November 18, 2025 • 17 mins
You have seventeen brilliant business ideas in your notes app right now. Every single one of them is good. Legitimately good.
But your business isn't growing the way you want it to.
The problem isn't that you need better ideas—it's that you have too many good ones. In this episode, I'm breaking down the entrepreneur's curse: being brilliant enough to see opportunities everywhere, but not strategic enough to know which ones are actually yours to take.
We're talking about why more ideas don't equal more growth, the hidden cost of pursuing every opportunity, and the three-question filter that will help you choose which ideas deserve your focus (and which ones belong on your "not now" list).
If you're ambitious, creative, and spread way too thin, this episode is your permission slip to finally focus on the one thing that will actually move your business forward.
WHY THIS EPISODE MATTERS
For ambitious entrepreneurs struggling with:
- Too many ideas and not enough execution
- Scattered focus and lack of momentum
- Revenue plateaus despite working harder
- Team confusion about priorities
- Feeling busy but not productive
- Analysis paralysis from too many options
- Opportunity FOMO (fear of missing out)
- Building multiple businesses at once
This episode will help you understand why strategic focus beats scattered execution—and how to finally choose the right opportunities instead of trying to pursue them all.
IN THIS EPISODE, YOU'LL DISCOVER:
✅ Why having too many good ideas is sabotaging your business growth
✅ The hidden cost of every new opportunity you say yes to
✅ Why diversification works for investing but kills early-stage businesses
✅ The difference between what's possible and what's actually aligned with your vision
✅ The three strategic questions that separate good ideas from aligned ideas
✅ How to create a "not now" list so good ideas don't go to waste
✅ Why strategic patience is a competitive advantage
✅ The CLEAR Process framework for evaluating opportunities
✅ How to choose your one big focus (and commit to it for 6 months)
✅ Why saying no to good ideas is actually the most ambitious thing you can do
Thanks for listening!
Connect With Me:
📩 Join my email list: https://www.jenncodysolutons.com/subscribe
📱 DM me on Instagram: @solutonsbyjenncody
If you enjoyed this episode, share it with a friend who needs to hear this message!
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📌 Apple Podcasts | Spotify | Buzzsprout
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
SPEAKER_00 (00:13):
Hi there, welcome to the Create Your Day podcast.
I'm your host, Jen Cody.
Welcome to a new week.
So I want to start off thisweek's episode going through a
scenario with you.
Think about the notes app onyour phone, right?
At any given time, what do youhave in there?
17 different ideas, um, new waysthat you can potentially grow
your business, maybe new offersthat you can create, new
(00:34):
marketing strategies you canexplore, partnerships that you
can try, um, pivots you canmake.
Every single one of them is agood idea.
Plus, there's the stuff you havearound your house, right?
Like ideas around recipes andfurniture and vacations, so many
ideas all the time.
And you're not delusional.
These ideas have real potential.
But do you know what's alsotrue?
(00:56):
It's that your business isn'tgrowing the way that you want it
to.
You're working hard, you'resmart, and you're capable, but
somehow you're still stuck.
And maybe you're sitting therethinking, I just need to find
the right idea.
The one idea, the one that'sgoing to crack this all open for
me.
But this is not your problem.
Your problem isn't that you needbetter ideas.
(01:17):
Your problem is that you havetoo many good ideas.
So today we are talking aboutthis curse because entrepreneurs
are smart and they are so smartthat they are able to see
opportunities everywhere.
And unfortunately, we're notalways strategic enough to know
which ones should we actually begoing after.
So, welcome back to the podcast.
(01:38):
If you're new here, like I said,my name is Jen, and I help women
gain clarity, gain confidence,and scale their lives and
businesses without losingthemselves in the process.
That last part, that's whatwe're talking about today.
Because there is this myth inentrepreneurship that the more
ideas we have, the moreopportunities we will get.
(01:59):
That if we're smart and creativeand strategic, that we should be
exploring every avenue, testingevery possibility, saying yes to
every potential.
But then what actually winds uphappening?
We have a business that looksgreat on paper, but feels
totally chaotic to actually run.
So what we're going to do is getclear on why good ideas might be
(02:20):
our biggest strategic threat.
You know what nobody tells youwhen you start your business?
They don't tell you that thehard part isn't coming up with
ideas.
They come at us like fastballs,right?
Like constant ideas smacking usin the face.
The hard part is knowing not topursue all of them.
When you're ambitious and you'restrategic, your brain is
(02:41):
constantly seeing possibility.
Maybe you listen to a podcastand you think, I could do that.
You see what a competitor isdoing and you think, maybe I
should be doing that.
A client maybe asks forsomething totally different and
you change your entire offerstrategy.
And why do you do this?
You do it because you feel likeyou are leaving money on the
table.
You start adding things, a newservice here, different
(03:04):
marketing channel there, a newpartnership, another offer, all
because you think you're leavingmoney on the table.
None of this is bad.
This is actually kind of theinsidious part of all of it.
These are not vanity projects.
This is not shiny objectsyndrome, because we have that
too.
That's not what we're talkingabout.
These are legitimateopportunities being pursued by a
(03:26):
legitimately capable person.
You.
So what's actually happeninghere?
What's happening is you'rebuilding a business with too
many growth strategies and notenough growth.
Because every good idea costssomething.
And I'm not just talking aboutmoney, although that is part of
it.
I'm talking about somethingthat's actually even more
expensive when it comes to youand your well-being, and that is
(03:49):
your capacity.
Every new offer you create meansless energy for the offers that
are already working.
Every new marketing channelmeans less consistency in the
channels that you've alreadybuilt.
Every pivot means that you'relosing momentum in the direction
that you were originallyheading.
And what makes things worse hereis that your team, if you have
(04:11):
one, has no idea what toprioritize because you don't
know what to prioritize.
Because all of a suddeneverything is a priority.
Every idea sounds good.
And because you said yes to allof it.
So your team is spread superthin, you're spread super thin,
you're executing on 17 partiallyformed strategies instead of one
(04:33):
fully realized vision.
And what I don't want to happenis to have you exhausted running
a coaching business, a digitalproducts business, a
service-based business.
Maybe you're even exploring, youknow, becoming a speaker and
you're doing all of this at thesame time.
And I bet if you're doing that,if someone asks you what's
growing, you're going to stopand say, none of them.
(04:54):
They're all fine, but nothing'sreally taking off.
Of course, nothing's taking offbecause you're giving 25% effort
to four things instead of 100%effort to one thing.
And I know what you're thinking.
You're thinking, but Jen, isn'tdiversification smart?
It's risky to put all of my eggsin one basket, right?
And yes, if you're managing aninvestment portfolio, that's
(05:17):
absolutely true.
But that's not what you'redoing.
You're building a business, andthe rules here are different.
In investment, right,diversification protects you
because you can't control themarket.
But in your business, you arethe market.
You're the CEO.
You're the one creating theconditions for your success.
And success in business doesn'tcome from doing 10 things okay.
(05:40):
It comes from doing one thingexceptionally well and then
expanding from that foundation.
So think about every successfulbusiness that you know.
The who are the ones you admire.
Did they start by doingeverything?
Or did they dominate one thingfirst and then expand?
Let's talk about the giants weall know and love, right?
Amazon started with just books.
(06:02):
Apple started with justcomputers, Nike started with
just running shoes.
They didn't diversify until theyowned that category, until they
had built something so solidthat expansion was an
amplification and not adistraction.
So if you're trying to buildthree businesses at once and
wondering why none of them havetraction, it's not because your
(06:24):
ideas aren't good.
It's because good ideas withoutstrategic discernment create
complexity.
And that never leads to growth.
Never.
So, how do you know which ideasto pursue, which ones to let go
of?
How do you make strategicchoices when everything seems
like it has potential?
This all starts withunderstanding the difference
(06:44):
between what's possible andwhat's aligned.
Most entrepreneurs are makingdecisions based on what's
possible.
Could we do this?
Do we have the skills?
Is there a market?
Could it work?
And when the answer is yes, wedo it.
That's not strategy.
That's opportunity hoarding,right?
(07:04):
You're keeping all of theopportunity and not realizing
which one is the one youactually should be going after.
Strategy asks a very differentquestion.
Is this aligned with where we'regoing?
Because you could do a lot ofthings.
You could probably make any oneof those 17 ideas in your notes
app work for you if you throwenough time at it, enough energy
(07:25):
at it.
But the question isn't can you?
The question is should you?
And the answer to that questionrequires something that a lot of
people skip.
And that is actual clarity aboutwhat you are building towards.
I don't mean just your revenuegoals, not I want to grow, but
real specific vision about whatyour business looks like at its
(07:47):
best.
What are you known for?
What do you want to beexceptional at?
What kind of business youactually run three years from
now?
Right?
What does that business looklike?
Because if you don't know that,every idea looks equally valid.
And you'll keep saying yes tothings that move you sideways
instead of forward.
So here's the filter I use withevery client when they bring me
(08:09):
an idea.
Three questions.
They're going to cut throughthis noise.
The first one is, does this moveus closer to our vision, or is
it creating a new business, atotally different business?
This is a clarity question.
If your vision is to be known asthe go-to expert for one
specific thing and this new ideapulls you into a completely
different market, it's notaligned.
(08:31):
It might be profitable, it mightbe exciting, but it's not yours.
Question two, can we do this atthe level of excellence we are
committed to with the capacitywe actually have?
This is a reality question,right?
Most people overestimate theircapacity and underestimate what
it's actually going to take todo something well.
(08:52):
So if pursuing this idea meanseverything else gets done at
70%, you can't afford it.
Not because you're not capable,but because diluted excellence
is just mediocrity with a fancybackstory.
Question three.
If we say yes to this, what arewe saying no to?
This is a cost question, andit's the one a lot of people
(09:15):
skip because every yes is a noto something else.
If you say yes to this offer,you're saying no to the
development of your core offer.
If you say yes to this marketingchannel, you're saying no to
consistency in your marketingchannels.
Make the trade-off explicit andthen decide if it's worth it.
So here's the thing because justbecause an idea isn't right
(09:39):
right now doesn't mean it'swrong forever.
So I happen to keep a not nowlist.
Ideas that are good, they'realigned, they have potential,
but not yet.
Not until the foundation isstronger, not until the core
offer is dialed in, not untilthe team has capacity.
So you may have a brilliantidea, right, for a group
(10:00):
program, legitimately brilliant.
But if your one-on-one coachingpractice practice is only six
months old, you're stillfiguring out your messaging.
You're still building yourreputation.
You're still learning what yourclients actually need.
So I would tell you to put thaton the not now list and build
the foundation.
Get known for that one-on-onework, develop a point of view,
(10:22):
create demand.
And you know what?
A year later, when you do launchthat group program, it will be
filled because you'll have builtthe foundation that made the
expansion work.
Do you understand what'shappening here?
The idea isn't wrong.
The timing is.
And that's what a lot of peoplemiss.
They think that if they don'tpursue the idea right now,
(10:43):
they're losing the opportunity.
But actually, in reality,pursuing it too early is what
kills the opportunity becauseyou don't have the foundation to
make it successful.
Let's talk about that, right?
Strategic patience is acompetitive advantage.
My clients know this from me.
I tell them all the time,practice patience, practice
(11:05):
patience.
Letting ideas sit until you'reready to execute them well is
how you build something thatlasts.
So now you've got 17 ideas, youhave to narrow down to the one
or two that are actuallyaligned.
And how do you do thatpractically?
What is the actual process?
I will walk you through it.
So we had our questions, right?
First, we're going to get clearon what we're actually building.
(11:26):
I do not mean a missionstatement.
I don't mean a vision board.
I mean a specific, tangibledescription of what your
business looks like when it isworking exactly the way you want
it to.
This is the cast phase of myclear process, the C in clear.
You're casting the vision beforeyou evaluate any opportunities
(11:47):
against it.
So ask yourself, three yearsfrom now, what is my business
known for?
What's the one thing I want tobe exceptional at?
The one thing I want to beexceptional at?
What is my ideal week look like?
What am I spending my timedoing?
What kind of clients am Iserving?
What transformation am Icreating?
What does my revenue look like?
(12:07):
I want to know those numbers,right?
What is the revenue in threeyears look like?
What does my lifestyle looklike?
Get specific because guess what?
Vague visions create scatteredvisions and scattered strategy.
So if your vision is I want tohelp people, every idea is going
to fit.
But if your vision is I want tobe the go-to expert for women
(12:28):
scaling their first business to$500,000, well, guess what?
Now you have criteria.
Now you can evaluate which ideasare going to move you toward
that and which ideas are not.
So what I want you to do isblock an hour this week and
write your three-year vision indetail.
Think about, I don't want you tojust think about what you're
(12:49):
supposed to want, right?
I want you to think about whatyou actually want.
And then I want you to look ateverything you're currently
doing, everything you'reconsidering, write it all down,
every offer, every service,every marketing initiative,
every we should probably bedoing this that's floating
around, and honestly assess eachone.
Is it aligned with my three-yearvision?
(13:09):
Is this getting the energy andthe excellence it deserves?
Is it producing results thatjustify the time investment, the
money investment, anyinvestment?
If I started from scratch today,would I choose to do this?
Now, this is the evaluate phase,right?
The E in clear.
You're looking at the gapbetween what you said you want
(13:31):
and what you're actuallybuilding.
There's a good chance there's abig gap there.
You're going to find things thatmade sense when you started
them, but they don't serve yourvision anymore.
Kill them.
Get them out of here.
Even if they are making money,that's the hard part.
We want alignment becausethey're costing you something
more valuable than revenue.
They're costing you your focus.
Here's what I want you to do: create your current portfolio (13:52):
undefined
audit.
I want you to be ruthless.
If it is not a clear yes, it isa no.
Pick one thing, and this isgoing to be your focus for the
next six months.
Not three things, not this coreoffer, but this these two
experiments.
One thing that if you nailed itwould transform your business.
So maybe it's perfecting yourcore offer so that it's so good
(14:15):
people can't help but talk aboutit.
Maybe it's building a marketingsystem that consistently brings
you qualified leads.
Maybe it's hiring your firstteam member so you can stop
being the bottleneck in yourbusiness.
Whatever it is, it should be thething that when you think about
it, you feel both excited and alittle bit scared.
Because it does matter.
It would actually change things,right?
(14:36):
So it's a little scary whenwe're going to do something that
actually changes things.
Then I want you to commit tosaying no to everything else for
six months.
Not forever, just six months offocused execution on the one
thing that matters most.
This is the align and roadmapphase combined.
You're aligning your resourcesaround the highest impact focus
(14:59):
and you're creating a clear pathto get there.
Put all those other good ideason your not now list.
They're not going anywhere, butyour focus that has an
expiration date.
So, what else do I want you todo?
Choose your one big focus by theend of this week.
Write it down.
Tell someone, make it real.
Look, I know this is hard.
If you're the kind of person wholistens to this podcast, you're
(15:21):
probably someone who seespossibility everywhere.
You're creative, you'restrategic, you're ambitious.
And you're saying no to goodideas makes you feel icky.
It feels like you're leavingmoney on the table, like you're
playing small, like maybe you'renot ambitious enough.
But that's not what's happening.
What's actually happening isyou're choosing to be great at
(15:43):
one thing instead of mediocre at10 things.
You're choosing momentum overmotion.
You're choosing to buildsomething that lasts instead of
something that just looks busy.
The most successful people Iknow aren't the ones with the
most ideas.
They're the ones with the mostclarity about which ideas to
(16:04):
actually pursue, which ones aretheirs to go after.
So, yes, keep having ideas, keepseeing possibilities, keep being
that creative, strategic personthat you are, but get ruthless
about which ones you actuallyact on.
Because your good ideas aren'tthe problem.
The problem is thinking you haveto pursue them all, right?
(16:24):
You don't.
You just need to pursue theright ones at the right time and
with focus and excellence thatyou are capable of.
That's what's going to make adifference.
That's not limiting, that'sstrategic.
And it's the difference betweena business that's scattered and
a business that scales.
(16:45):
If this resonated with you, I'dlove to have you join my weekly
email.
Every week I send out insightsjust like this to help you build
clarity, make strategicdecisions, and scale your life
and business in a sustainableway.
Right?
We want to preserve who you areat your core and not have you
get lost while you build yourbusiness.
If you're sitting there with 17ideas, don't know which one to
(17:08):
focus on, let's talk because myclear process is designed
specifically for women who needhelp cutting through all this
bullshit, right?
All the noise and buildsomething that actually aligns
with where they want to go.
So thank you so much for beinghere.
I hope that this was valuable toyou.
I hope that you take thisinformation and you go out there
(17:29):
and you create your day and thebusiness that you deserve in the
best way possible.
Until next week, take care ofyourself, take care of each
other, and I will see you nexttime.
Thanks so much.
Have a great one.
Hi there, welcome to the Create Your Day podcast.
I'm your host, Jen Cody.
Welcome to a new week.
So I want to start off thisweek's episode going through a
scenario with you.
Think about the notes app onyour phone, right?
At any given time, what do youhave in there?
17 different ideas, um, new waysthat you can potentially grow
your business, maybe new offersthat you can create, new
(00:34):
marketing strategies you canexplore, partnerships that you
can try, um, pivots you canmake.
Every single one of them is agood idea.
Plus, there's the stuff you havearound your house, right?
Like ideas around recipes andfurniture and vacations, so many
ideas all the time.
And you're not delusional.
These ideas have real potential.
But do you know what's alsotrue?
(00:56):
It's that your business isn'tgrowing the way that you want it
to.
You're working hard, you'resmart, and you're capable, but
somehow you're still stuck.
And maybe you're sitting therethinking, I just need to find
the right idea.
The one idea, the one that'sgoing to crack this all open for
me.
But this is not your problem.
Your problem isn't that you needbetter ideas.
(01:17):
Your problem is that you havetoo many good ideas.
So today we are talking aboutthis curse because entrepreneurs
are smart and they are so smartthat they are able to see
opportunities everywhere.
And unfortunately, we're notalways strategic enough to know
which ones should we actually begoing after.
So, welcome back to the podcast.
(01:38):
If you're new here, like I said,my name is Jen, and I help women
gain clarity, gain confidence,and scale their lives and
businesses without losingthemselves in the process.
That last part, that's whatwe're talking about today.
Because there is this myth inentrepreneurship that the more
ideas we have, the moreopportunities we will get.
(01:59):
That if we're smart and creativeand strategic, that we should be
exploring every avenue, testingevery possibility, saying yes to
every potential.
But then what actually winds uphappening?
We have a business that looksgreat on paper, but feels
totally chaotic to actually run.
So what we're going to do is getclear on why good ideas might be
(02:20):
our biggest strategic threat.
You know what nobody tells youwhen you start your business?
They don't tell you that thehard part isn't coming up with
ideas.
They come at us like fastballs,right?
Like constant ideas smacking usin the face.
The hard part is knowing not topursue all of them.
When you're ambitious and you'restrategic, your brain is
(02:41):
constantly seeing possibility.
Maybe you listen to a podcastand you think, I could do that.
You see what a competitor isdoing and you think, maybe I
should be doing that.
A client maybe asks forsomething totally different and
you change your entire offerstrategy.
And why do you do this?
You do it because you feel likeyou are leaving money on the
table.
You start adding things, a newservice here, different
(03:04):
marketing channel there, a newpartnership, another offer, all
because you think you're leavingmoney on the table.
None of this is bad.
This is actually kind of theinsidious part of all of it.
These are not vanity projects.
This is not shiny objectsyndrome, because we have that
too.
That's not what we're talkingabout.
These are legitimateopportunities being pursued by a
(03:26):
legitimately capable person.
You.
So what's actually happeninghere?
What's happening is you'rebuilding a business with too
many growth strategies and notenough growth.
Because every good idea costssomething.
And I'm not just talking aboutmoney, although that is part of
it.
I'm talking about somethingthat's actually even more
expensive when it comes to youand your well-being, and that is
(03:49):
your capacity.
Every new offer you create meansless energy for the offers that
are already working.
Every new marketing channelmeans less consistency in the
channels that you've alreadybuilt.
Every pivot means that you'relosing momentum in the direction
that you were originallyheading.
And what makes things worse hereis that your team, if you have
(04:11):
one, has no idea what toprioritize because you don't
know what to prioritize.
Because all of a suddeneverything is a priority.
Every idea sounds good.
And because you said yes to allof it.
So your team is spread superthin, you're spread super thin,
you're executing on 17 partiallyformed strategies instead of one
(04:33):
fully realized vision.
And what I don't want to happenis to have you exhausted running
a coaching business, a digitalproducts business, a
service-based business.
Maybe you're even exploring, youknow, becoming a speaker and
you're doing all of this at thesame time.
And I bet if you're doing that,if someone asks you what's
growing, you're going to stopand say, none of them.
(04:54):
They're all fine, but nothing'sreally taking off.
Of course, nothing's taking offbecause you're giving 25% effort
to four things instead of 100%effort to one thing.
And I know what you're thinking.
You're thinking, but Jen, isn'tdiversification smart?
It's risky to put all of my eggsin one basket, right?
And yes, if you're managing aninvestment portfolio, that's
(05:17):
absolutely true.
But that's not what you'redoing.
You're building a business, andthe rules here are different.
In investment, right,diversification protects you
because you can't control themarket.
But in your business, you arethe market.
You're the CEO.
You're the one creating theconditions for your success.
And success in business doesn'tcome from doing 10 things okay.
(05:40):
It comes from doing one thingexceptionally well and then
expanding from that foundation.
So think about every successfulbusiness that you know.
The who are the ones you admire.
Did they start by doingeverything?
Or did they dominate one thingfirst and then expand?
Let's talk about the giants weall know and love, right?
Amazon started with just books.
(06:02):
Apple started with justcomputers, Nike started with
just running shoes.
They didn't diversify until theyowned that category, until they
had built something so solidthat expansion was an
amplification and not adistraction.
So if you're trying to buildthree businesses at once and
wondering why none of them havetraction, it's not because your
(06:24):
ideas aren't good.
It's because good ideas withoutstrategic discernment create
complexity.
And that never leads to growth.
Never.
So, how do you know which ideasto pursue, which ones to let go
of?
How do you make strategicchoices when everything seems
like it has potential?
This all starts withunderstanding the difference
(06:44):
between what's possible andwhat's aligned.
Most entrepreneurs are makingdecisions based on what's
possible.
Could we do this?
Do we have the skills?
Is there a market?
Could it work?
And when the answer is yes, wedo it.
That's not strategy.
That's opportunity hoarding,right?
(07:04):
You're keeping all of theopportunity and not realizing
which one is the one youactually should be going after.
Strategy asks a very differentquestion.
Is this aligned with where we'regoing?
Because you could do a lot ofthings.
You could probably make any oneof those 17 ideas in your notes
app work for you if you throwenough time at it, enough energy
(07:25):
at it.
But the question isn't can you?
The question is should you?
And the answer to that questionrequires something that a lot of
people skip.
And that is actual clarity aboutwhat you are building towards.
I don't mean just your revenuegoals, not I want to grow, but
real specific vision about whatyour business looks like at its
(07:47):
best.
What are you known for?
What do you want to beexceptional at?
What kind of business youactually run three years from
now?
Right?
What does that business looklike?
Because if you don't know that,every idea looks equally valid.
And you'll keep saying yes tothings that move you sideways
instead of forward.
So here's the filter I use withevery client when they bring me
(08:09):
an idea.
Three questions.
They're going to cut throughthis noise.
The first one is, does this moveus closer to our vision, or is
it creating a new business, atotally different business?
This is a clarity question.
If your vision is to be known asthe go-to expert for one
specific thing and this new ideapulls you into a completely
different market, it's notaligned.
(08:31):
It might be profitable, it mightbe exciting, but it's not yours.
Question two, can we do this atthe level of excellence we are
committed to with the capacitywe actually have?
This is a reality question,right?
Most people overestimate theircapacity and underestimate what
it's actually going to take todo something well.
(08:52):
So if pursuing this idea meanseverything else gets done at
70%, you can't afford it.
Not because you're not capable,but because diluted excellence
is just mediocrity with a fancybackstory.
Question three.
If we say yes to this, what arewe saying no to?
This is a cost question, andit's the one a lot of people
(09:15):
skip because every yes is a noto something else.
If you say yes to this offer,you're saying no to the
development of your core offer.
If you say yes to this marketingchannel, you're saying no to
consistency in your marketingchannels.
Make the trade-off explicit andthen decide if it's worth it.
So here's the thing because justbecause an idea isn't right
(09:39):
right now doesn't mean it'swrong forever.
So I happen to keep a not nowlist.
Ideas that are good, they'realigned, they have potential,
but not yet.
Not until the foundation isstronger, not until the core
offer is dialed in, not untilthe team has capacity.
So you may have a brilliantidea, right, for a group
(10:00):
program, legitimately brilliant.
But if your one-on-one coachingpractice practice is only six
months old, you're stillfiguring out your messaging.
You're still building yourreputation.
You're still learning what yourclients actually need.
So I would tell you to put thaton the not now list and build
the foundation.
Get known for that one-on-onework, develop a point of view,
(10:22):
create demand.
And you know what?
A year later, when you do launchthat group program, it will be
filled because you'll have builtthe foundation that made the
expansion work.
Do you understand what'shappening here?
The idea isn't wrong.
The timing is.
And that's what a lot of peoplemiss.
They think that if they don'tpursue the idea right now,
(10:43):
they're losing the opportunity.
But actually, in reality,pursuing it too early is what
kills the opportunity becauseyou don't have the foundation to
make it successful.
Let's talk about that, right?
Strategic patience is acompetitive advantage.
My clients know this from me.
I tell them all the time,practice patience, practice
(11:05):
patience.
Letting ideas sit until you'reready to execute them well is
how you build something thatlasts.
So now you've got 17 ideas, youhave to narrow down to the one
or two that are actuallyaligned.
And how do you do thatpractically?
What is the actual process?
I will walk you through it.
So we had our questions, right?
First, we're going to get clearon what we're actually building.
(11:26):
I do not mean a missionstatement.
I don't mean a vision board.
I mean a specific, tangibledescription of what your
business looks like when it isworking exactly the way you want
it to.
This is the cast phase of myclear process, the C in clear.
You're casting the vision beforeyou evaluate any opportunities
(11:47):
against it.
So ask yourself, three yearsfrom now, what is my business
known for?
What's the one thing I want tobe exceptional at?
The one thing I want to beexceptional at?
What is my ideal week look like?
What am I spending my timedoing?
What kind of clients am Iserving?
What transformation am Icreating?
What does my revenue look like?
(12:07):
I want to know those numbers,right?
What is the revenue in threeyears look like?
What does my lifestyle looklike?
Get specific because guess what?
Vague visions create scatteredvisions and scattered strategy.
So if your vision is I want tohelp people, every idea is going
to fit.
But if your vision is I want tobe the go-to expert for women
(12:28):
scaling their first business to$500,000, well, guess what?
Now you have criteria.
Now you can evaluate which ideasare going to move you toward
that and which ideas are not.
So what I want you to do isblock an hour this week and
write your three-year vision indetail.
Think about, I don't want you tojust think about what you're
(12:49):
supposed to want, right?
I want you to think about whatyou actually want.
And then I want you to look ateverything you're currently
doing, everything you'reconsidering, write it all down,
every offer, every service,every marketing initiative,
every we should probably bedoing this that's floating
around, and honestly assess eachone.
Is it aligned with my three-yearvision?
(13:09):
Is this getting the energy andthe excellence it deserves?
Is it producing results thatjustify the time investment, the
money investment, anyinvestment?
If I started from scratch today,would I choose to do this?
Now, this is the evaluate phase,right?
The E in clear.
You're looking at the gapbetween what you said you want
(13:31):
and what you're actuallybuilding.
There's a good chance there's abig gap there.
You're going to find things thatmade sense when you started
them, but they don't serve yourvision anymore.
Kill them.
Get them out of here.
Even if they are making money,that's the hard part.
We want alignment becausethey're costing you something
more valuable than revenue.
They're costing you your focus.
Here's what I want you to do: create your current portfolio (13:52):
undefined
audit.
I want you to be ruthless.
If it is not a clear yes, it isa no.
Pick one thing, and this isgoing to be your focus for the
next six months.
Not three things, not this coreoffer, but this these two
experiments.
One thing that if you nailed itwould transform your business.
So maybe it's perfecting yourcore offer so that it's so good
(14:15):
people can't help but talk aboutit.
Maybe it's building a marketingsystem that consistently brings
you qualified leads.
Maybe it's hiring your firstteam member so you can stop
being the bottleneck in yourbusiness.
Whatever it is, it should be thething that when you think about
it, you feel both excited and alittle bit scared.
Because it does matter.
It would actually change things,right?
(14:36):
So it's a little scary whenwe're going to do something that
actually changes things.
Then I want you to commit tosaying no to everything else for
six months.
Not forever, just six months offocused execution on the one
thing that matters most.
This is the align and roadmapphase combined.
You're aligning your resourcesaround the highest impact focus
(14:59):
and you're creating a clear pathto get there.
Put all those other good ideason your not now list.
They're not going anywhere, butyour focus that has an
expiration date.
So, what else do I want you todo?
Choose your one big focus by theend of this week.
Write it down.
Tell someone, make it real.
Look, I know this is hard.
If you're the kind of person wholistens to this podcast, you're
(15:21):
probably someone who seespossibility everywhere.
You're creative, you'restrategic, you're ambitious.
And you're saying no to goodideas makes you feel icky.
It feels like you're leavingmoney on the table, like you're
playing small, like maybe you'renot ambitious enough.
But that's not what's happening.
What's actually happening isyou're choosing to be great at
(15:43):
one thing instead of mediocre at10 things.
You're choosing momentum overmotion.
You're choosing to buildsomething that lasts instead of
something that just looks busy.
The most successful people Iknow aren't the ones with the
most ideas.
They're the ones with the mostclarity about which ideas to
(16:04):
actually pursue, which ones aretheirs to go after.
So, yes, keep having ideas, keepseeing possibilities, keep being
that creative, strategic personthat you are, but get ruthless
about which ones you actuallyact on.
Because your good ideas aren'tthe problem.
The problem is thinking you haveto pursue them all, right?
(16:24):
You don't.
You just need to pursue theright ones at the right time and
with focus and excellence thatyou are capable of.
That's what's going to make adifference.
That's not limiting, that'sstrategic.
And it's the difference betweena business that's scattered and
a business that scales.
(16:45):
If this resonated with you, I'dlove to have you join my weekly
email.
Every week I send out insightsjust like this to help you build
clarity, make strategicdecisions, and scale your life
and business in a sustainableway.
Right?
We want to preserve who you areat your core and not have you
get lost while you build yourbusiness.
If you're sitting there with 17ideas, don't know which one to
(17:08):
focus on, let's talk because myclear process is designed
specifically for women who needhelp cutting through all this
bullshit, right?
All the noise and buildsomething that actually aligns
with where they want to go.
So thank you so much for beinghere.
I hope that this was valuable toyou.
I hope that you take thisinformation and you go out there
(17:29):
and you create your day and thebusiness that you deserve in the
best way possible.
Until next week, take care ofyourself, take care of each
other, and I will see you nexttime.
Thanks so much.
Have a great one.
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