive.
But I agree.
I mean I think you know thereis, our society definitely still
(46:17):
puts too much value on you know, did you get your degree and do
you wear a suit to work?
And you know, I think at somepoint we're going to hit a
tipping point where I mean thereare trades individuals that
will make more money than youknow, most CEOs.
So there's opportunityeverywhere.
It's just learning that it'sokay to follow your own path
(46:40):
versus having to follow thetraditional path that we tell
people is how you becomesuccessful and make money.
Speaker 2 (46:47):
Yeah, I mean, and it could lead in his thing.
I'm reading it here why do somany elites feel like losers?
So if you don't get into thatyou know you went to school for
whatever you're not one of thefive out of the hundred people
selected for the job you reallywant it could lead to you
feeling like less than capableand you're not.
(47:08):
You just you didn't know themacro effects.
Maybe there was a hundred ofthose jobs when you first
started college and now thereyou only need 10 of them because
maybe AI disrupted that.
Right, there was something youdidn't see come in.
That changes everything.
Speaker 3 (47:21):
Yeah, and you just never know in the world.
Speaker 2 (47:24):
So I mean you've got to be able to adapt, you've got
to be able to know what's coming.
You've got to.
You need a coach who maybekeeps her ear to the ground when
things are out here andunderstands what's going on, and
an accountability coach,somebody to hold you accountable
to what you say you're going todo, because if you don't get
things done fast enough,somebody else will.
There's always.
What is it like?
(47:44):
Every time somebody has a goodidea, there's two other people
in the world with the same exactidea at the same time.
Speaker 4 (47:50):
Right, right, you got to act on it.
Yeah and just yeah, think aboutit.
Speaker 2 (47:54):
Yeah, you can be number three or you can be one
or two, you know it's, it's justwhat it is.
I mean, you could be Facebookand be number two and still be
fine, you know friends, friendsit was number one for a while
there.
That's right Anyway.
Well, elizabeth, this has beengreat.
Tell people how they can reachout to you.
You know, throw the website outthere, any other contact
information.
Any way for them to follow youon social would be great.
Speaker 4 (48:15):
Okay, fantastic.
So, as you said, website peakproductivity coachingcom.
I do work with people in thegreater Cincinnati area, but I
also work with people all overthe country.
I've worked with people acrossthe pond, so geography is not a
limitation.
Linkedin is where I do themajority of my social media
(48:40):
activity, and that's.
I spell Elizabeth with an S,not a Z, so that's the trick to
finding me, and then I'm goingto shamelessly put in a plug for
a book that I just co-authored.
I was part of a collaborationand wrote a book called Culture
Impact, and there are 11 of usauthors who talked about
(49:03):
workplace culture from ourdifferent lenses.
So my lens, of course, is aboutcreating a culture not just of
productivity but of contributionand how to motivate your
workforce by creating thoseopportunities to see themselves
as contributors.
So that book, culture Impactyou can find it on Amazon, and
(49:23):
it's another good, another goodway to get a taste of my message
, along with several otherexperts in the culture and HR
world.
Speaker 2 (49:31):
Don't just show up to work every day, actually
contribute, you got it yeah, andthere's.
You heard about these lazy girljobs, did you hear about these?
Yes, that's the new trend aboutthe lazy girl jobs.
And then you've got jobs likeworthless jobs, like what was
the one guy you came up with?
He said be at bullshit, likebullshit jobs, that there's a
bunch of jobs that companiesjust have.
(49:52):
There's like middle of themiddle manager.
It's like there's you knowthree levels of management when
there only really needs to beone guy doing it you know, right
, right, it's crazy.
Speaker 4 (50:01):
There's, there's a job for everyone.
Yeah, this is gotta find it.
Speaker 2 (50:04):
I find it interesting , but I'm not a coach so I don't
know.
But these are things that I'msure you're on top of and you
know you could see these thingscoming a mile away probably.
So, yes, well, elizabeth, thishas been great.
Colin, I are happy you got onhere and this has been helpful
for me, and I'm going to checkout your site and hopefully
everybody else gets out therechecks it out too, and we'll put
everything in the descriptionfor the show.
(50:25):
So, guys, definitely check outElizabeth.
Elizabeth with an S Galperin,gal P E R I N and Elizabeth.
Thank you very much and enjoythe rest of your Wednesday, and
we will too.
Speaker 4 (50:38):
Awesome.
Thanks for the opportunity,guys.
Speaker 2 (50:40):
Thanks, great day.
Thanks for joining us on thisweek's episode of Side Hustle
City.
Well, you've heard from ourguests.
Now let's hear from you.
Join our community on Facebook,side Hustle City.
It's a group where people shareideas, share their
inspirational stories andmotivate each other to be
successful and turn their sidehustle into their main hustle.
We'll see you there and we'llsee you next week on the show.
(51:03):
Thank you.
Welcome to Side Hustle City and thanks for
joining us.
Our goal is to help you connectto real people who found
success turning their sidehustle into a main hustle, and
we hope you can too.
I'm Adam Kaler.
I'm joined by Kyle Stevy, myco-host.
Let's get started, all right.
(00:31):
Welcome back everybody to theSide Hustle City podcast Today's
special guest, elizabethGalperin.
All the way coming to us fromthe northern part of Cincinnati
all the way up by King's Island,how you doing?
We're all the rich people.
Yeah, I don't know.
Speaker 3 (00:45):
It's a love land in.
Speaker 2 (00:46):
Llandon Love land Like I love old love land that
was.
That's a cool little town.
Speaker 4 (00:51):
Yeah, I'm right, five minutes from there, really.
Speaker 2 (00:54):
That's right yeah.
I'm a part of suburbia thesedays, I think the worst crime is
actually happening at King'sIsland right.
Speaker 4 (01:03):
Probably.
Speaker 3 (01:04):
My friend, my friend, my friend's son's the one that
did the Chimarche's thing, yeah,and he had to go on channel
nine and like give this wholeappalled, like the whole family
had to go on and give this wholeapology because people were so
angry.
Dude, this camera was terrible.
Speaker 2 (01:20):
Yeah.
Speaker 3 (01:21):
He's just right up at his head, turn it off.
He just started off.
Speaker 2 (01:25):
Well, don't worry, it's all audio anyway, but they
had to go up there and apologizebecause people were so stupid
and pretended that they werelike these huge Chimarche's fans
.
Speaker 3 (01:33):
The kid the kid that, the kid that they said was
Chimarche's didn't even lookanything like him, His son.
His son was security.
He was like oh, he's 19 yearsold, he had a cheap security
shirt on and parents, everybody,they were like coming up to
this kid, oh my God, it'sChimarche A bunch of morons yeah
, it's bad.
Speaker 4 (01:53):
All it takes is one little leak of misinformation,
right.
Speaker 2 (01:57):
That's right, that's right.
Speaker 4 (01:59):
Well, we're here to talk.
Speaker 3 (02:00):
You're not stupid, you deserve it.
Speaker 2 (02:01):
Yeah Well, there are some people that Elizabeth's
trying to help.
I wouldn't say they're stupid.
They're all entrepreneurs andthey have businesses.
But the problem is, is they're?
Speaker 3 (02:10):
smarter than me, though.
Speaker 2 (02:11):
Well, they have problems with growth, though
they're trying to figure out howto keep their.
And what I liked from yourLinkedIn you had mentioned
something about their peoplewith ADHD, which I think every
entrepreneur has ADHD right.
Speaker 4 (02:27):
I would agree there's some element of it.
For sure.
We live in an ADD world,honestly, so we all experience
the difficulty with stayingfocused on just the important
things.
But, yeah, a lot ofentrepreneurs are.
They lead with their creativemind and therefore paying
(02:48):
attention to the detail andsticking to boring processes and
steps is a challenge, so thatis a large part of who I work
with.
Speaker 2 (02:57):
I'm guessing that has a little bit to do with the
mobile devices we carry aroundevery day and the social media
and the Twitter and everythingelse that's on those devices
that distract us right.
Speaker 4 (03:09):
Yes, 100%.
The 24-7 news cycle and there'salways something new, the shiny
object that we think we mightmiss out.
And therefore, yeah, we tend tospend way too much time
allowing the information to cometo us, versus us going and
seeking out the information thatwe need.
Speaker 3 (03:28):
I would say also I had I never had problem focusing
through school.
But once I started working onmy job, with having to do
different things and not havingdays to do assignments but
having hours at most minutesoften is that you can't.
You start dividing yourself upamongst all these different
(03:49):
tasks to get them finished andthen you get help where you can
get help.
And even when you get help youneed to check with the people
doing the jobs and make surethat they're going to be
completed on time.
And it kind of rewires yourbrain to where you cannot just
sit there and focus in on taxreturns or whatever CPAs get to
(04:11):
do.
You know when you're justsitting at a desk and you've got
a stack of assignments and whenthere are stacks done, the
stack's done.
But it doesn't have to be doneuntil April 15th, whereas on a
lot of this stuff, when you haveto go as an entrepreneur, where
you have to make decisionsspontaneously and
instantaneously, it rewires yourbrain.
I think it does.
(04:32):
I don't have scientific backingto that, but it's just from my
personal experience.
Speaker 4 (04:36):
Yeah, yeah, I would absolutely agree with you and I
think I always.
One of the things that I alwaystell my clients is it's not
really about there being a rightdecision versus a wrong
decision.
You make a decision and thenyou do everything you can to
make it the right decision and Ithink as an entrepreneur, you
know a lot of times you'reyou're paving a path that no
(04:58):
one's paved before.
It's not like there's ahandbook for how you should
build your business, becauseit's a unique business.
So oftentimes we're makingdecisions not knowing exactly
where it's going to take us.
So, you know, don't get caughtup in.
Is it right, is it wrong?
It's I'm going to make adecision and start taking action
and then, you know, doeverything I can within my
(05:19):
control to make that decisionwork for me in the way that I
need it to.
Speaker 2 (05:25):
Yeah, that totally makes sense.
I mean, that's just a differentapproach.
I've actually haven't heardthat before.
It's like, don't worry so muchabout making the right or wrong
decision.
Whatever decision you make mayactually be.
I mean, sometimes you justcan't overanalyze things and you
just got to go with your gutand what you think could work
(05:46):
and then, hey, you know, pivot,make it.
Make it work.
I mean, think of a startup.
You know, if you're going tobuild a startup, you've got this
idea.
You're like, oh, that's a greatidea, I'm going to do this.
But I mean, most startups pivotmaybe two or three times before
they actually find traction andit just it happens and you just
got to work at whatever it is.
Speaker 3 (06:03):
See, I didn't know that until I started getting
involved with you guys, Ithought that you, just you, were
focused in on one task and ifyou didn't succeed in that task,
it's you know, so bad, too bad,too sad, but what it?
But that's not what a goodstartup will do, right?
That's it's they're going to.
They're going to go to whereverthe openings are at.
Speaker 2 (06:26):
Yeah, because I mean your startup could last five,
six years, and things are goingto change.
Speaker 3 (06:30):
And I'm assuming that's where you go with growth
too.
Like you're, you think I wantto grow a specific avenue.
I'm going to outsource this joband you find out later that, no
, I actually have to bite thebullet and I have to actually
pay for a full-time employee inthis role.
Am I right, or am I wrong?
Speaker 4 (06:45):
Yeah, absolutely Absolutely, and it is.
It's that ability to flex andchange.
I mean, I think you know it'sthe yes, we should have a plan
right, but also know that youknow I've got plan A and maybe
I've got plan B and it may endup being that I have to go with
(07:06):
option C, and I think thatoftentimes that is where people
either decide they do want to bean entrepreneur or they decide
and realize, okay, actuallybeing an entrepreneur is not for
me.
I have a friend who's a lawyer,works for a big firm now, and
he calls himself a failedentrepreneur because he started
out wanting to run his own firmand then realized you know what,
(07:27):
I don't want to have to put allthe structure and systems in
place and I don't want to haveto make all the decisions for
myself, and so, again, there'snothing wrong with it.
You know, not everybody ismeant to be an entrepreneur, but
those are the characteristicsthat are.
Extremely important is beingflexible and being able to make
(07:48):
decisions quickly, pivot andthen make the best of the
circumstances.
Speaker 3 (07:53):
I think that takes a lot of courage, because when
you're a, you know regardless ifyou've got a JD or you go and
you get an MBA or hell.
If you just start your ownsoftware company and you come to
the realization that I thoughtI was going to be the next big
thing and it's just not who I'mmeant to be, and so I need to
(08:14):
work with somebody or work forsomebody that takes a.
That's a I don't know.
That's yeah, bite the bullet.
Yeah, that's a ego, admit it.
Yeah, I don't know that I coulddo that.
I admire that, the ability tobe able to do that.
Speaker 4 (08:27):
Right, right.
Yeah, I think growing up, mostof us also are taught that you
decide, you know you decide yourcareer and that's your path for
the next 30, 40 years.
I think that my generation, Ido think that the younger
generations are realizing thatyou can work for multiple
companies and have lots ofdifferent roles and switch
(08:48):
industries and careers, but Ithink that a lot of the
workforce that exists now wewere given that messaging that
you pick what you're going to doand then you do everything you
can to make it work and you knowit doesn't doesn't have to be
that way.
That's the hard way.
Speaker 2 (09:04):
Well, and you're working with people from
different generations, and Imean we're.
You know, at one point we allhad to realize in your whole
website if people go to yourwebsite,
peeqproductivitycoachingcom,you're going to see right away.
It's about productivity.
It's about not just being busy,to be busy, but actually being
productive on things that aregetting you from point A to
(09:26):
point B, whatever that is.
But when you're talking aboutgenerations, I've seen a lot of
young people just on TikTokcrying at the idea that they're
going to be working untilthey're old and it's just like
this isn't how human beingsshould be.
Speaker 3 (09:42):
It wasn't, it wasn't just that generation.
Speaker 2 (09:44):
Yeah, not exactly.
That's what I'm getting.
To that point I've seen cryingin person.
No, no, no, no.
But I'm getting to that point.
We all reach that point in ourlives at some point where you're
thinking you got to leave thenest.
Right, you live in socialism atyour parents' house.
Right, they pay.
You know the house is free, thefood's free.
You know you're sleeping forfree.
Speaker 3 (10:01):
I'm doing socialism completely wrong.
Isn't the authority supposed tobe the one that gets to hold on
to all the money.
Speaker 2 (10:09):
You would think so.
Well, now I'm seeing TikToks ofpeople in Canada crying about
it.
The healthcare is not worth it.
You know all this and thatwe're paying too much money in
taxes.
How can I get to America?
It's like, hey, we don't wantyou here.
But the thing is is you've gotthese problems where every
generation goes through this.
You go through that growingpain of wait a minute, taxes
like you get your first checkand you see those taxes got
(10:32):
taken out of it.
Speaker 3 (10:33):
That was the worst thing.
I was like what the heck?
Speaker 2 (10:36):
happened.
I was about to.
I was counting my money.
I was like I could pay thismuch an hour.
I bet I'm going to go buy this,I'm going to go buy that.
And then you see those taxeslike Medicare.
What is this?
Speaker 3 (10:45):
I almost had an argument with an.
I almost had an argument withour HR lady.
He's like why am I paying intosocial security when I'm not
going to be able to get socialsecurity when I'm 65?
Speaker 2 (10:54):
I'm sure that's not the first time she got that
question she was like it's,you're not going to win this
argument.
Speaker 3 (10:58):
That's like all right .
Speaker 4 (10:59):
Right right.
Speaker 2 (11:01):
So, elizabeth, like what is that?
I mean these are, these aregrowing pains that, like, young
people have, but there aregrowing pains that adults have
when they reach a certain pointin their business.
Can you talk about that alittle bit?
Speaker 4 (11:16):
Absolutely.
So what I see and I'll kind ofgo back to the idea of most
entrepreneurs or individuals whowant to leave, you know, the
big corporation and start abusiness of their own Majority,
are going into their.
They're starting a businessbecause they're great at that
(11:37):
skill.
You know they're a greatarchitect or they're a
phenomenal electrician and sothey have.
They have, they've mastered theskill itself, but the challenge
is running a business as awhole, another set of skills,
and what often comes up whenclients, prospective clients,
reach out to me, it's the.
(11:59):
You know, I want to keep beingthe phenomenal architect that I
am, but I don't know how to keepdoing that and to manage the
business and all of theadministrative side of things.
And then if I'm going to grow,then I'm managing people, and so
I don't know if you guys arefamiliar with the book the
E-Meth.
Speaker 2 (12:19):
Oh yeah, I've read it though.
Yeah, I need to get chat TBT.
To summarize, it.
Speaker 4 (12:24):
Yes, do that, do that .
No, actually read the book,because it's amazing, but it's.
You know it's about.
Are you in the business?
They follow a woman who lovesto bake pies, and you know the
question is are you in businessto bake pies or are you in
business to run the business ofbaking pies?
And so that's often thestruggle that my clients are
(12:44):
facing is, if they want to grow,they have to start doing things
differently, but they also haveto start letting go of things.
They can't be the expertarchitect 40 hours a week.
They have to step back and workon the business.
And then they need to buildinto people, their team and
their employees who are going towork in the business.
(13:06):
So that's often the struggle,and you know, once you come to
terms with that, then the nextstep is okay.
Well then, how do I become agood people manager and how do I
become a good communicator?
And how do I understand the youknow, financial side of running
a business?
And what do the other challengeto overcome is what do I want
(13:30):
to learn to become better at?
And then, what do I want tooutsource?
And so, again, it's beingwilling to say I can't do all of
it myself.
So where am I going to hireteam to execute?
Where am I going to findpartners and outsource tasks?
And kind of rediscovering whattheir zone of genius is going to
(13:53):
be as the business owner, asthe entrepreneur.
So they kind of have to shedthat identity of I'm an amazing
architect and create a newidentity of I'm an amazing
business owner that runs anarchitect firm Amazing.
That, obviously, is just anexample.
Speaker 3 (14:10):
So you sound like you're.
The clients that come to youare more the driven type A
personality founders right there, the ones that have a hard time
letting go.
Because so I got lucky.
When it worth TQL I was likethe hundredth guy hired.
So I was, I was there beforethere was a stratification and
it was just.
There was owners and it wassalespeople in the accounting
(14:31):
department.
That was it.
So I've watched kind of likeoff to the side as Ken Oaks
built the company and he was, inmy opinion, the best at what
you're talking about right now.
He found the people that wasgoing to help him grow, to get
to get to his goals.
He what he didn't feel he wasstrong at.
He hired people to do it.
He let them, he gave themenough rope to do their job.
(14:52):
On the flip side, we've had alot of guys leave and start
their own companies and theyhave gotten into it with the
idea that I'm going to work ashard as I need to work, just
enough to get to the point whereI want to with our income, and
then I might show up twice aweek, I might show up twice a
month.
I'm all that, everybody elsethey're not going to grow it
(15:13):
like Ken did.
Well, they're not going to bedriven.
So she's dealing with peoplethat are driven to.
You know they're.
They are going to put in the 90hours that it's going to.
That's going to be required.
They're going to be shootingout emails at 3 30 in the
morning when motivation hitsthem and then wakes them up from
sleep.
So, yeah, I, I, I canunderstand, like who you're
dealing with.
Speaker 4 (15:33):
Now it makes it much more sense to be yeah, and then
the reason that I'm a resourceis because they are driven to
work as many hours as humanlypossible and they will burn, you
know, the candle on both endsand they will be sending emails
at 3am.
But that's not sustainable,right?
And so my goal as aproductivity coach and
(15:55):
consultant is helping them tofigure out how to build it, but
how to do it in a sustainable,healthy way.
That's not going to, you know,ruin your personal life or
destroy relationships or andresult in getting burnout and
losing that motivation and drivethat got you there in the first
place.
So it's how do you build, growand scale while still
(16:19):
maintaining what you need forfor the personal side of life
and, you know, being able toperform at your peak in the
business, but then still havetime to pursue the passions
outside of that part of you?
Speaker 3 (16:33):
So what's like your hardest, what's the hardest
bugaboo to get Get these ownersto get over?
Is it is it?
Is it in the sales side of it?
Is it in the?
Is it in the just theoperations side of it, or is it
just it's all dependent and it'smixed between all your clients?
Speaker 2 (16:50):
For me it's always been sales it's.
I can do my sales myself, butyou're never going to grow
unless you can hire like adedicated salesperson, like in
my, in my.
That's my problem, you knowwith all my stuff.
Speaker 4 (17:00):
Yeah, it really is unique.
I mean it really a lot.
I will say that A lot of it isa mindset.
I was just talking to a clientearlier today who was talking
about the mental guilt that sheplaces on herself when she is
doing something for herself orfor her family and not for the
(17:23):
business.
And so, again, going back toyou know you're only successful
if your butt's in the seat andyou're cranking out, you know,
products or emails or whateverit is that you know you deliver
in your business.
So a lot of it is getting overthose stories that we tell
ourselves and kind of having anew paradigm of how do I want to
(17:47):
define success, how do I wantto define productivity and you
know, how do I want to againcreate this way of life that's
sustainable.
And where am I willing to?
I don't want to say like,accept your weakness, but where
am I willing to say, hey, thisis not something that I want to
(18:11):
become great at or that I needto master, and it's better for
me to find someone else that cando this so that I can stay, you
know, in my lane.
So it is.
It's a combination of thedifferent components of a
business that you know have to.
You have to have sales, youhave to have operations, you
(18:32):
have to have, obviously, thedelivery and the customer.
You know service or support andyou know again.
So, figuring out, where are yougoing to as the owner and
leader, where are you going toexcel?
And then, where are you goingto pull in the other individuals
that can do that better thanyou and be happy with that?
(18:54):
It's not a competition right.
You want to surround yourselfwith people that are better at
things than you are.
Speaker 2 (19:01):
Well, also.
Yeah.
So you know this brings upsomething what Kyle said and
what you kind of touched onthere for a second.
So after this podcast I'm goingto AVH.
I don't know how much you knowabout AVH or nor the guitar,
yeah, but Jill Morenz she was onthe podcast a couple episodes
ago.
One of her former I guessstudents or whatever is you know
(19:23):
working out of my commercialkitchen in the basement she's
killing it doing over a millionin revenue.
My cousin was also a graduateof that program.
She sold the same businesstwice.
She's kind of going through abarstool sports thing now where
they paid her to take yeah, soit's kind of the same thing, but
she sold the same businesstwice.
Now she's on to another mobiletaning business and it seems
like you know that thing'sproducing really good people and
(19:46):
business owners that know howto scale.
But she said and actually Ithink it was Mavis might have
brought it up, somebody broughtit up to us but they said that
female business owners only 3%of them get to over a million in
revenue a year.
And you mentioned somethingabout someone feeling guilty
because they were working onfamily stuff instead of the
(20:07):
business.
And I almost feel like and Jillbrought this up too.
She said men would feel, Iguess, like they have permission
to grow and scale and beat eachother and, you know, make these
huge businesses where womenalmost feel like guilty, like
(20:27):
the community itself, kind of ohwhat's, where were your kids?
Like, what's going with yourkids?
Like, I see you're out herehustling, you're grinding,
you're doing your thing, but youknow how your kids okay, are
they getting good grades, arethey?
You know, nobody asked guysthat like, hey, how are your
kids.
I don't know our wife takescare of that.
I'm hustling, I'm trying tomake us money.
We're getting paid, like howdoes that?
And I'm sure you have women,you know executives and stuff
(20:51):
that come to you.
But do you get that a lot?
And I just want to get down toit, because I've had Jill on,
I've had Mavis on who'ssuccessful, I've had my cousin
on and it's good to, I think,get it out there to maybe say,
hey, look, you do havepermission to grow a big
business, you can do this.
What's your experience withthat?
Speaker 4 (21:12):
I would agree with you.
I mean, again, not tostereotype or to say that all
women this and all men that, butI do think that there is a lot
more conversation with my femaleclients about the you know how
do.
How can I do it all?
How can I grow the business?
How can I, you know, put myheart and soul into the business
(21:35):
?
And then how can I still be asuccessful parent?
And that's where, you know, theconversation that I typically
begin with with all clients ishow are we defining success and
productivity for you?
Because it is, it is up to us.
If we are a business owner, ifwe are an entrepreneur, we get
(21:57):
to make those rules in a sense,and we don't have to prescribe
to.
Well, at my old job, this washow we decided that somebody was
, you know, able to be promotedor was successful, and so the
conversations are definitelydifferent with my female clients
than with my male clients.
In terms of, you know, successfor a female client is often you
(22:19):
know, I'm getting my work done,I'm taking care of myself and
I'm spending quality time withmy kids.
I think with a lot of my maleclients, there's more focus on,
you know, yes, I'm available to.
You know, I'm present with myfamily, and then I think there's
(22:39):
also maybe a little bit more ofan emphasis when they're
defining success andproductivity.
And you know how are theymanaging and leading their
leadership, leading the team.
So you know, I think that it isthere are still a lot of
societal expectations that womenface that are different from
(23:01):
them.
There's also you know how muchJill talked about this with you
but there's also the idea thatfemale led organizations and
startups get such a small pieceof the pie when it comes to
investments and capital.
So there's still a lot ofprogress to be made, but again
it's.
There's the external challengesand then there's the internal
(23:24):
challenges we do as women.
We spend a lot more timethinking about, you know, what
should I be doing and what couldI be doing better?
And I do think that men areable to just have a little bit
more of blinders on and to befocused on what am I doing right
now and and how do I stayfocused on this, and are a
(23:45):
little less distracted by the,the other noise that goes on
outside of that.
Speaker 2 (23:51):
Well, also, you just being able to like sell the
vision.
I think you've got men that arelike, oh, this is going to take
over the world.
We're going to scale it up.
It's we're going to do abillion a year.
It's going to be huge.
And women are thinking in theirheads wait a minute, I can't do
all that because I got thisthing to do.
I got this.
Family response was I got this.
So they start more lifestylebusinesses.
Jill and I talked about that alittle bit where they start more
(24:13):
like lifestyle versus thesegrowth crazy.
Just, I'm going to take overthe world and saying business
ideas, you know yes, they'realso really with what they can
do.
Speaker 4 (24:26):
You know, right, right.
Another really interesting factthat I read recently is about
the difference of men and women.
Men will often put their namein the hat for a position that
they're not fully qualified for,whereas women, if they see a
job posting, or again if theythink about what does it take to
(24:46):
be a business owner, and ifthey don't feel like they checks
every single box, they will notput themselves into
consideration.
And so I think men are willingto be more of the I'll build the
plane while I'm flying it,whereas women are like oh no, no
, is this plane fully ready totake off before I get in and,
and you know, get behind thewheel.
(25:08):
So I do think that that'sanother part that is different
in the work that I do, andcertainly in you know what Jill
is seeing with startups, andit's just, it's a different risk
taking.
I think that's really what itboils down to.
Speaker 2 (25:24):
Because we think we're just going to make it up
in the interview, like we'll be.
Yes, I can talk around that.
Yeah, if it's a guy like we'rejust like oh, yeah, I'll make it
up in the air, We'll talksports and stuff when I get in
there and I'll, you know, I'llthrow this in there and that in
there, and it'll be fine.
Like well, yeah, I'll be as myway through it, like that's what
we think in our head, I think,and I think that's actually been
validated too.
I remember reading somethingsimilar at one point and yeah, I
(25:48):
think that was it.
Like we just think we're prettyconfident in our ability to
like BS.
Essentially, yeah, yeah, andwomen like I can't lie about
myself Like I don't want to.
Yeah.
Speaker 4 (26:00):
Right, right.
I think the other differencethat I will see is I do find
that women are they wait longerbefore they ask for help, so
before they will bring in acoach Again, it kind of goes
back to that I should be able tofigure this out myself, whereas
I find that my male clients, ifthey, you know, hey, I need
support here, and you know,either I can't do it or it would
(26:23):
be faster if I had someone helpme with it I do find that men
are more willing to make thatdecision and and pull in that
support earlier in theirbusiness growth than women.
Speaker 2 (26:36):
Well, what about?
Do you feel?
Like people hold back andthey're like oh, I don't want to
bring up the familyresponsibilities because that's
not her job.
You know, I'll deal with that.
She just needs to.
She just wants to talk aboutthe business.
Like, are they afraid?
Like because if it's aboutproductivity, it's everything in
your life, it's not just aboutthe business.
Like we're not isolating justthe business, right?
Speaker 4 (26:56):
Right, Right, you know I I don't find that and I
think it has to do with ifthere's anything people tell me
I'm I'm really good at doing,it's listening, and so I don't
know if it's the energy I putoff or what it is, but so often
clients at the, at the beginningof our relationship will say,
(27:19):
man, this almost feels like atherapy session.
They are able to kind of breakdown.
You know, I can, I can lowerthe walls.
I think with with individuals.
And again it has to do with thehow I position things up front,
which is, if I'm going to helpyou become more productive and
successful in your business, wehave to talk about things
outside of the business.
(27:39):
There is no such thing as worklife balance and you know, at
five o'clock you leave theoffice and then you don't return
to work until 9 am.
None of us live that worldanymore.
And vice versa.
When you're at work you're alsothinking about the kids and
managing household things.
And so you know, I think it'sthe positioning of being a,
(27:59):
being productive, being asuccessful business is it's 360.
It's every part of you, yourlife, and so you know, I
position that pretty early onand that, I think helps people,
kind of, you know, getcomfortable with talking about
what's going on with their kidsand with their family and how
(28:20):
that impacts the, the goals thatthey have in their business.
Speaker 2 (28:25):
Well, eventually Kyle's going to ask a question,
but I'm not going to let himbecause I got so many questions.
So I'm going to jump in as soonas you get that talking, as
soon as I see your lipstopmoving, I'm jumping in.
But what I'm interested in, toois is, outside of just the
one-on-one coaching that you do,you also do keynote speaking.
You're talking to teams, youknow.
I've noticed we've interviewedseveral, you know, business
(28:47):
coaches and honestly, I thinkthis is a great thing to do if
you're an expert and you'regoing to take this from a side
hustle into a main hustle,because I actually had a
customer who was a Navy SEAL,who did this, and he's doing
gangbusters business now.
Like it's crazy.
When we first started I wasjust doing his logo.
He was hoping he could get somepeople.
(29:07):
Now it's just the word spreadslike wildfire through these,
through these businesscommunities.
So you're doing these, thesecoaching sessions for entire
teams, for companies, and thenyou probably have individual
people who are like hey, I'vegot.
You know, I'd love to doone-on-one sessions.
So out of those big trainingsessions, you probably end up
(29:30):
with a few, you know, individualsessions as well, right.
Speaker 4 (29:34):
Absolutely, absolutely.
I mean when.
So, when I started my business,it was a side hustle and I
didn't have a budget formarketing and so speaking was my
go to.
So I would go speak to anygroup that would have me,
whether it was a local, you knowcivic group, whether it was a
moms group, whether it was alunch and learn, you know, for a
(29:56):
small or medium sized business.
And that was that was mymarketing.
It helped people to understandwhat I did very quickly and to
also get to know me, my you knowwhat my personality, what my
energy is like.
Because, again, when you startworking with a coach, you have
to, you have to, there has to besome synergy there, right, yeah
(30:17):
, and so that the speaking andthe training, a it helps.
I mean, it's a one to manyformat, right, I get to share
some of my knowledge and myexpertise and I get to share it
with multiple people at once soit gets my message out in a
faster way.
But, yes, then it's.
You know there are certainthings that might be a part of
(30:39):
my speaking or training thatreally resonate with an audience
member.
And then, ideally, you knowlike I'll often speak to, let's
say, a chamber.
You know I'm involved with theNorthern Kentucky Chamber and if
I speak at one of their, youknow connect hours or happy
hours there are, you know, let'ssay, there's 40 different
professionals from 40 differentcompanies in the room.
(31:02):
Somebody there, you know, ormultiple people there, are going
to think to themselves.
You know this would be a greattopic for my team, or this is we
were just talking at the watercooler about how inefficient we
feel like our meetings are orhow inefficient our email, you
know communication is.
So, yes, that's often thecatalyst for someone reaching
(31:23):
out and saying, hey, I don'tnecessarily need six months of
coaching from you, but my teamor my organization, we would
love to have you come in andteach us some best practices or
help us develop some specificcustomized processes for our
team based on you know what wedo and how we do it.
Speaker 2 (31:42):
I've always been interested in this stuff.
Like, how do you stand up andremember all of this?
Like, like, is there a lot ofinteraction in your things?
Like, do you stand up there,like what's?
How are your sessions if youwere to go into a company and
you were to do one of these?
What is this format?
Like, how does that?
Speaker 3 (31:59):
how does?
Speaker 2 (32:00):
that format work for you.
Well, so what?
Speaker 4 (32:01):
I call my keynote is I teach my.
It's a kind of a signaturemethod that I created.
It's called the Ascend method.
So there's six fundamentalsthat I'm teaching people that
impacts their personalproductivity and has kind of a
domino effect within, again,their team or their organization
.
So I mean, that is, that is myintellectual property.
(32:23):
I've been developing that forthe last 15 years since I
started my business.
So I can talk about that withmy eyes closed and nothing, you
know, to prompt me.
So if I'm doing something,that's really it, it it's almost
always stemming off of kind ofthose fundamentals that are part
of my Ascend method.
But yes, if I am reallycustomizing something to a
(32:45):
specific organization, then I amdoing a lot of work to make
sure that.
Hey, I'm talking to a group oflawyers and so billable time.
I'm talking to a group oflawyers.
Time is an extremely importantelement here.
So I'm going to have to talk tothem about time management in a
different way than I might.
A group of you know engineers.
(33:06):
So you know, in terms of therethere is prep, right, that's
what PowerPoint slides are for.
They're for me as much as theyare for the audience, and it's
practice, you know I, I mean, Iused to.
I tell people all the time.
I used to be terrified ofpublic speaking and you know so
(33:26):
it is.
You get up and you just, if youmake a mistake, you make a
mistake, right, I'm human and,yes, I.
The more the audience caninteract, the more I can ask
questions and get information,and the more they can ask
questions and I can giveinformation, then the more it's.
I think of it more as like aconversation than necessarily
I'm up here giving a lecture andyou know there's 90 bullet
(33:48):
points that have to make sure Ihit.
The more I can treat it like aconversation and more of a, you
know, a round table typesituation.
Then there's again I'm flexible, I can pivot right.
Well, I was going to talk aboutsomething next, but this
question I'm going to go in adifferent direction.
So it's learning to kind of letthe conversation and the topics
(34:12):
flow, then having to stick to aprecise plan.
Speaker 2 (34:17):
And then bringing them back like at some point,
like it just goes so far.
Speaker 3 (34:20):
I was in one of those today where it's like no, I got
to bring them back.
Speaker 2 (34:23):
I got to get.
I got to get something out ofthis meeting, but you're going
to learn as you're going tolearn as much from them than
every single time you'rebuilding and you're building.
And I think what people don'tunderstand is they get this
imposter syndrome and they don'tthink that they can be a coach.
And I mean you look into yourbackground.
I mean you know it'sunbelievable In 15 years
coaching.
I mean you've been doing thisfor a while the ascend methods
(34:44):
awesome.
I was looking through each oneof those.
I was like, which one of thesedo I need help with most?
And I'm going through it andI'm like, oh no, it's every
single one of them that I needhelp with, it's not just one of
them.
Like, I guess distractionsmight be the, the or
communicating boundaries alsomight be a problem, because I,
you know, my wife always tellsyou you got to do better with
your boundaries.
You can't just, you know, havea coffee meeting with everybody
(35:04):
every day.
You know you've got to.
You got to get work done atsome point.
But yeah, I mean you're goingthrough that whole ascent thing
and it's like every single oneof them is important and it's
great that you're able to breakthat down into.
You know one word, you know,that describes each one of these
things and it's good to have IP.
So if anybody's out there andyou're trying to do a side us on
(35:25):
, your thinking, hey, I mightwant to be a business coach.
It sounds like a really coolthing.
It takes time to build that up.
It takes time to get over theimposter syndrome.
It takes time to build up yourclient base.
It takes time to get over thefear of public speaking.
Maybe join a local toastmastersor something like that, so you
can, I think, from a To touch,from for the, or even, like I'm
(35:47):
in the CBC, the coming tobusiness council, and everybody
goes around the room and you saywhat you do and you learn that
little 30 second elevator pitchby doing that.
Enough right, and, like yousaid, you could be blindfolded
and do one of these things atthis point.
Speaker 4 (36:00):
Yes, and I'll also say that I am a coach who I
wouldn't have I wouldn't bewhere I am, I wouldn't have my
methodology, my intellectualproperty defined if I hadn't
worked with coaches.
So I've worked with marketingcoaches, I've worked with
speaking coaches, I've workedwith business coaches.
So you know, I'm of the beliefthat every one of us needs a
(36:23):
coach and a therapist, just likewe need doctors and dentists,
right?
But again it's, I've had tolean into other experts to get
to where I am.
And I often say you know, makesure that if you're hiring a
coach, make sure they have acoach, because that means I'm
walking the talk right.
I believe in coaching to thepoint that I need it for my
(36:46):
business, just like my clientsneed it for their business.
Speaker 3 (36:48):
What's hilarious is that many of these guys that
started business, they'll spendthousands of dollars on golf
coaches.
They'll spend thousands ofhours watching how to you know
slice it and then hook it andwhatever draw it instead of hook
it and all this other stuff,but when it comes to like things
that will actually bebeneficial to their business,
(37:09):
there's there's this, just likefeeling of inferiority if you
have to get help.
Speaker 4 (37:16):
That's true.
Yeah, absolutely.
That's often, yeah, one of like, if you asked me what are some
of the objections that I that Isee it goes back to that idea of
why I should be able to do thismyself.
Or I think, if I could read,I'll just read some books, right
?
How many books have you read?
And maybe you took like a tinylittle bit of action from it.
(37:37):
But has any book actually, youknow, transformed your life or
your business?
No, you need a person, you needa partner, you need someone
that's holding you accountable,that's showing you the way.
And so, you know, I think we dohave to get past the idea of I
should be able to do it myself.
We have to get past the idea ofI should be the smartest person
(37:59):
in the room, right, and then,and then, yeah, what's?
It's an investment not just inyourself, but it's an investment
in the longevity of yourbusiness and it's an investment
in your team, and that's, youknow, it's not really measurable
once you see it that way.
It's invaluable once you see itthat way.
Speaker 2 (38:18):
When everybody needs an accountability partner.
I think it's kind of whatyou're saying too.
It's not just about this coachwho knows more than you.
It's about you told me you weregoing to do this and then you
didn't do it, you know, oh,maybe throw some guilt in there,
like my other clients did it.
I don't know what's wrong withyou, buddy.
But you know I'm Catholic, soit works on me.
So, yeah, but throw a littleguilt in there.
(38:41):
And then, but no, but I meanyou need an accountability
partner.
And, and you know, I didn'treally think about this until
maybe just now, but every time Icome up with a new startup idea
or a new idea, I'll like tellit to everybody, and then
everyone you know, instead ofkeeping it close to vests, and
everybody's like don't tellpeople your ideas until it's the
thing and somebody's going totake your idea and all.
There's nobody's going to takeyour idea, like this deal, right
(39:02):
.
They like people got a millionideas of their own that they
want to work on.
They don't go steal your ideaand then they don't do anything
with them either.
So don't worry.
But I tell people and I'm likehey, you know, every once in a
while somebody comes by hey,Adam, what about that idea?
I thought that thing.
And they're like yeah, I know.
I need to do it, you know, andit's kind of like you've got all
these external accountabilitypartners, in a way, that are
that are breathing it down yourneck about this thing, you know.
Speaker 4 (39:25):
I mean there's, there is research that that
specifically says when you havea goal or an idea and you think
it, you know you might be Idon't know 20, I'm not going to
be the right percentages, butyou have to be 20% likely to
move on it when you simplywriting it down, even with no
other eyeballs on it than yourown.
Once you write it down, youbecome more accountable to
(39:47):
actually taking action.
And then the most theguaranteed way to get your idea
to move forward or to get youyourself moving towards a goal,
is sharing it with anotherperson.
And that actually goes back toyou know, we, thousands of years
ago right, we are tribe people.
Right, we used to survive andthrive because we were part of a
(40:09):
tribe, and the reason is we'remore motivated by the idea of
pleasing or supporting othersthan we are ourselves.
And so that's why, if you sayto a buddy, hey, I've got a
great idea for a podcast, younow feel a sense of not
necessarily obligation, but youwant to.
(40:31):
You want to prove to yourfriend that that was important
to you.
And if he thought it was agreat idea, you want to actually
bring this idea to life becauseit might help him.
And so when we rely onourselves, we're really we are
our own worst accountabilitypartner, and so if we look at
kind of the neuroscience behindit and the history of how humans
(40:53):
thrive, we absolutely need totap into other people.
Speaker 2 (40:57):
Well, you know, Kyle came in today and was like Adam,
when are you going to get donewith that, that project?
I could have used that todayand I'm like, oh, you're right.
Yeah, Well, the cool thing isis like the limiting beliefs
thing on your website too.
I went to the you know yoursubscribe page and the the list
here of things that people thinkI don't know how to create
(41:19):
structures and systems.
I am a disorganized person.
I am terrible at timemanagement, I'm too ADD, I'm not
a good leader, I am not a greatcommunicator, I can never focus
, I'm terrible with details,Like all those things, like I've
thought all those things before.
You know, and I think it goesthrough everybody's head and
when you feel like you don'thave all the things right, like
(41:43):
you mentioned all the tools, theright tools, the right systems,
the right resources, that leadsto procrastination.
Speaker 4 (41:50):
Yes, absolutely, absolutely.
And you know, just because youthink you've always been a
disorganized person, thatdoesn't actually mean that you
are, that you have to be, sothat you know when you said
what's one of the biggest youknow challenges, it's getting
people to stop thinking whatthey've been thinking and create
some new beliefs and some newthoughts.
(42:10):
But that actually takes timeand work because you're
literally creating new neuralconnections in your brain.
If you want to get nerdy andscientific on it.
Speaker 2 (42:21):
It does, it does, yeah, yeah, well, and then also
I mean you've I was just readingthe other day.
I'm fascinated with, like humanbeings and how we operate and
like why we do the things we do,similar to what you said about
how we're tribal people, butalso some people that are smart,
some people have high IQs andthey are terrible communicators.
(42:41):
They're terrible listeners.
A lot of times you really haveto train yourself, like you did,
to be able to actually listento people, because I'm worried
about what I've got to say next.
I've got all this informationin my head and, instead of
having a conversation, you endup creating a lecture for these
people and they're looking forthe exit.
(43:02):
They're like, oh my God, thisperson.
I gotta get out of the damnconversation because this person
is doing another lecture in methis whole time.
Speaker 4 (43:09):
Right.
Yeah, there's some interestingin fact there's whole books upon
it that the way most of ourbusinesses, in America at least,
are built is that to promote,you eventually have to become a
manager.
But how many people getpromoted to management simply
(43:31):
because that's the next level ofpromotion?
But they don't have peoplemanagement skills and so again
it's.
You know, we don't justautomatically become good at
managing because that's the nextrole in the climbing the ladder
.
Those are soft skills that ifyou don't have them, naturally,
yes, you can develop them, butthey don't just come with a
(43:52):
title Right, which often getsassumed in larger organizations.
Speaker 2 (43:57):
Well, have you heard of this?
I can't remember what the bookis, but Peter Turchin, and he
speaks about the overproductionof elites in America.
No, oh.
Yeah, where he said there's toomany college educated people
going after the same positionsand not enough of those
positions, yeah, and when thosepeople can't find jobs they
(44:19):
become kind of disruptive tosociety.
Okay, it's really interesting.
Like yeah, you shoulddefinitely check it out because
it could also play into some ofthe stuff that leads people into
possibly becoming entrepreneurs.
So they could be negative insociety because they feel
slighted.
They feel like, well, I wentinto that underwater basket
(44:42):
weaving class and I thought Iwas going to get a degree doing,
I thought I was going to job,you know, working in Mexico
doing underwater basket weaving,but there was only five of
those jobs available, right?
So they don't.
And now there's a class tolearn about.
What's her name?
The singer lady who's goteverybody.
What's her name?
Speaker 3 (45:00):
There's like a million, no, the one that just
came here that everybody was.
Speaker 2 (45:03):
Taylor Swift, taylor Swift.
There's a class in Taylor Swift.
What college worth its salt?
Like who spends $300 a credithour to go learn about Taylor
Swift?
Like just go be a plumber, gobe an electrician or something
Like what are you doing out here?
Colleges should be ashamed ofthemselves.
But anyway, long story short,like I mean, you've got too many
(45:23):
people going off thesepositions and it may not be they
become disruptive in a bad way,like they become these, like
annoying political people andjust complaining all the time
because you know college was tooexpensive and this, and that
they could become disruptive inan entrepreneurial way, where
it's like I can't find a job inthis thing, so now I'm going to
go out and create something.
Speaker 4 (45:44):
Yes, yeah, I would, I would.
I'm a glass half full person,so I would like to follow that
chain of thoughts.
Speaker 2 (45:51):
That's what I would hope, that's what I would have,
right, yeah?
Speaker 4 (45:53):
Right.
Often it is Okay Apparently Idon't fit into the system that
already exists, so how can Icome over here and start
something new and kind ofdisrupt, disrupt the system or
disrupt the industry, and thatas, as you said, that that can
can be a positive.
But I agree.
I mean I think you know thereis, our society definitely still
(46:17):
puts too much value on you know, did you get your degree and do
you wear a suit to work?
And you know, I think at somepoint we're going to hit a
tipping point where I mean thereare trades individuals that
will make more money than youknow, most CEOs.
So there's opportunityeverywhere.
It's just learning that it'sokay to follow your own path
(46:40):
versus having to follow thetraditional path that we tell
people is how you becomesuccessful and make money.
Speaker 2 (46:47):
Yeah, I mean, and it could lead in his thing.
I'm reading it here why do somany elites feel like losers?
So if you don't get into thatyou know you went to school for
whatever you're not one of thefive out of the hundred people
selected for the job you reallywant it could lead to you
feeling like less than capableand you're not.
(47:08):
You just you didn't know themacro effects.
Maybe there was a hundred ofthose jobs when you first
started college and now thereyou only need 10 of them because
maybe AI disrupted that.
Right, there was something youdidn't see come in.
That changes everything.
Speaker 3 (47:21):
Yeah, and you just never know in the world.
Speaker 2 (47:24):
So I mean you've got to be able to adapt, you've got
to be able to know what's coming.
You've got to.
You need a coach who maybekeeps her ear to the ground when
things are out here andunderstands what's going on, and
an accountability coach,somebody to hold you accountable
to what you say you're going todo, because if you don't get
things done fast enough,somebody else will.
There's always.
What is it like?
(47:44):
Every time somebody has a goodidea, there's two other people
in the world with the same exactidea at the same time.
Speaker 4 (47:50):
Right, right, you got to act on it.
Yeah and just yeah, think aboutit.
Speaker 2 (47:54):
Yeah, you can be number three or you can be one
or two, you know it's, it's justwhat it is.
I mean, you could be Facebookand be number two and still be
fine, you know friends, friendsit was number one for a while
there.
That's right Anyway.
Well, elizabeth, this has beengreat.
Tell people how they can reachout to you.
You know, throw the website outthere, any other contact
information.
Any way for them to follow youon social would be great.
Speaker 4 (48:15):
Okay, fantastic.
So, as you said, website peakproductivity coachingcom.
I do work with people in thegreater Cincinnati area, but I
also work with people all overthe country.
I've worked with people acrossthe pond, so geography is not a
limitation.
Linkedin is where I do themajority of my social media
(48:40):
activity, and that's.
I spell Elizabeth with an S,not a Z, so that's the trick to
finding me, and then I'm goingto shamelessly put in a plug for
a book that I just co-authored.
I was part of a collaborationand wrote a book called Culture
Impact, and there are 11 of usauthors who talked about
(49:03):
workplace culture from ourdifferent lenses.
So my lens, of course, is aboutcreating a culture not just of
productivity but of contributionand how to motivate your
workforce by creating thoseopportunities to see themselves
as contributors.
So that book, culture Impactyou can find it on Amazon, and
(49:23):
it's another good, another goodway to get a taste of my message
, along with several otherexperts in the culture and HR
world.
Speaker 2 (49:31):
Don't just show up to work every day, actually
contribute, you got it yeah, andthere's.
You heard about these lazy girljobs, did you hear about these?
Yes, that's the new trend aboutthe lazy girl jobs.
And then you've got jobs likeworthless jobs, like what was
the one guy you came up with?
He said be at bullshit, likebullshit jobs, that there's a
bunch of jobs that companiesjust have.
(49:52):
There's like middle of themiddle manager.
It's like there's you knowthree levels of management when
there only really needs to beone guy doing it you know, right
, right, it's crazy.
Speaker 4 (50:01):
There's, there's a job for everyone.
Yeah, this is gotta find it.
Speaker 2 (50:04):
I find it interesting , but I'm not a coach so I don't
know.
But these are things that I'msure you're on top of and you
know you could see these thingscoming a mile away probably.
So, yes, well, elizabeth, thishas been great.
Colin, I are happy you got onhere and this has been helpful
for me, and I'm going to checkout your site and hopefully
everybody else gets out therechecks it out too, and we'll put
everything in the descriptionfor the show.
(50:25):
So, guys, definitely check outElizabeth.
Elizabeth with an S Galperin,gal P E R I N and Elizabeth.
Thank you very much and enjoythe rest of your Wednesday, and
we will too.
Speaker 4 (50:38):
Awesome.
Thanks for the opportunity,guys.
Speaker 2 (50:40):
Thanks, great day.
Thanks for joining us on thisweek's episode of Side Hustle
City.
Well, you've heard from ourguests.
Now let's hear from you.
Join our community on Facebook,side Hustle City.
It's a group where people shareideas, share their
inspirational stories andmotivate each other to be
successful and turn their sidehustle into their main hustle.
We'll see you there and we'llsee you next week on the show.
(51:03):
Thank you.
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