December 18, 2024 • 27 mins
Transform your understanding of success as Justin Lund, a visionary leader who steered his life from financial peril to helm a nine-figure business, shares his personal transformation. Justin's remarkable story unravels the power of adopting a resilient mindset, crafting efficient systems, and mastering delegation. Discover how a pivotal moment in his mother’s garage set Justin on a path to redefine productivity, moving beyond mere busyness. His unique approach, using a "TO DONE" list, underscores the significance of personal accountability and illustrates the profound difference this mindset shift can make in both personal and professional realms.
In our conversation, we dissect the three essential pillars that underpin any thriving enterprise: mindset, systems, and delegation. Justin reveals the art of designing streamlined systems that enable seamless delegation, ultimately freeing entrepreneurs to focus on strategic reinvestment and personal well-being. Learn how to utilize reclaimed time effectively, avoiding the common trap of frivolous spending. Justin’s insights offer a fresh perspective on achieving financial freedom while maintaining a balanced lifestyle.
Thank you for listening and joining us on the Mosaic Life journey, where enriching content and transformative ideas are always at the forefront.
Find out more about Justin Lund and Propel Your!
Website: https://propelyour.com/
Instagram: https://www.instagram.com/itsjustinlund
LinkedIn: https://www.linkedin.com/in/justin-lund-propel/
LinkedIn: https://www.linkedin.com/company/propelyour/posts/?feedView=all
A Mosaic is a bunch of pieces, put together, to make up the whole in a beautiful way. Here at Mosaic Business Consulting we discuss the various pieces of a business throughout the course of its life, and throughout all industries, and how these pieces, when put together, can help develop a better, more efficient, and effective running of YOUR business.
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Good morning.
I'm your host, lauraVagenknecht, owner of Mosaic
Business Consulting, and you'relistening to the Mosaic Life.
Mosaic is a bunch of piecesthat, when put together, make up
the whole in a really beautifulway, and this show plans to
discuss the various pieces of abusiness throughout different
industries and how these pieces,when put together, can help
develop a better, more efficientand effective running of your
(00:23):
business.
To reach me, contact bizradious.
Today, my guest is Justin Lund,and Justin empowers
entrepreneurs to achieve peakprofitability and financial
freedom, guiding them to earnmore, keep more and work smarter
.
Boy, do I love hearing that.
After transforming his own lifefrom rock bottom, escaping
(00:47):
foreclosure and a myriad oflegal troubles, to a nine-figure
business, okay coaches clientsthrough the unique steps needed
to elevate from one level ofsuccess to the next, showing
(01:09):
them how to overcome theobstacles keeping them trapped
in their current state, whethermindset blocks or low-value,
time-wasting tasks, and adoptscalable strategies designed for
growth.
Boy oh boy, justin, I got totell you it's exciting to have
you on the show.
Speaker 2 (01:27):
Thank you, happy to be here.
Speaker 1 (01:29):
Yeah, and I got to figure out how you attain that
nine figure puppy, because Ithink we all would love to know
that secret, right?
Speaker 2 (01:37):
Yeah Well, we definitely can get into it today
, but I will break it down toreally three pillars.
It's mindset, systems anddelegation, and then with that
you can redeploy resources backin more intelligently and you
can continue to achieve a higherlevel of efficiency, a higher
ROI on tasks and time and youcan break.
(02:00):
You can do that even whilebreaking free of that grind.
And so many entrepreneurs theyget stuck in a grind mode where
it's just like white knuckle,they feel like I got to do a
little bit more, I got to stay alittle later, I got to work
this Saturday and then I got towork Sunday, and that's often
what gets them from A to B, butit won't get you from B to C.
Speaker 1 (02:22):
Right, well, and I'm kind of curious, because you
talk about your background ofgoing from foreclosure, and so
what?
What journey did you have totravel to get to where you are
today, because that's a longjourney and what prompted you to
do what you do today?
Speaker 2 (02:42):
Yeah, great questions today.
Yeah, great questions.
So the journey of kind ofhitting that rock bottom, I
would say I had to give upexcuses was probably the big one
, you know, and up to that point, through all the navigation of
all the different opportunitiesand the failed attempts and the
(03:03):
this, and that there was alwaysa scapegoat that I was leaning
on and there was always someexcuse and some reason why this
didn't work out or that didn'twork out.
Speaker 1 (03:13):
Can you give an example, what might be an excuse
that we think is not really anexcuse, but is an excuse?
Speaker 2 (03:19):
Yeah Well, in my case I had dozens of them where I
would come up with an idea andthen try to sort of hitch my
wagon, so to speak, to somebodyelse and with this idea we're
going to take their business andturn it into some new little
side venture that collectively,as a partnership, everybody
could win.
But then as we're progressingmaybe they would cut the legs
(03:42):
out from underneath theopportunity.
Or I've had people even takethe opportunity and kind of
rebrand it as their own.
So I always had some narrativeor some reason to say no, it was
his fault that that didn't work, or it was that the economy's
fault that that didn't work.
And what I had to get down to itwas actually in my mother's
(04:03):
garage after almost losing myhouse.
We had it sold just before thebank took it back and that's
where I just decided that I hada little folding table and a
space heater and thought I'mgoing to sink or swim on my own
efforts and there's nobody toblame but me whether it goes
bust or is successful.
And I slowly started puttingone brick on top of the other
(04:23):
but me, whether it goes bust oris successful.
And I slowly started puttingone brick on top of the other.
So I think that's the big thingthat I took away from that
chapter of many years of failedattempts was get rid of the
excuses.
Speaker 1 (04:38):
Yeah, yeah, and it's such a big thing because we
don't.
I don't think people realizehow much the time wasters we we
utilize really are a part of ourdaily life and yet if we
eliminate those, how much moreproductive we can get.
And I was just thinking aboutthe Hurricane Helene that passed
(05:01):
through here recently anddemolished Asheville, and the
interesting thing was it gave metime to reflect on some of
those time wasters I was using.
And so I really appreciate whatyou're sharing because it's so
true.
It is so true that we don'trealize just how much time we do
(05:22):
waste.
Speaker 2 (05:23):
Yeah, it's so.
Many of us mistake action forproduction and it just they're.
They are not the same thing.
But it's very easy to trickourselves into, into that
mindset where, because we'rebusy, you know because we're
moving around, we think we'redoing things.
Because we're busy, you knowbecause we're moving around, we
(05:44):
think we're doing things.
And there was a stint in my life, after my father passed away,
that I got to spend time with mybrothers who were running
construction companies and doingdifferent things.
I was the only child in thefamily that wasn't married, so I
moved back in with my motherand I had this unique six-month
window of time where I wasn'treally working.
I was reading a lot of books anddoing a lot of things and I
(06:04):
came up with an idea or anexperiment to try that, instead
of making it to do list, I'mgoing to make it to done list
and I'm only going to writethings down after the fact that
I did.
And so I kind of experimentedwith the social experiment with
my brothers and friends.
I just I shadowed them for daysand days at a time and I would
realize there was so muchtalking about how busy they were
(06:26):
, what they needed to do, whatall these appointments and
obligations, but when I actuallyput a pencil to on, you know,
if I only get 10 things done,I'm going to celebrate those 10
things and I want to celebratethat I have this big chunk of
(06:47):
time that I can kind of kick myfeet up and relax and be,
because that's better thantricking myself into thinking
I'm busier than I really am.
So so that was my to done list.
Experiment that began to openmy eyes.
I love that concept.
Speaker 1 (07:03):
I mean that's such a great concept because it's
almost like because now you'relooking at outcomes, Now you're
looking at productivity, You'renot looking at busy.
And it's interesting you saythat because I do find myself
very busy all the time, but am Ireally productive?
Have I really accomplished whatI've set my mind to do?
That's fascinating.
That's a great paradigm shift.
(07:24):
I really love that.
And so you shifted your mind.
You've taken yourself from thisdire straits position and now
you're unsure.
You're in that.
What am I going to do with mylife?
Speaker 2 (07:40):
Mm-hmm, now tell me, what am I going to do?
Speaker 1 (07:41):
with my life.
Now tell me what happens next.
Speaker 2 (07:45):
So, I began working with some different colleagues
and friends to try to come upwith some business ideas and
started to get into a leadgeneration and marketing company
and I knew kind of the gist ofthe business.
I knew that people would createleads that would go into other
companies or their own companyand then that was the
(08:06):
opportunities that they wouldmake sales.
So I got the general gist ofthat.
But I didn't have specializedskills.
I didn't.
I wasn't a software developer,but I was doing most of this
online.
For I was thinking, okay, if Ican figure out a way to leverage
the internet to get traffic topeople's landing pages or
websites, to generate the leadso that they can get customer
opportunities, there's, there'sthis gap there.
(08:28):
Now this is 2000, you know,early to 2005, 2004, 5, 6 in
that range.
And so there was.
It was a different landscape,you know.
There was no instagram back thenso that wasn't even a part of
the equation.
Facebook was new-ish at thatpoint, so that was kind of just
beginning and I got into thatbusiness and began to figure out
(08:50):
that there were these pocketsof people.
There was companies thatadvertised widgets and products.
Then there were companies thatdid, say, email distribution.
There were companies thatprovided that would buy ads and
deliver ad optimization, butthey were never.
Often they were not the samecompany typically.
Speaker 1 (09:12):
Yeah, that's kind of weird right.
Speaker 2 (09:13):
Yeah.
So if you're selling thesewidgets, you didn't really have
expertise in all the otherthings that got you the
customers.
Now I'm talking small tomid-sized businesses, not large
Fortune 500 companies, clientslike that.
And I started to find thatthere was this there's a gap in
the market because the personselling the widget or the
(09:34):
company that's selling thewidget often had a combative
stance toward these people thatwere doing email distribution or
ad buys or media, and theynever.
They didn't really understandone another's business.
So I thought my hypothesis wasthat if I can understand enough
of that person's business andthis person's business and be
(09:57):
the go-between to facilitatethat relationship, that maybe
there's some margins there inthe middle.
And so I really just becamekind of a facilitator and that
is how the engine started tomove.
So I began to facilitate theseconnections and realize that if
this person wins, this personcan win with the right community
.
It's kind of like leveling theplaying field, so to speak.
(10:19):
And that began to teach me justa lot of lessons and some of my
background and classes inpsychology and different things,
some of the books that I'veread and how to win friends and
influence people, and some ofthose things became very
valuable.
My sales experience becamevaluable and a component in that
success, and I just began tolearn that it's not many people
(10:41):
that will really get behind theeyes of another and try to
consider where they're comingfrom, and so if I could do that
in both cases and level thatplaying field a little bit and
convey to the others a messageor a narrative that we can all
just get along, there was plentyof room there, and so I
typically would negotiate arounda 10% margin on the advertising
(11:03):
spends.
And those advertising spendsstarted to grow and grow and
grow and grow.
Where we facilitated, at firstit was just the communication
and the payment of bills, andthen we got into facilitating
technological needs, then we gotinto facilitating fulfillment
and different things.
So one company turned into two,turned into four, turned into
(11:23):
eight and it just continued togrow.
Speaker 1 (11:26):
Fantastic that is.
I love the process that youwent through and I like the fact
that you did your researchfirst of all, and you studied to
figure out you know where thatgap in the market was, because I
think that a lot of people havean assumption that, well, I
have the service or I have thiswidget and everybody's going to
(11:51):
love it and they don't reallylook at the market and that
market analysis to figure out isit really going to sell, Is it
going to make it, and what dothey need to do to make it Right
.
And so I think that what you'reoffering is really, really
critical, in that you know thatwhole scheme of things.
Speaker 2 (12:12):
Yeah, I like what you're saying, laura.
It reminds me of what our teamhere probably tires of hearing
me say which is the new ideasthat come up.
It's like go sell it 10 timesand then come back.
If you can validate with 10sales, if you can get 10
different people to purchase it,now you have demonstrated not
just hypothesized, butdemonstrated that there is a
(12:35):
potential for a market.
Now let's allocate some timeand some of our resources and
put into researching marketviability and total area market
possibilities and we can look atsome of those things a little
differently.
But just because it sounds goodin your head doesn't
necessarily mean that there's amarket or any odds for success
for it.
(12:55):
Right, and I know that becauseof all of those aforementioned
failures, they sounded reallygood in my head, you know
without selling them to actualpeople and providing a service
that others found valuable andwere willing to pay for.
Again and again and again, allthat enthusiasm, excitement just
kind of fell on deaf earseventually.
Speaker 1 (13:18):
Yeah, yeah, I can totally hear that.
Yeah, and it's happened sooften, I have to say, especially
somebody who deals with more ofthe newer market, new business
market.
People have great ideas andgreat intentions, but to launch
a business takes a lot of effortand takes a lot of forethought
and planning that some peoplearen't willing to do, and so I
(13:40):
really appreciate that.
But I'd really like to also getback to some of the three
things that you mentioned in thebeginning of how we need to
position ourselves and ourbusinesses differently so that
we're more successful, and ifyou could remind our audience
what those three items youmentioned of how we can grow our
(14:01):
businesses more effectively andthings like that, that would be
great because I know they werespot on.
Speaker 2 (14:07):
So, yeah, Well, thank you.
Yes, so the three pillars thatI like to keep coming back to
with all of our coaching clients, with all of our clients in any
field, and even our team here,that we just keep kind of
beating the drum over and over,if you will, is with mindset,
with systems and with delegation.
Speaker 1 (14:27):
Boy, that systems word I got to say the mindset
definitely, the systemsdefinitely.
And delegation, oh yeah, it isfascinating because when you
have and let me just play thisone scenario, so when a person
has a system in place,delegating is easy.
(14:47):
Be easier because it's explainedalready, it's already defined,
it's already laid out in aprocess of this, this, this
Right already laid out in aprocess of this to this, to this
right when a person who doesn'thave a system can't really
delegate because they don't knowwhat they're delegating and
they don't know how to define tosomebody.
This is what I need done.
(15:08):
They're saying, oh, I just needa social media post.
Or oh, I just need a socialmedia campaign.
Oh, just for what?
Are you trying to get more ofan audience?
Are you trying to increase yourexposure?
Are you trying to increase yourconversion?
All of those have differentapproaches, right, and so we
(15:29):
want to think about what is ourstrategy behind that.
But to do that goes back to themindset that you were talking
about.
So I really love this.
This is perfect.
Speaker 2 (15:39):
So, as far as the delegation and kind of touching
on systems, I just want to giveyour listeners maybe a little
hack, something that is a goodthing.
If I can plant it in theirbrains and it's the one thing
they take away from this episode, I think it would be time well
spent, which is, if I had amagic wand, I would.
And that begins to get ourminds thinking more about what
(16:02):
does done look like?
And if we start defining thingsthe way done looks like and we
can we get better and better atthat definition we start to go
backwards and almost reverseengineer into a system.
Right?
So most of us are moving soquickly and again that tends to
be because we're so busy, likewe talked about earlier that
we'll say, well, we're notgetting any social media done,
(16:23):
so we should probably hire asocial media manager.
And if their first hire is asocial media manager, I can tell
you right now they're going tostart losing money.
They may figure it out.
Entrepreneurs are great problemsolvers.
That's what we do.
You know, we deal with a higherlevel of stress than most
people can deal with.
We deal with uncertainty at ahigher level than most people
(16:44):
can deal with.
So we're usually willing totake a problem and say give me a
roll of duct tape, a couple oftoothpicks and an Allen wrench
and I can fix it.
So that's great.
Speaker 1 (16:52):
What.
Speaker 2 (16:53):
I try to do with our team and our clients, with our
team tries to help our clientswith is utilizing that can do
attitude and that tenacity tojump in and solve problems.
But to do it with and thosethree systems to me I see the
visual of almost like arecycling triangle.
You know it's mindset comes up,systems come down, delegation
(17:14):
comes over and then you can kindof keep repeating that Because
as you learn this triangle ofthose three pillars, what you
start to get as a result wheneffectively doing it is a little
bit more time.
When you get that time, youneed to deploy the time into
higher return on investmentactivities.
(17:35):
And that's if somebody gets thetriangle down.
They're like, okay, I got themindset, I got systems, I'm
learning how to delegate, butthey miss that next area of
deploying that time back intostrategic areas.
We've seen clients spend theirtime going shopping and then
they're like, wait a minute, nowI'm in debt more, I'm spending
(17:58):
more money, I'm not making asmuch, even though I have these
good systems and everything.
Like, what's the deal?
It's well, look at your creditcard statement.
It's full of Louis Vuitton andyou know these are great.
I mean, it's fun andcongratulations, you can afford
all these things, but is wasthat your goal or should we
deploy that time back?
And that's often comes back tomindset because they often don't
(18:20):
recognize that part of thatprocess.
We need to implement andinstill a little an area of
almost like self-care, you knowwhere.
Take some of that time you'veregained out of the discipline
of the systems and improvingyour mindset, building the
systems and delegating some ofthe tasks, and say I'm gonna get
a good massage once a month,I'm gonna treat me because I
(18:44):
earned it, and by doing thosethings and balancing a little
bit of that yin and yang, we canreally start to deploy time
back into the business and backinto ourselves in a way that
makes us go home to our familyhappier person and able to go
home to our family a happierperson and able to contribute
more to our family, ourcommunity, our church or the
different things, instead ofjust grind, grind, grind.
Speaker 1 (19:05):
Yeah, yeah, so true, so true.
I love that, and I was thinkingabout the delegating to and the
mindset which people who needcontrol need to learn how to let
go and trust, and that is amindset unto itself.
So I like that connection aswell, that this leads to that.
(19:29):
So fascinating what you bringup.
I hadn't thought about thosethree pillars, but it is really
lovely how you have thosetogether, that's thanks.
It's a really great model Ifpeople want to.
Well, first of all, you nevermentioned the company name, so
let's, let's talk about it,sorry, yes.
Yeah, briefly, in one sentence,tell me what does Propel and
(19:53):
it's Propel your right.
Yeah, so it's, it's Propel andit's Propel your right.
Speaker 2 (19:56):
Yeah, so it's Propel Business Services, but our
domain name is propelyourcom.
So we can propel yourlandscaping business, we can
propel your bookkeeping business, we can propel your consulting
company, we can propel a lot ofyour things forward to the next
level.
So we, just in a sentence, wehelp you break free from the
(20:16):
grind and install intelligentsystems so that you can get back
and redeploy your time moreeffectively, efficiently and
productively.
Speaker 1 (20:27):
Fantastic, wow.
And so if people want to findout more about your company, how
can they find out more?
Yeah, come visit us atpropelyourcom.
Speaker 2 (20:35):
We also have an Instagram.
My personal Instagram isitsjustinlund where we do that's
probably where we put the mostcontent out and it's all around
these topics and it's just kindof following me around and
talking about the differenttrainings and programs.
I'm sure we'll have excerptsfrom this conversation there and
just kind of our methodologyand dealing with our clients and
(20:56):
our coaching customers, as wellas the things we deal with as a
team to train our team to bringthese principles and concepts
into play.
And you know, we try to get.
We do coaching, we doconsulting to help people work
through these things.
But we also get more tactical,laura, we don't.
It's not just about okay, youknow, do your best and try
(21:17):
harder and we'll work throughthe it's, it's.
We have playbooks.
I mean that that journey thatwe began talking about that I've
gone through it looked like ahockey stick for a while but
then kind of fell off of a cliffand it stopped and I went
through a period of time where Ithought that I was fortunate
enough to take some time off toraise my kids.
(21:41):
They kind of turned into aperiod of drifting where I
wasn't accomplishing a lot, andit was during that period of
reflecting on raising my kidsand the time in the previous
businesses that I exited anddifferent legal and litigation
issues that I had to navigate.
That's where I really startedto crystallize the lessons that
were learned there into theplaybooks that are repeatable
and duplicatable.
(22:01):
So something as simple ashiring, for instance, a system,
by definition it's somethingthat you do again and again and
again, right.
So if you're doing somethingmore than once, once in a while,
if you're doing it twice a year, maybe it doesn't warrant
really a big system If you'redoing it once a month let's see
if we can add some efficiencies.
(22:21):
Yeah, yes, so just one kind ofan example is hiring people.
That was always.
That was something that justsucked a lot.
I tried to delegate thatinitially, without a system,
mind you.
But I tried to delegate thatmany years ago and I started
realizing the people that wewere getting on the team were
(22:42):
not the people that I wanted tobe on the team.
So I thought, as anentrepreneur often does, I
better take control back of thistask.
So hiring people became kind ofmy Achilles heel.
It took a lot of time, took alot of energy.
Oh, it was draining.
I'd put hours and hours intothe review of resumes and I'd
finally have one and I'd be like, oh, this person is perfect.
(23:02):
And then I would make the callto them and they'd say, oh, I'm
sorry, I've taken another job.
So four hours of reviewingflushed down the toilet just
like that.
Speaker 1 (23:12):
Well, yeah, and it's so funny you talk about a system
, because I actually have aspreadsheet that I develop for
each job post that I I helpother employers hire for, and
I'll go through that process andit's exactly.
And so then it's scored, and soeach applicant has a score, and
then it's objective ish.
Speaker 2 (23:33):
You know you can't be completely objective but yeah,
you can try, right for sure.
So, and that's, that'sbeautiful.
I love, I love hearing thingslike that where you can add
scores and some of that work canbe done.
First, I have found that mostpeople, especially with those
first three to five hires, it'smore about the personality.
(23:54):
You know you can teach people alot of skills.
You can't teach them a lot ofcharacter issues, and that's
where a lot of entrepreneursbutt heads with their first
hires.
They'll hire them, they won'tcut them loose soon enough and
they'll waste a lot of money fora year paying the wrong person
to do the wrong thing becausethere was never a personality
match.
But if you can take somebodythat you align with with your
(24:16):
morals, your values, yourcharacter, your personality,
nine out of ten times you canteach that person the set of
skills that you're trying todelegate, if you have the right
systems.
So we have a hiring playbookthat we give to our clients.
That is, it cuts down.
I used to spend on average 25 to40 hours per job opening and I
(24:39):
spend now at less than an hour.
I do the interviews, the secondinterviews I do myself, but
even when I'm doing the firstinterview, second and final
decisions, I would spend no morethan four hours on the entire
job posting.
Candidates went way up, qualitywent way up, alignment to our
company's values went way upbecause I'm doing the
interviewing, and so it matchedwith what I wanted it to be.
(25:02):
And it's just.
It's a three page Google doc onhow to hire people.
You know it's using AI to helpyou write the ads.
It's getting the ads posted onthe job boards.
I mean, any person with anykind of computer skills can
follow that Google Doc and theycan hire successfully hire
candidates for any role in theircompany in a couple hours.
Speaker 1 (25:23):
Yeah, yeah, and I love how you're talking about it
and it's truly successful ifthey're following their system.
But the key that I really wantto bring people back to is the
fact that you talked abouthiring by characteristics and
work ethic and things like that,which are critical to the
business much more than theirskillset.
Totally appreciate that, yeahWell, and so I really do
(25:46):
appreciate everything thatyou're sharing.
It's wonderful, and people canreach out to you again by
contacting propelyourcom, right.
Speaker 2 (25:54):
Yes, yeah.
Speaker 1 (25:55):
Fantastic, and if you need anything.
Speaker 2 (25:58):
You could also follow us on Instagram and message us
there.
If there's something and, laura, I was just thinking it's if
we're talking about hiring, ifanybody is experiencing that
challenge, you would like ourplaybook just message me on
Instagram.
Instagram, go to it's justinlund, follow me and message
laura hiring to me and I'll justsend you the google doc.
If that's something that wouldbe helpful for your business,
(26:20):
yours like just let me know,I'll send it over to you
fantastic.
Speaker 1 (26:24):
I love hearing that.
That's wonderful and and I wantto thank you so much for
spending time sharing thosewonderful pillars of your
business model, which I think isfantastic.
And thank much for spendingtime sharing those wonderful
pillars of your business model,which I think is fantastic.
And thank you for taking timeout of your busy schedule to be
on our show.
It's fantastic to have you here, so thank you.
Speaker 2 (26:41):
My pleasure.
Thank you, I appreciate thetime.
Speaker 1 (26:43):
Yeah Well, and I want to thank you, the audience, for
listening to the Mosaic Life.
You can listen to this episodeagain and get this great content
by going tomosaicbusinessconsult.
Good morning.
I'm your host, lauraVagenknecht, owner of Mosaic
Business Consulting, and you'relistening to the Mosaic Life.
Mosaic is a bunch of piecesthat, when put together, make up
the whole in a really beautifulway, and this show plans to
discuss the various pieces of abusiness throughout different
industries and how these pieces,when put together, can help
develop a better, more efficientand effective running of your
(00:23):
business.
To reach me, contact bizradious.
Today, my guest is Justin Lund,and Justin empowers
entrepreneurs to achieve peakprofitability and financial
freedom, guiding them to earnmore, keep more and work smarter
.
Boy, do I love hearing that.
After transforming his own lifefrom rock bottom, escaping
(00:47):
foreclosure and a myriad oflegal troubles, to a nine-figure
business, okay coaches clientsthrough the unique steps needed
to elevate from one level ofsuccess to the next, showing
(01:09):
them how to overcome theobstacles keeping them trapped
in their current state, whethermindset blocks or low-value,
time-wasting tasks, and adoptscalable strategies designed for
growth.
Boy oh boy, justin, I got totell you it's exciting to have
you on the show.
Speaker 2 (01:27):
Thank you, happy to be here.
Speaker 1 (01:29):
Yeah, and I got to figure out how you attain that
nine figure puppy, because Ithink we all would love to know
that secret, right?
Speaker 2 (01:37):
Yeah Well, we definitely can get into it today
, but I will break it down toreally three pillars.
It's mindset, systems anddelegation, and then with that
you can redeploy resources backin more intelligently and you
can continue to achieve a higherlevel of efficiency, a higher
ROI on tasks and time and youcan break.
(02:00):
You can do that even whilebreaking free of that grind.
And so many entrepreneurs theyget stuck in a grind mode where
it's just like white knuckle,they feel like I got to do a
little bit more, I got to stay alittle later, I got to work
this Saturday and then I got towork Sunday, and that's often
what gets them from A to B, butit won't get you from B to C.
Speaker 1 (02:22):
Right, well, and I'm kind of curious, because you
talk about your background ofgoing from foreclosure, and so
what?
What journey did you have totravel to get to where you are
today, because that's a longjourney and what prompted you to
do what you do today?
Speaker 2 (02:42):
Yeah, great questions today.
Yeah, great questions.
So the journey of kind ofhitting that rock bottom, I
would say I had to give upexcuses was probably the big one
, you know, and up to that point, through all the navigation of
all the different opportunitiesand the failed attempts and the
(03:03):
this, and that there was alwaysa scapegoat that I was leaning
on and there was always someexcuse and some reason why this
didn't work out or that didn'twork out.
Speaker 1 (03:13):
Can you give an example, what might be an excuse
that we think is not really anexcuse, but is an excuse?
Speaker 2 (03:19):
Yeah Well, in my case I had dozens of them where I
would come up with an idea andthen try to sort of hitch my
wagon, so to speak, to somebodyelse and with this idea we're
going to take their business andturn it into some new little
side venture that collectively,as a partnership, everybody
could win.
But then as we're progressingmaybe they would cut the legs
(03:42):
out from underneath theopportunity.
Or I've had people even takethe opportunity and kind of
rebrand it as their own.
So I always had some narrativeor some reason to say no, it was
his fault that that didn't work, or it was that the economy's
fault that that didn't work.
And what I had to get down to itwas actually in my mother's
(04:03):
garage after almost losing myhouse.
We had it sold just before thebank took it back and that's
where I just decided that I hada little folding table and a
space heater and thought I'mgoing to sink or swim on my own
efforts and there's nobody toblame but me whether it goes
bust or is successful.
And I slowly started puttingone brick on top of the other
(04:23):
but me, whether it goes bust oris successful.
And I slowly started puttingone brick on top of the other.
So I think that's the big thingthat I took away from that
chapter of many years of failedattempts was get rid of the
excuses.
Speaker 1 (04:38):
Yeah, yeah, and it's such a big thing because we
don't.
I don't think people realizehow much the time wasters we we
utilize really are a part of ourdaily life and yet if we
eliminate those, how much moreproductive we can get.
And I was just thinking aboutthe Hurricane Helene that passed
(05:01):
through here recently anddemolished Asheville, and the
interesting thing was it gave metime to reflect on some of
those time wasters I was using.
And so I really appreciate whatyou're sharing because it's so
true.
It is so true that we don'trealize just how much time we do
(05:22):
waste.
Speaker 2 (05:23):
Yeah, it's so.
Many of us mistake action forproduction and it just they're.
They are not the same thing.
But it's very easy to trickourselves into, into that
mindset where, because we'rebusy, you know because we're
moving around, we think we'redoing things.
Because we're busy, you knowbecause we're moving around, we
(05:44):
think we're doing things.
And there was a stint in my life, after my father passed away,
that I got to spend time with mybrothers who were running
construction companies and doingdifferent things.
I was the only child in thefamily that wasn't married, so I
moved back in with my motherand I had this unique six-month
window of time where I wasn'treally working.
I was reading a lot of books anddoing a lot of things and I
(06:04):
came up with an idea or anexperiment to try that, instead
of making it to do list, I'mgoing to make it to done list
and I'm only going to writethings down after the fact that
I did.
And so I kind of experimentedwith the social experiment with
my brothers and friends.
I just I shadowed them for daysand days at a time and I would
realize there was so muchtalking about how busy they were
(06:26):
, what they needed to do, whatall these appointments and
obligations, but when I actuallyput a pencil to on, you know,
if I only get 10 things done,I'm going to celebrate those 10
things and I want to celebratethat I have this big chunk of
(06:47):
time that I can kind of kick myfeet up and relax and be,
because that's better thantricking myself into thinking
I'm busier than I really am.
So so that was my to done list.
Experiment that began to openmy eyes.
I love that concept.
Speaker 1 (07:03):
I mean that's such a great concept because it's
almost like because now you'relooking at outcomes, Now you're
looking at productivity, You'renot looking at busy.
And it's interesting you saythat because I do find myself
very busy all the time, but am Ireally productive?
Have I really accomplished whatI've set my mind to do?
That's fascinating.
That's a great paradigm shift.
(07:24):
I really love that.
And so you shifted your mind.
You've taken yourself from thisdire straits position and now
you're unsure.
You're in that.
What am I going to do with mylife?
Speaker 2 (07:40):
Mm-hmm, now tell me, what am I going to do?
Speaker 1 (07:41):
with my life.
Now tell me what happens next.
Speaker 2 (07:45):
So, I began working with some different colleagues
and friends to try to come upwith some business ideas and
started to get into a leadgeneration and marketing company
and I knew kind of the gist ofthe business.
I knew that people would createleads that would go into other
companies or their own companyand then that was the
(08:06):
opportunities that they wouldmake sales.
So I got the general gist ofthat.
But I didn't have specializedskills.
I didn't.
I wasn't a software developer,but I was doing most of this
online.
For I was thinking, okay, if Ican figure out a way to leverage
the internet to get traffic topeople's landing pages or
websites, to generate the leadso that they can get customer
opportunities, there's, there'sthis gap there.
(08:28):
Now this is 2000, you know,early to 2005, 2004, 5, 6 in
that range.
And so there was.
It was a different landscape,you know.
There was no instagram back thenso that wasn't even a part of
the equation.
Facebook was new-ish at thatpoint, so that was kind of just
beginning and I got into thatbusiness and began to figure out
(08:50):
that there were these pocketsof people.
There was companies thatadvertised widgets and products.
Then there were companies thatdid, say, email distribution.
There were companies thatprovided that would buy ads and
deliver ad optimization, butthey were never.
Often they were not the samecompany typically.
Speaker 1 (09:12):
Yeah, that's kind of weird right.
Speaker 2 (09:13):
Yeah.
So if you're selling thesewidgets, you didn't really have
expertise in all the otherthings that got you the
customers.
Now I'm talking small tomid-sized businesses, not large
Fortune 500 companies, clientslike that.
And I started to find thatthere was this there's a gap in
the market because the personselling the widget or the
(09:34):
company that's selling thewidget often had a combative
stance toward these people thatwere doing email distribution or
ad buys or media, and theynever.
They didn't really understandone another's business.
So I thought my hypothesis wasthat if I can understand enough
of that person's business andthis person's business and be
(09:57):
the go-between to facilitatethat relationship, that maybe
there's some margins there inthe middle.
And so I really just becamekind of a facilitator and that
is how the engine started tomove.
So I began to facilitate theseconnections and realize that if
this person wins, this personcan win with the right community
.
It's kind of like leveling theplaying field, so to speak.
(10:19):
And that began to teach me justa lot of lessons and some of my
background and classes inpsychology and different things,
some of the books that I'veread and how to win friends and
influence people, and some ofthose things became very
valuable.
My sales experience becamevaluable and a component in that
success, and I just began tolearn that it's not many people
(10:41):
that will really get behind theeyes of another and try to
consider where they're comingfrom, and so if I could do that
in both cases and level thatplaying field a little bit and
convey to the others a messageor a narrative that we can all
just get along, there was plentyof room there, and so I
typically would negotiate arounda 10% margin on the advertising
(11:03):
spends.
And those advertising spendsstarted to grow and grow and
grow and grow.
Where we facilitated, at firstit was just the communication
and the payment of bills, andthen we got into facilitating
technological needs, then we gotinto facilitating fulfillment
and different things.
So one company turned into two,turned into four, turned into
(11:23):
eight and it just continued togrow.
Speaker 1 (11:26):
Fantastic that is.
I love the process that youwent through and I like the fact
that you did your researchfirst of all, and you studied to
figure out you know where thatgap in the market was, because I
think that a lot of people havean assumption that, well, I
have the service or I have thiswidget and everybody's going to
(11:51):
love it and they don't reallylook at the market and that
market analysis to figure out isit really going to sell, Is it
going to make it, and what dothey need to do to make it Right
.
And so I think that what you'reoffering is really, really
critical, in that you know thatwhole scheme of things.
Speaker 2 (12:12):
Yeah, I like what you're saying, laura.
It reminds me of what our teamhere probably tires of hearing
me say which is the new ideasthat come up.
It's like go sell it 10 timesand then come back.
If you can validate with 10sales, if you can get 10
different people to purchase it,now you have demonstrated not
just hypothesized, butdemonstrated that there is a
(12:35):
potential for a market.
Now let's allocate some timeand some of our resources and
put into researching marketviability and total area market
possibilities and we can look atsome of those things a little
differently.
But just because it sounds goodin your head doesn't
necessarily mean that there's amarket or any odds for success
for it.
(12:55):
Right, and I know that becauseof all of those aforementioned
failures, they sounded reallygood in my head, you know
without selling them to actualpeople and providing a service
that others found valuable andwere willing to pay for.
Again and again and again, allthat enthusiasm, excitement just
kind of fell on deaf earseventually.
Speaker 1 (13:18):
Yeah, yeah, I can totally hear that.
Yeah, and it's happened sooften, I have to say, especially
somebody who deals with more ofthe newer market, new business
market.
People have great ideas andgreat intentions, but to launch
a business takes a lot of effortand takes a lot of forethought
and planning that some peoplearen't willing to do, and so I
(13:40):
really appreciate that.
But I'd really like to also getback to some of the three
things that you mentioned in thebeginning of how we need to
position ourselves and ourbusinesses differently so that
we're more successful, and ifyou could remind our audience
what those three items youmentioned of how we can grow our
(14:01):
businesses more effectively andthings like that, that would be
great because I know they werespot on.
Speaker 2 (14:07):
So, yeah, Well, thank you.
Yes, so the three pillars thatI like to keep coming back to
with all of our coaching clients, with all of our clients in any
field, and even our team here,that we just keep kind of
beating the drum over and over,if you will, is with mindset,
with systems and with delegation.
Speaker 1 (14:27):
Boy, that systems word I got to say the mindset
definitely, the systemsdefinitely.
And delegation, oh yeah, it isfascinating because when you
have and let me just play thisone scenario, so when a person
has a system in place,delegating is easy.
(14:47):
Be easier because it's explainedalready, it's already defined,
it's already laid out in aprocess of this, this, this
Right already laid out in aprocess of this to this, to this
right when a person who doesn'thave a system can't really
delegate because they don't knowwhat they're delegating and
they don't know how to define tosomebody.
This is what I need done.
(15:08):
They're saying, oh, I just needa social media post.
Or oh, I just need a socialmedia campaign.
Oh, just for what?
Are you trying to get more ofan audience?
Are you trying to increase yourexposure?
Are you trying to increase yourconversion?
All of those have differentapproaches, right, and so we
(15:29):
want to think about what is ourstrategy behind that.
But to do that goes back to themindset that you were talking
about.
So I really love this.
This is perfect.
Speaker 2 (15:39):
So, as far as the delegation and kind of touching
on systems, I just want to giveyour listeners maybe a little
hack, something that is a goodthing.
If I can plant it in theirbrains and it's the one thing
they take away from this episode, I think it would be time well
spent, which is, if I had amagic wand, I would.
And that begins to get ourminds thinking more about what
(16:02):
does done look like?
And if we start defining thingsthe way done looks like and we
can we get better and better atthat definition we start to go
backwards and almost reverseengineer into a system.
Right?
So most of us are moving soquickly and again that tends to
be because we're so busy, likewe talked about earlier that
we'll say, well, we're notgetting any social media done,
(16:23):
so we should probably hire asocial media manager.
And if their first hire is asocial media manager, I can tell
you right now they're going tostart losing money.
They may figure it out.
Entrepreneurs are great problemsolvers.
That's what we do.
You know, we deal with a higherlevel of stress than most
people can deal with.
We deal with uncertainty at ahigher level than most people
(16:44):
can deal with.
So we're usually willing totake a problem and say give me a
roll of duct tape, a couple oftoothpicks and an Allen wrench
and I can fix it.
So that's great.
Speaker 1 (16:52):
What.
Speaker 2 (16:53):
I try to do with our team and our clients, with our
team tries to help our clientswith is utilizing that can do
attitude and that tenacity tojump in and solve problems.
But to do it with and thosethree systems to me I see the
visual of almost like arecycling triangle.
You know it's mindset comes up,systems come down, delegation
(17:14):
comes over and then you can kindof keep repeating that Because
as you learn this triangle ofthose three pillars, what you
start to get as a result wheneffectively doing it is a little
bit more time.
When you get that time, youneed to deploy the time into
higher return on investmentactivities.
(17:35):
And that's if somebody gets thetriangle down.
They're like, okay, I got themindset, I got systems, I'm
learning how to delegate, butthey miss that next area of
deploying that time back intostrategic areas.
We've seen clients spend theirtime going shopping and then
they're like, wait a minute, nowI'm in debt more, I'm spending
(17:58):
more money, I'm not making asmuch, even though I have these
good systems and everything.
Like, what's the deal?
It's well, look at your creditcard statement.
It's full of Louis Vuitton andyou know these are great.
I mean, it's fun andcongratulations, you can afford
all these things, but is wasthat your goal or should we
deploy that time back?
And that's often comes back tomindset because they often don't
(18:20):
recognize that part of thatprocess.
We need to implement andinstill a little an area of
almost like self-care, you knowwhere.
Take some of that time you'veregained out of the discipline
of the systems and improvingyour mindset, building the
systems and delegating some ofthe tasks, and say I'm gonna get
a good massage once a month,I'm gonna treat me because I
(18:44):
earned it, and by doing thosethings and balancing a little
bit of that yin and yang, we canreally start to deploy time
back into the business and backinto ourselves in a way that
makes us go home to our familyhappier person and able to go
home to our family a happierperson and able to contribute
more to our family, ourcommunity, our church or the
different things, instead ofjust grind, grind, grind.
Speaker 1 (19:05):
Yeah, yeah, so true, so true.
I love that, and I was thinkingabout the delegating to and the
mindset which people who needcontrol need to learn how to let
go and trust, and that is amindset unto itself.
So I like that connection aswell, that this leads to that.
(19:29):
So fascinating what you bringup.
I hadn't thought about thosethree pillars, but it is really
lovely how you have thosetogether, that's thanks.
It's a really great model Ifpeople want to.
Well, first of all, you nevermentioned the company name, so
let's, let's talk about it,sorry, yes.
Yeah, briefly, in one sentence,tell me what does Propel and
(19:53):
it's Propel your right.
Yeah, so it's, it's Propel andit's Propel your right.
Speaker 2 (19:56):
Yeah, so it's Propel Business Services, but our
domain name is propelyourcom.
So we can propel yourlandscaping business, we can
propel your bookkeeping business, we can propel your consulting
company, we can propel a lot ofyour things forward to the next
level.
So we, just in a sentence, wehelp you break free from the
(20:16):
grind and install intelligentsystems so that you can get back
and redeploy your time moreeffectively, efficiently and
productively.
Speaker 1 (20:27):
Fantastic, wow.
And so if people want to findout more about your company, how
can they find out more?
Yeah, come visit us atpropelyourcom.
Speaker 2 (20:35):
We also have an Instagram.
My personal Instagram isitsjustinlund where we do that's
probably where we put the mostcontent out and it's all around
these topics and it's just kindof following me around and
talking about the differenttrainings and programs.
I'm sure we'll have excerptsfrom this conversation there and
just kind of our methodologyand dealing with our clients and
(20:56):
our coaching customers, as wellas the things we deal with as a
team to train our team to bringthese principles and concepts
into play.
And you know, we try to get.
We do coaching, we doconsulting to help people work
through these things.
But we also get more tactical,laura, we don't.
It's not just about okay, youknow, do your best and try
(21:17):
harder and we'll work throughthe it's, it's.
We have playbooks.
I mean that that journey thatwe began talking about that I've
gone through it looked like ahockey stick for a while but
then kind of fell off of a cliffand it stopped and I went
through a period of time where Ithought that I was fortunate
enough to take some time off toraise my kids.
(21:41):
They kind of turned into aperiod of drifting where I
wasn't accomplishing a lot, andit was during that period of
reflecting on raising my kidsand the time in the previous
businesses that I exited anddifferent legal and litigation
issues that I had to navigate.
That's where I really startedto crystallize the lessons that
were learned there into theplaybooks that are repeatable
and duplicatable.
(22:01):
So something as simple ashiring, for instance, a system,
by definition it's somethingthat you do again and again and
again, right.
So if you're doing somethingmore than once, once in a while,
if you're doing it twice a year, maybe it doesn't warrant
really a big system If you'redoing it once a month let's see
if we can add some efficiencies.
(22:21):
Yeah, yes, so just one kind ofan example is hiring people.
That was always.
That was something that justsucked a lot.
I tried to delegate thatinitially, without a system,
mind you.
But I tried to delegate thatmany years ago and I started
realizing the people that wewere getting on the team were
(22:42):
not the people that I wanted tobe on the team.
So I thought, as anentrepreneur often does, I
better take control back of thistask.
So hiring people became kind ofmy Achilles heel.
It took a lot of time, took alot of energy.
Oh, it was draining.
I'd put hours and hours intothe review of resumes and I'd
finally have one and I'd be like, oh, this person is perfect.
(23:02):
And then I would make the callto them and they'd say, oh, I'm
sorry, I've taken another job.
So four hours of reviewingflushed down the toilet just
like that.
Speaker 1 (23:12):
Well, yeah, and it's so funny you talk about a system
, because I actually have aspreadsheet that I develop for
each job post that I I helpother employers hire for, and
I'll go through that process andit's exactly.
And so then it's scored, and soeach applicant has a score, and
then it's objective ish.
Speaker 2 (23:33):
You know you can't be completely objective but yeah,
you can try, right for sure.
So, and that's, that'sbeautiful.
I love, I love hearing thingslike that where you can add
scores and some of that work canbe done.
First, I have found that mostpeople, especially with those
first three to five hires, it'smore about the personality.
(23:54):
You know you can teach people alot of skills.
You can't teach them a lot ofcharacter issues, and that's
where a lot of entrepreneursbutt heads with their first
hires.
They'll hire them, they won'tcut them loose soon enough and
they'll waste a lot of money fora year paying the wrong person
to do the wrong thing becausethere was never a personality
match.
But if you can take somebodythat you align with with your
(24:16):
morals, your values, yourcharacter, your personality,
nine out of ten times you canteach that person the set of
skills that you're trying todelegate, if you have the right
systems.
So we have a hiring playbookthat we give to our clients.
That is, it cuts down.
I used to spend on average 25 to40 hours per job opening and I
(24:39):
spend now at less than an hour.
I do the interviews, the secondinterviews I do myself, but
even when I'm doing the firstinterview, second and final
decisions, I would spend no morethan four hours on the entire
job posting.
Candidates went way up, qualitywent way up, alignment to our
company's values went way upbecause I'm doing the
interviewing, and so it matchedwith what I wanted it to be.
(25:02):
And it's just.
It's a three page Google doc onhow to hire people.
You know it's using AI to helpyou write the ads.
It's getting the ads posted onthe job boards.
I mean, any person with anykind of computer skills can
follow that Google Doc and theycan hire successfully hire
candidates for any role in theircompany in a couple hours.
Speaker 1 (25:23):
Yeah, yeah, and I love how you're talking about it
and it's truly successful ifthey're following their system.
But the key that I really wantto bring people back to is the
fact that you talked abouthiring by characteristics and
work ethic and things like that,which are critical to the
business much more than theirskillset.
Totally appreciate that, yeahWell, and so I really do
(25:46):
appreciate everything thatyou're sharing.
It's wonderful, and people canreach out to you again by
contacting propelyourcom, right.
Speaker 2 (25:54):
Yes, yeah.
Speaker 1 (25:55):
Fantastic, and if you need anything.
Speaker 2 (25:58):
You could also follow us on Instagram and message us
there.
If there's something and, laura, I was just thinking it's if
we're talking about hiring, ifanybody is experiencing that
challenge, you would like ourplaybook just message me on
Instagram.
Instagram, go to it's justinlund, follow me and message
laura hiring to me and I'll justsend you the google doc.
If that's something that wouldbe helpful for your business,
(26:20):
yours like just let me know,I'll send it over to you
fantastic.
Speaker 1 (26:24):
I love hearing that.
That's wonderful and and I wantto thank you so much for
spending time sharing thosewonderful pillars of your
business model, which I think isfantastic.
And thank much for spendingtime sharing those wonderful
pillars of your business model,which I think is fantastic.
And thank you for taking timeout of your busy schedule to be
on our show.
It's fantastic to have you here, so thank you.
Speaker 2 (26:41):
My pleasure.
Thank you, I appreciate thetime.
Speaker 1 (26:43):
Yeah Well, and I want to thank you, the audience, for
listening to the Mosaic Life.
You can listen to this episodeagain and get this great content
by going tomosaicbusinessconsult.
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