September 21, 2025 • 41 mins
Hanneke Antonelli shares her expertise on scaling service-based businesses without sacrificing freedom or working twice as hard. She reveals the five proven steps that fuel immediate growth while unlocking more free time for business owners who feel stuck in day-to-day operations.
• Giving yourself a promotion from operator to leader is the first crucial step in scaling your business
• Stop doing everything alone and recognize when you have B-players on your team holding you back
• Invest in accountability and support to achieve your goals faster and easier
• Release control and allow your business vision to become bigger than yourself
• Let go of the belief that you must work twice as hard to double your income
• Create a clear strategic vision that serves as your North Star for decision-making
• Celebrate your wins instead of constantly moving the goalposts
• Develop standard operating procedures as living documents that evolve with your business
• Understand the Scale Freedom Framework: Strategic vision, Collaborative leadership, Aligned team, Leverage financial strategy, and Efficient systems
Hanneke Antonelli is a multi-award-winning entrepreneur, best-selling author, certified life coach, and exit planning advisor. Being a Sassy South African and Wall Street Veteran with a degree in finance, her clients often lovingly refer to her as their business fairy godmother. Hanneke uses a no-BS approach, hardcore business strategies, and extensive coaching skills to help her service-based clients scale their companies to a million and beyond while creating more freedom and joy!
Website: hannekeantonelli.com
LinkedIn: https://www.linkedin.com/in/hannekeantonelli/
Resource - Business Acceleration Assessment: https://w
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Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Speaker 1 (00:00):
Welcome to Tiny Marketing.
This is Sarah Norrblatt, andthis is a podcast that helps B2B
service businesses do more withless.
Learn lean, actionable, organicmarketing strategies you can
implement today.
No fluff, just powerful growthtactics that work.
Ready to scale smarter, hitthat subscribe button and start
growing your business with TinyMarketing.
Speaker 3 (00:24):
It will come through you.
Speaker 2 (00:26):
Yeah, it'll be fine, yeah, all right.
So do you want to introduceyourself to the audience?
I always have my guests do it,because you're going to do so
much better of a job than me.
Speaker 3 (00:39):
Oh my God, I hate it when they ask me to do it.
I'm just kidding, it's so good.
Sarah and I was just talkingabout this before as two
introverts like how certainthings in business that we
definitely feel uncomfortablewith, and this, I will say, is
one of them, which was reallyfunny side story for the
audience when I had to recordthe audio of my book.
Speaker 2 (01:05):
So you did the, you were the narrator.
Speaker 3 (01:09):
So you're literally standing there reading your own
words and it was such a it's sonot like natural and it also
felt so narcissistic on a leveland you know, like you have to
put all of that stuff.
That's just like how I was inmy own way and I was like get
over it, nobody is going tothink about it this way you just
, you know, pretty much allnonfiction books are like the
(01:31):
audiobook narrator is the author, like every single time.
Speaker 2 (01:34):
So no one's going to think that about you.
Speaker 3 (01:36):
No, no, you need to get over it.
But what was really funny to mewe're totally segueing into
something else is like, like, Iprefer it when it's the author
doing it.
Right, with the exception ofand I love you, tony robbins,
but please get someone else toread your book.
That's such a rough voice tolisten to.
I've never listened to one ofhis books.
(01:57):
Oh, you need to go to vocalcoach.
I love you, I really do.
If hear things, this is notlike you know.
Some feedback, I'm sure From anlistening audience, because
obviously he's a phenomenalbusiness coach and person that
we all look up to, which bringsus to.
Let's do my intro.
So hi there, everyone.
(02:17):
Thank you so much for tuning inand listening to us today.
Thank you so much, sarah, forhaving me.
So, if you're looking at thescreen going, how does one
pronounce that name?
It is Hanukkah, just like theJewish holiday, but no, not
Jewish, but it has South Africanroots.
So I am a business coach andconsultant and I'm also a
(02:42):
award-winning entrepreneur and abase selling author, and I
mainly work with service-basedentrepreneurs to help them to
scale in a way that brings themmore profits and freedom, and
usually the folks that come andfind me are around that like
million dollar mark.
Things have gotten reallycomplex in your business and
you've plateaued out and you arelike, oh my word, if I have to
(03:06):
hustle harder I'm going to break.
So that's usually where I comein and I show you that you know
you do not have to hustle harderto build a big and beautiful,
successful business.
Speaker 2 (03:18):
And another little side note for our audience you
were my first coach.
I didn't know, I was the first.
You were, yes, you were myfirst.
Now I feel extra special.
So I have talked endlessly tomy audience about how I burned
out at the beginning of mybusiness and I just like burned
(03:41):
the whole thing to the groundand just tried to start
something a little bit new.
And that's when I came to you.
I just like burned the wholething to the ground and just
tried to start something alittle bit new.
And that's when I came to you.
I was like I got so manyclients so quickly and I don't
know how to handle it.
So I came to you and you helpedme with that.
Yay.
Speaker 3 (04:00):
I'm so glad, yes, and I remember you coming to us and
we had a mastermind running atthe time and you were just such
a beautiful addition and I lovedwhat we got to work on with you
and really, which is what Ireally love doing with people,
desires and the lifestyle thatthe business owner wants versus
corporate America.
Thinking of like this is how webuild businesses, this is how
(04:30):
we scale them, and you just haveto fall in line and follow this
cookie gutter strategic method.
Speaker 2 (04:37):
Yeah, you were the first person to introduce me to
human design too.
I had never heard of it beforethat, and it comes up all the
time.
Now, what is this Five yearslater?
I think it comes up fairlyregularly, and something that
you taught me when I was in yourmastermind like was a question
in one of the Slack groups I'mpart of last week as well.
(05:01):
It was like such a simple thingthat solved so many problems.
It was have a team meeting withyour freelancers every week so
you guys can get on the samepage and make sure the projects
are running smoothly.
And I was like but can I?
They're my freelancers and notemployees.
Speaker 3 (05:18):
And you're like no, you can, yes, you can, as their
client, you are allowed tocommand.
Demand that time of them.
Yes.
Speaker 2 (05:28):
And I'm still working the same ones.
Speaker 3 (05:30):
I love see it's because you did those meetings.
It just helps everybody, yeah,Communication is key.
Speaker 2 (05:38):
Yes, so today we're talking about something similar
to that.
So when you are growing,everybody ends up feeling those
growing pains.
Your business hits a certainspot and you're like, okay, I
was one person and I was justdoing my thing, but now it's
grown to the point where maybe Ineed to scale, I need to think
(06:01):
about my offer differently, Ineed to structure my team
differently, and we're talkingabout so in your notes exactly.
You have five proven steps thatfuel immediate growth and
unlock more free time, and thefree time is, I think, the thing
that a lot of people strugglewith.
Speaker 3 (06:18):
Yes, yes, and I think at the beginning people are
like I don't need free time, Idon't want to go sit on a beach
and do blah, blah, blah.
Speaker 2 (06:25):
Until you do?
Speaker 3 (06:27):
Yes, I would like that, but a lot of entrepreneurs
are like, no, but I want to doblah, blah, blah, blah, blah.
It's just showing me howaddicted they are to hustle
culture.
Yeah, if you're sitting thereand going like, but I don't, you
know what would I do with thisfree time?
It's not always so that you cango sit on a beach.
We literally need you tooperate differently if you're
(06:55):
going to scale, like bigger andthis is where that first point
comes in, is where we need togive you a promotion.
It sounds so simple.
You're like, of course, butit's literally the shift from
being an operator, an owneroperator, to being the leader in
your business, and very oftenthat it's not going to come
natural, especially with thefolks that I work with.
(07:15):
It is usually the serviceprovider who, like yourself,
accidentally just grew it intosomething way bigger than they
thought it was going to be,sometimes intentionally.
But then all of a sudden, theyrun into issues because now they
are still wanting to show up asthe operator and stay in that
day-to-day level where they'reliterally just confusing their
(07:38):
team and themselves and causinga lot of aggravation, and they
really want to stick into this.
Oh, I am now the leader of thisbusiness and my I call it a
promotion is because your jobdescription is going to look way
different.
You're what you're going to dodaily is going to look way
different, and you're stillgoing to work hard, but that
(08:02):
hard work is going to look verydifferent than when you were an
operator.
And then, of course, the firstthing that we say then is like
stop doing it alone.
That's the second thing.
Stop doing it alone.
And this is so difficultbecause again, we've been
conditioned like think about it.
They'll say to people they're aself-made millionaire,
(08:45):
no-transcript, go faster.
If I do it alone, if I just like, probably the number, the first
thing that you hear when you'retelling people that story like
I do it all, that I'm like thiswill just go, I'm like no, I'm
not really going against what Ipreach.
And then you, you know you getlike stop.
(09:06):
And usually when you're, whenyou're doing that, that, stop
doing it alone.
It's showing us to somethingthat I'll talk about later, that
you probably have B players onin your team or the wrong people
in your business or in thewrong seats.
So then that leads us to thatthird proven step to help you to
unlock immediate growth andfree time, and that is investing
(09:30):
, like Sarah did, inaccountability and support.
And this can feel veryindulgent, it can feel very I
don't have the money, likeespecially.
You know, coaches are not cheap, support is not cheap, being
reliable or responsible forsomeone else's livelihood feels
(09:50):
can feel very like oh my word,that's a lot.
It's again why we need to helpyou with point one of giving you
that promotion, shifting youinto that leadership thinking
mode, but really investing inaccountability to help you to
achieve these things faster andeasier.
And then from there, it's aboutreleasing control, another
(10:12):
thing that's very difficult todo if you have always done a lot
of the stuff in your businessby yourself, and it's really
this shift that needs to happenhere.
For people usually is that likeit's now bigger than you.
The vision now needs to gobigger than what you thought it
was, and you really have to kindof release it and let it become
(10:36):
.
I always joke like this iswhere your business is your baby
.
We're sending that baby toHarvard and now Harvard is going
to support us, right, like myHarvard graduate baby is now
going to support mama.
That's what you want to kind ofthink.
So then, and then from there isthe thing that I had spoken
about way at the beginning herealready is the releasing the
(11:01):
idea that you're going to haveto work double as hard to make
double your income.
That's very true, I would say.
Up until you hit like sixfigures, multiple six figures,
you can still do that, but atsome point, like at that
multiple six figure mark, you'regoing to have to shift that
(11:21):
thinking and that behavior.
And it's actually somethingthat I talk about in my book is
how we get different results.
It's like the science factformula that I created in you
having to shift your beliefs sothat you can shift your actions,
so that we can get a differentoutcome, but you staying stuck
(11:42):
in that double hard to doubleincome is very much working
against you.
Speaker 2 (11:48):
Yeah, I would believe that the reason that you get
pushback on that is becauseyou're working with service
providers and a lot of themstarted their business because
they're good at their thing theyare good at whatever it is that
they provide the service forand then they have to have a
completely different mind shift.
(12:08):
Like I'm, this thing that Itied my identity to for so long
is no longer my thing and I haveto lead a business.
So it's like seeing yourself ina different light very
different light.
Speaker 3 (12:23):
Yes, yes, and even to that point is like this shift
that has to happen is also thisam I going to lose quality?
Like a lot of people will belike, but but my team is me,
Like I'm, you know, I'm sittingin all these meetings with these
big other companies.
They're referring to thecompanies, but then they refer
to me as my name and I'm likethat's because you're on every
(12:45):
call.
Still, you should not be on thecall, but that's difficult,
right?
Like?
What is the quality controlthat needs to happen?
And will I be?
It's an objection, too, toscaling, like I want to scale,
but I don't want to lose thequality of the service and
therefore I have to be incontrol and do it all.
Speaker 2 (13:07):
Yeah, you have to be so strategic when you start
adding team members in.
Yeah, I know that that issomething that I struggled with
when I started.
Adding people in is qualitycontrol, like how do I make sure
that it's all at the level thatit was when it was me doing the
work, and there were definitelypoints where I was like, okay,
(13:29):
well, this isn't working out, Ineed to find a new way.
And that was still at the point, because I was hiring people
when I was with you.
So that's something that weworked on together.
Yeah, yeah, I know.
Speaker 3 (13:40):
Right and it's so easy.
We're like oh, my team'sexpanding, I'm just going to
hire another mini me or I'm just.
You know, we just we forgetthat there's a science to hiring
and also it's very normal and Iwant to shout this from the
rooftops it is so normal to hirethe wrong people when you start
(14:01):
hiring and don't let that meanthat you're doing it wrong or
that this doesn't work for mybusiness type or my industry.
That's not what's happeningthere.
It really is just.
You have to learn and get aformula for identifying exactly
(14:23):
who it is that you need to hire,and then you have to come up
with those interview questionsto figure out if this person's
really a fit energetically, froma vision perspective, et cetera
.
Speaker 2 (14:36):
Yeah, that is.
I have found that my biggest.
I have had super luck with 99%of my hires.
I've had like amazing peoplethat I've been with for years.
It's always when I'm rushingLike I've had an influx of
clients at the same time and Ineeded support yesterday.
Speaker 3 (14:59):
Yes, yes, and that's usually what happens, like
that's, you know, we havebeautiful examples of massive
companies that run into theseissues.
Right, uber, wework, like.
Think of massive companies thatyou think there should be.
Speaker 2 (15:13):
I watched the show on Uber and all the mistakes they
made.
Speaker 3 (15:17):
It was so good, right , so please like know that
everybody, and their mom whoruns a business makes massive
mistakes.
But that's the only way welearn and grow Like.
You kind of have to allowyourself to have those mistakes
and not make that mean thatyou're somehow failing as a
(15:38):
business owner or that youshouldn't be a business owner.
Speaker 2 (15:41):
Yeah, yeah, that is a good segue into talking about
the mistakes that people oftenmake when they're scaling or not
even necessarily scaling, butgrowing, yeah.
What do you see most oftenhappen where you're like, this
is easily solvable.
Speaker 3 (16:02):
So this is going to sound so silly, but it is really
funny to me how often ithappens is there, isn't, there
was enough clarity on.
The vision wasn't created.
It was an idea, but the ideawasn't fully fleshed out or
really thought about andmethodically planned out.
Speaker 2 (16:25):
And let's pause for one second.
Yeah, is it the vision of thebusiness or the vision of the
role?
Speaker 3 (16:31):
the vision of the business.
Speaker 2 (16:34):
So here we are going.
Speaker 3 (16:36):
What do we want this business to become?
Um, you know in, and that'slike really, really clear, to
where it's like this is whatwe're committing to, right, yeah
, and then understand and thereason why people don't do it.
I so see why people don't do itbecause, number one, you want
to get it perfect.
(16:57):
Right, you got to get the rightvision.
Is this the right vision forthe business?
Two, is this possible?
Like all the main people, Likeimposter syndrome.
Speaker 2 (17:10):
Yeah, are these dreams?
Speaker 3 (17:12):
too big?
Yeah, are these dreams too big?
Is little me going to be ableto handle this?
Like, so that's where visioncan get blurry.
And or you're not reconnectingto your vision enough.
So you kind of had yourplanning session and then you
completely forget about it andyou're just like start running.
And then, three months down theline, you're like, oh my God,
(17:35):
we've started running over hereand I didn't even notice it,
because big things came up thatthought that I thought was
important and I kind of lostsight of where we were going.
And the reason why vision is soimportant is because every
single decision that you makeshould tie back into is this
(17:56):
getting me closer to that visionor not?
And that vision includes, likefor the health of my business,
my employees and myself.
Right, did we even go that deepon the vision of the business?
Speaker 2 (18:10):
Where, at what point do you think people need to
think about the vision?
Because the companies thatyou're working with, they may
not have ever known that theyneeded a vision beyond the thing
that they do.
Speaker 3 (18:23):
Yes, yes, so from day one.
No, no.
So here's what I mean with thatRight, right.
Sometimes the vision is assimple as this year I'm going to
make.
In the beginning it will besomething like this year I'm
going to make one hundredthousand dollars, yeah Right,
that's usually where it starts.
Or I just want to replace myincome with whatever you were
(18:45):
doing before.
That's usually where it starts.
But then what often happens iswe start to negotiate and
compensate and like compromise,because either we're missing
certain milestones and or andthen we kind of we rework the
vision because it must be wrong.
Speaker 2 (19:07):
Yes, Right, okay, I see what you mean by vision.
Even when I was freelancing andstill working corporate, I had
a vision.
I was like I want my freelanceto cover my daycare costs
because my kids were little then.
Yeah, there you go Right.
Speaker 3 (19:23):
So that's a vision.
That is vision If that's assimple as it is like.
That's beautiful.
But now you have the visionsand now let's work it back.
Then every single decisionneeds to be will this replace my
daycare costs or not?
Will this get me closer to that?
And then, very often, you wantto shake back in with the vision
to go.
Is this still important to me?
(19:45):
Does this still pertain?
Speaker 2 (19:49):
Yeah, that is really valuable.
I hope everybody pauses righthere and just thinks for a
second if they do like to usethe vision that you have for
your business as a lens for allof the questions that come up,
all of the forks in the roadthat come up.
Does this get me?
(20:09):
Does this road get me closer tothe vision that I have, exactly
?
Speaker 3 (20:13):
So it's really just acts as a North Star, yeah, very
much like a rainbow.
Right, we're going to walktowards the rainbow, but the
rainbow is going to keep moving.
That's going to happen withyour business as it gets bigger.
You're never going to hit therainbow.
You're never going to hit thepot of gold, because human
(20:35):
desire is such that we are bornto desire more, and so that's
very important that you, thatyou, have that vision, which now
directly pulls me into.
I didn't even write this down,but this is also a pitfall, in
that we are not, asentrepreneurs, wired to give
ourselves high fives and go ohmy God, excuse my French, I rock
(20:58):
.
Speaker 2 (20:59):
It's okay.
Explicit is marked on my phone.
Speaker 3 (21:02):
I'm'm sorry.
I worked on Wall Street.
This is what I laced over.
Mom, I love you, I'm sorryanyway.
So basically, you really wantto make sure that?
Um you, I've lost my train ofthought now.
Speaker 2 (21:18):
I didn't write this down and now that's a problem.
Speaker 3 (21:22):
Oh, my God.
So anyway, so the vision, andthen, oh so, so now you're like
um, it will come to me.
Yeah, I didn't say a lot aboutit, you guys heard it.
If you have questions about it,I'm going to ask you a little
bit more.
This is my very many boss brainto king it.
(21:44):
A thought is here, it's gone.
But then the next thing about it, you know, is the, the, the
leadership, right?
Uh, oh, this is what it was.
Giving yourself high fives, see, I knew it was that, was it?
Celebrate your wins, right?
So you, we hardly ever take amoment to go because the rainbow
(22:06):
moved again.
Because we're so ambitious, wedon't go.
Hey, I did arrive where therainbow was and it is pretty
amazing here, and I learned alittle license and I did this,
you created this and I did this,you created this and you get to
celebrate that because, asentrepreneurs, we're high
(22:28):
achieving individuals, right,super high.
And there used to be the wordoverachievers.
I don't like using that wordbecause it is that like we're
achieving more than we arecapable of.
That's bullshit, right.
Achieving more than we arecapable of, that's bullshit,
(22:50):
right.
You can, totally.
We are such creative humans andwe have infinite possibilities
of what we can achieve and weget to decide what we want and
how we want to.
You know where we want toachieve, so remembering that is
super important, which is whyinvesting in leadership, in your
leadership development orpersonal development, is the
(23:10):
best thing that you can do as abusiness owner, because the more
you grow, the more yourbusiness will grow, and very
often again because of price taxand not bidding on ourselves,
we're like, oh, I'm not readyyet or I'll do that next year
when I have the money in thebank.
(23:31):
Honey, you're never going togrow a business if you continue
to work.
That.
The people that I work with likethe, the amount of like risk
that you have to get comfortablewith is astonishing.
It's not for the faint of heart, well, it's not for the pain.
I'm like, literally, my husbandand I bought a fixer this year.
(23:53):
We are both entrepreneurs.
We listened to this doubled ourcost of living, okay, and?
And we had to sit there and theprojections didn't look so good
for both of us at the beginningof the year and it was like
well, are we going to bid onourselves or what?
Because now we're just going tohave to do this and making that
decision was really rough.
(24:14):
I won't lie and like even I'veinvested in business coaches
when I was making laced and sixfigures, where I literally was
like I have no idea how I'mgoing to pay this person, but I
know when I take a bid on myself, things happen.
I make it work, and that issomething that I really wish
(24:35):
entrepreneurs can really leaninto.
More is that you know how tomake money.
Trust yourself, you're going tofigure it out, but it's going
to take that commitment and it'sgoing to take that vision and
it's going to take givingyourself high fives.
The other pitfall and likemistake that keep people stuck
(24:56):
is this loyalty to be players.
This especially happens whenwe've had our business for a
while and we have people on ourteam that in the beginning or at
a certain point, helped us alot and we are good people, and
now we feel a sense of I can'tlet this person go, and by doing
(25:22):
that, you are creating a lot ofturmoil in your business, but
you're also like not scalingyour bandwidth because now, all
of a sudden, you've got tomicromanage this person and or a
whole bunch of things happen inyour business that could be
better if you release thisperson with love and light and
(25:42):
all the things like it doesn'tneed to get nasty or mean yeah,
but you really want to start tothink about who on your team is
not an a player.
That is literally how netflixstays.
Netflix they.
They get rid of you.
If you're not a gaming thewhole time, then from there the
(26:05):
other pitfall fall that.
I see a lot is business ownersknow that they need SOPs and
these standard procedures, butbut a they are either looking
for the perfect like somethinglike the perfect procedure.
Speaker 2 (26:22):
Perfect, yet why would I document it Exactly?
But but your like somethinglike the perfect procedure.
Speaker 3 (26:24):
This isn't perfect yet why would I document it
Exactly?
But your systems and your SOPsare very much like a website.
It's never.
It's a breathing document.
It's always going to change.
And then a lot of entrepreneursalso will go well, it's all up
here.
They don about like all this,this stuff that lives up here,
(26:45):
that it can all be systematized.
And if you get a really goodexecutive assistant to help you,
trust me, she's going to be orshe, they, they're going to be
able to help you.
And then the final pitfall isthis fear of success which
sounds so like, but I wantsuccess.
(27:05):
But very often if you're stillin that mindset of like it's
going to be, I'm going to haveto work double as hard, it's
going to be double ascomplicated to make double the
income, then you're like I can'tdo this, I'm not going to be
able to handle that as anindividual.
Very valid, but that's why youwant to make that switch and
(27:27):
really valid, but it's also nota necessary thing.
Speaker 2 (27:31):
Like you don't have to do it all by yourself.
Speaker 3 (27:34):
No, you get to choose and there are steps and ways
and people that can help you tonot have to do it that way yeah,
that, um, that was that.
All of this, all of this wasdefinitely me yes, yes, but
(27:55):
again and but and I love thatyou're I mean, it was me as well
like it's.
It's all of us, this is naturalto want to operate like that,
and also that's why I want tooperate like that, and also
that's why I want to say likethere's nothing wrong with you
if you're operating yourbusiness like this.
It's normal.
99.9% of entrepreneurs thinklike that.
Speaker 2 (28:17):
Yeah, and it's like there's just a lot of mindset
shit that you have to go throughin order to get to that place.
Like, exactly, a lot of peopleare risk adverse, a lot of
people think that only they cando the thing that they do, so
it's so easily to fall into allof these traps.
Speaker 3 (28:38):
Yeah, and that's sort of why you want to, as a
business owner, like, even I wasreading something about Elon
Musk the other day.
Now, he doesn't strike me asthe most mindset-driven person
ever, but yet what he said I waslike, oh no, he definitely has
done some form of something tohave that insight.
Right?
So even like Steve Jobs, didyou know that he lived in an
(29:01):
ashram?
No, right, these right.
So these very big businesspeople like these, these genius
minds of our time for lack of abetter word they all know like,
yes, strategy is, is really,really important, but you got to
(29:22):
do a lot of mind bending andwarping to to be able to get
yourself there, and so thatmeans you got to rewire the way
that you think about yourbusiness and about what's
possible and about yourself.
Yes, like, who do you want tobecome?
Who can you become?
You know some coaches often asklike, who do you want to become
?
But how about?
(29:42):
Like, if we shift that and go,who can we become in this
journey?
What is possible for you if youwere to let go of all these
self-imposing limits that you'resitting for yourself?
Speaker 2 (29:57):
That was like a huge thing for me when people started
to come to me for just my brain.
Like they didn't want me to doexecution, they just wanted my
brain.
Like they didn't want me to doexecution, they just wanted my
brain, and I like it took awhile for me to wrap my mind
around the fact that it goes.
Speaker 3 (30:14):
So you just want to know what strategy I would use
for that, instead of doing thething yes, right, there's value,
like understand, and that's whoyou like sort of you, that's
who you can become for your team, where you become the brain and
they become the executors.
Speaker 2 (30:35):
Yeah, and that's definitely what I've done on the
retainer side of my business.
I am just the brain.
I no longer do the execution.
Speaker 3 (30:43):
Love that, I love that.
Now it also makes sense, likeyou know.
The other thing that you weretelling me about what you're
focusing on the tiny marketingclub, yeah, the bandwidth to run
that and to also be busy withthat and that's what people need
to understand is, like allthese things is that we can
unlock bandwidth for you,because when we unlock bandwidth
(31:05):
, you can make more money.
Because the most valuable thingon an entrepreneur is this you
have an incredible mind withincredibly profitable ideas, and
unless you don't get very clearon your vision because if
you're just IDing it off to yourteam the whole time, that can
(31:28):
drive them nuts as well, but ifyou don't, you know, lock open
yourself up to even have spaceto have those ideas and creative
solutions then you're alsostunting your growth and your
profitability.
Speaker 2 (31:41):
Yeah, absolutely Earlier you were talking about.
Well, I don't want to spend mytime on the beach, but it's like
this is actually what you canbe doing with that extra time is
starting a new offer that isjust more scalable, so you can
have the business that's alreadyestablished and then something
new.
Speaker 3 (32:00):
Exactly, and then there will be something else,
and then something else, andsomething else Exactly, and then
, before you know it, we'll beat your house and your mansion
having a party.
Speaker 2 (32:12):
So the last thing on our list for this conversation
is the entrepreneurial map thatleads to higher profits.
So let's talk about that.
Yeah, so what is this like?
Hand it to me.
Speaker 3 (32:25):
So it's called the scale freedom framework and it's
basically the map that I'vecreated over the years of just
you know, I think I've been inbusiness now, that I think I
know I've been in business nowfor 12 years working with
entrepreneurs, and throughworking with them I condensed
everything that I've done andthat's worked and that I know
(32:48):
firsthand is how these brilliantminds create these beautiful
businesses down into the scalefreedom framework.
So the S of the scale isstrategic vision and scalable
growth planning.
So again, we talked aboutvision.
We talked about how importantit is and that you define it,
but also that growth planning isit scalable, succeed and the
(33:13):
shifts that has to happen tosupport that, along with the
leader that you want to become.
What kind of a leader are you?
(33:38):
And, as I mentioned, I usuallywork with what is already in
your wheelhouse, like I did withSarah.
Like who is she already?
How does she operate?
I do look a little bit at yourhuman design for that, but I
keep a couple of other things inmind as well.
And then you can grow fromthere.
And then it is the aligned teamhiring and management strategy.
(34:01):
So, again, you have to know whoyou want to hire and there
needs to be strategy behind whatyou're doing.
And then there's the leveragefinancial strategy that I do
with folks and this is what wewere just talking about of once
we've unlocked this bandwidth,what else is possible?
But also, are you keeping yourbusiness financially healthy?
(34:24):
So are we doing things likecash flow management?
Do you have the rightaccountant?
Do you have a good bookkeepLike what's happening in the
back office with your finances?
Are you someone who likeslooking at your numbers or know
your numbers?
And I work with a lot ofentrepreneurs who are just like
I don't know.
Speaker 2 (34:42):
I'm looking at my CFO forces me to look every month
yes, right, and like becausewhat you focus on expands.
Speaker 3 (34:52):
So, and the thing that I love about this financial
strategy strategy part is I doa lot of money mindset with
people, but I also provide youwith like a super back of the
napkin, so simple way of lookingat your finances.
Because a lot of times when wego and speak to people like
financial planners and our CPAsand things like that, we're like
(35:15):
I know nothing about money.
Yeah, I don't know what thismeans.
I'm like what does he mean?
Like I don't know Right.
So, helping you to really getconfident in that and just like
really grounding into you're abadass business owner and what
you don't know, we can ask.
We can give you the confidenceto ask.
But also we're going to helpyou to really get a simple way
(35:37):
to understand your numbers.
And then, finally, it's theefficient systems and scalable
operations.
So, once again, like, can wemake things easier, faster,
quicker, how do you do that?
And that is the scale freedomframework that I implement with
my clients while I'm workingwith them.
Speaker 2 (35:58):
Boom.
So you're looking at.
It sounds like first you'relooking at like the strategy,
the mindset stuff, justeverything that's up here, and
then you go deeper into like theteam dynamics.
Who do you need to be able toget to that vision of the
operations and streamliningthose pieces of it?
Speaker 3 (36:18):
Yes, yes, absolutely, and a lot of, like you know.
And then I have people who justhave me on retainer and those
conversations like, indefinitely, just have me on retainer, and
those conversations like,indefinitely, I'm just sort of
part of their team, and a lot ofthose conversations are more
about team management, strategyand scalability.
And then we literally justrefine everything that I we just
(36:40):
spoke about of the scalefreedom framework.
We just keep, you know, addingto it and making it bigger Nice.
Speaker 2 (36:47):
Yeah, so how can people find you and work with
you?
Speaker 3 (36:54):
Right.
So there's a variety of ways.
Number one I have a freeassessment called the business
acceleration.
Is it what it's called?
What is it called?
Again, what is my own thingcalled?
Let me see if you put in theform.
Speaker 2 (37:09):
I think I did Business acceleration assessment
.
There we go.
I was on the right thing.
Speaker 3 (37:30):
Where are you?
Are you still like in the doermode of your business, or have
you jumped to the fixer part, orhave you turned into the leader
?
And then I give you strategiesand tips of how to move yourself
up the ladder so thateventually you become the leader
.
And if you are a reader, youare more than welcome to get my
book, the Up-Level Project.
It's available anywhere in theworld from any bookstore.
(37:51):
You can order it.
Or you can get to Amazon and getit there and, like I said
earlier, you can listen to mereading it to you and then you
can have a little chuckle in howuncomfortable I felt, yeah,
knowing that you were hating it,knowing that I was like,
knowing that you were hating it,knowing that I was like for,
like the first chapter and thenfrom there.
(38:15):
If you're looking forone-on-one support in your
business and you're ready tolike, really scale your company
one, if you're in the Bostonarea, I have a retreat coming up
on October 17th, which you'remore than welcome to come and
attend coming up on October 17th, which you're more than welcome
to come and attend.
Or you can come and visit mywebsite, book a discovery Q&A
call with me and we can see whatit is that you need and who
(38:36):
you're looking for and how I canhelp.
Perfect.
Speaker 2 (38:40):
I am going to put all of those links in the show
notes so they will be available,and thank you for coming on the
show, oh thank you, sarah.
Speaker 3 (38:49):
You're such a good interviewer.
I will say I haven't done oneof these in a while and it's
always like you're a little like, oh my God, am I going to?
And then you're just such alovely interviewer.
I was like this is going to befine, it's chill.
So thank you, all our listeners, thank you, sarah, for
(39:10):
providing this beautiful podcast.
I know I've seen quite a fewpeople to listen to it, or
people to it, and they always go.
Oh my word, so many goodinsights, tips and strategies.
So thank you for providing thisto the listeners.
I appreciate that.
Speaker 1 (39:30):
You love all things tiny marketing.
Head down to the show notespage and sign up for the wait
list to join the tiny marketingclub, where you get to work
one-on-one with me withtrainings, feedback and pop-up
coaching that will help youscale your marketing as a B2B
(39:51):
service business.
So I'll see you over in theclub.
Welcome to Tiny Marketing.
This is Sarah Norrblatt, andthis is a podcast that helps B2B
service businesses do more withless.
Learn lean, actionable, organicmarketing strategies you can
implement today.
No fluff, just powerful growthtactics that work.
Ready to scale smarter, hitthat subscribe button and start
growing your business with TinyMarketing.
Speaker 3 (00:24):
It will come through you.
Speaker 2 (00:26):
Yeah, it'll be fine, yeah, all right.
So do you want to introduceyourself to the audience?
I always have my guests do it,because you're going to do so
much better of a job than me.
Speaker 3 (00:39):
Oh my God, I hate it when they ask me to do it.
I'm just kidding, it's so good.
Sarah and I was just talkingabout this before as two
introverts like how certainthings in business that we
definitely feel uncomfortablewith, and this, I will say, is
one of them, which was reallyfunny side story for the
audience when I had to recordthe audio of my book.
Speaker 2 (01:05):
So you did the, you were the narrator.
Speaker 3 (01:09):
So you're literally standing there reading your own
words and it was such a it's sonot like natural and it also
felt so narcissistic on a leveland you know, like you have to
put all of that stuff.
That's just like how I was inmy own way and I was like get
over it, nobody is going tothink about it this way you just
, you know, pretty much allnonfiction books are like the
(01:31):
audiobook narrator is the author, like every single time.
Speaker 2 (01:34):
So no one's going to think that about you.
Speaker 3 (01:36):
No, no, you need to get over it.
But what was really funny to mewe're totally segueing into
something else is like, like, Iprefer it when it's the author
doing it.
Right, with the exception ofand I love you, tony robbins,
but please get someone else toread your book.
That's such a rough voice tolisten to.
I've never listened to one ofhis books.
(01:57):
Oh, you need to go to vocalcoach.
I love you, I really do.
If hear things, this is notlike you know.
Some feedback, I'm sure From anlistening audience, because
obviously he's a phenomenalbusiness coach and person that
we all look up to, which bringsus to.
Let's do my intro.
So hi there, everyone.
(02:17):
Thank you so much for tuning inand listening to us today.
Thank you so much, sarah, forhaving me.
So, if you're looking at thescreen going, how does one
pronounce that name?
It is Hanukkah, just like theJewish holiday, but no, not
Jewish, but it has South Africanroots.
So I am a business coach andconsultant and I'm also a
(02:42):
award-winning entrepreneur and abase selling author, and I
mainly work with service-basedentrepreneurs to help them to
scale in a way that brings themmore profits and freedom, and
usually the folks that come andfind me are around that like
million dollar mark.
Things have gotten reallycomplex in your business and
you've plateaued out and you arelike, oh my word, if I have to
(03:06):
hustle harder I'm going to break.
So that's usually where I comein and I show you that you know
you do not have to hustle harderto build a big and beautiful,
successful business.
Speaker 2 (03:18):
And another little side note for our audience you
were my first coach.
I didn't know, I was the first.
You were, yes, you were myfirst.
Now I feel extra special.
So I have talked endlessly tomy audience about how I burned
out at the beginning of mybusiness and I just like burned
(03:41):
the whole thing to the groundand just tried to start
something a little bit new.
And that's when I came to you.
I just like burned the wholething to the ground and just
tried to start something alittle bit new.
And that's when I came to you.
I was like I got so manyclients so quickly and I don't
know how to handle it.
So I came to you and you helpedme with that.
Yay.
Speaker 3 (04:00):
I'm so glad, yes, and I remember you coming to us and
we had a mastermind running atthe time and you were just such
a beautiful addition and I lovedwhat we got to work on with you
and really, which is what Ireally love doing with people,
desires and the lifestyle thatthe business owner wants versus
corporate America.
Thinking of like this is how webuild businesses, this is how
(04:30):
we scale them, and you just haveto fall in line and follow this
cookie gutter strategic method.
Speaker 2 (04:37):
Yeah, you were the first person to introduce me to
human design too.
I had never heard of it beforethat, and it comes up all the
time.
Now, what is this Five yearslater?
I think it comes up fairlyregularly, and something that
you taught me when I was in yourmastermind like was a question
in one of the Slack groups I'mpart of last week as well.
(05:01):
It was like such a simple thingthat solved so many problems.
It was have a team meeting withyour freelancers every week so
you guys can get on the samepage and make sure the projects
are running smoothly.
And I was like but can I?
They're my freelancers and notemployees.
Speaker 3 (05:18):
And you're like no, you can, yes, you can, as their
client, you are allowed tocommand.
Demand that time of them.
Yes.
Speaker 2 (05:28):
And I'm still working the same ones.
Speaker 3 (05:30):
I love see it's because you did those meetings.
It just helps everybody, yeah,Communication is key.
Speaker 2 (05:38):
Yes, so today we're talking about something similar
to that.
So when you are growing,everybody ends up feeling those
growing pains.
Your business hits a certainspot and you're like, okay, I
was one person and I was justdoing my thing, but now it's
grown to the point where maybe Ineed to scale, I need to think
(06:01):
about my offer differently, Ineed to structure my team
differently, and we're talkingabout so in your notes exactly.
You have five proven steps thatfuel immediate growth and
unlock more free time, and thefree time is, I think, the thing
that a lot of people strugglewith.
Speaker 3 (06:18):
Yes, yes, and I think at the beginning people are
like I don't need free time, Idon't want to go sit on a beach
and do blah, blah, blah.
Speaker 2 (06:25):
Until you do?
Speaker 3 (06:27):
Yes, I would like that, but a lot of entrepreneurs
are like, no, but I want to doblah, blah, blah, blah, blah.
It's just showing me howaddicted they are to hustle
culture.
Yeah, if you're sitting thereand going like, but I don't, you
know what would I do with thisfree time?
It's not always so that you cango sit on a beach.
We literally need you tooperate differently if you're
(06:55):
going to scale, like bigger andthis is where that first point
comes in, is where we need togive you a promotion.
It sounds so simple.
You're like, of course, butit's literally the shift from
being an operator, an owneroperator, to being the leader in
your business, and very oftenthat it's not going to come
natural, especially with thefolks that I work with.
(07:15):
It is usually the serviceprovider who, like yourself,
accidentally just grew it intosomething way bigger than they
thought it was going to be,sometimes intentionally.
But then all of a sudden, theyrun into issues because now they
are still wanting to show up asthe operator and stay in that
day-to-day level where they'reliterally just confusing their
(07:38):
team and themselves and causinga lot of aggravation, and they
really want to stick into this.
Oh, I am now the leader of thisbusiness and my I call it a
promotion is because your jobdescription is going to look way
different.
You're what you're going to dodaily is going to look way
different, and you're stillgoing to work hard, but that
(08:02):
hard work is going to look verydifferent than when you were an
operator.
And then, of course, the firstthing that we say then is like
stop doing it alone.
That's the second thing.
Stop doing it alone.
And this is so difficultbecause again, we've been
conditioned like think about it.
They'll say to people they're aself-made millionaire,
(08:45):
no-transcript, go faster.
If I do it alone, if I just like, probably the number, the first
thing that you hear when you'retelling people that story like
I do it all, that I'm like thiswill just go, I'm like no, I'm
not really going against what Ipreach.
And then you, you know you getlike stop.
(09:06):
And usually when you're, whenyou're doing that, that, stop
doing it alone.
It's showing us to somethingthat I'll talk about later, that
you probably have B players onin your team or the wrong people
in your business or in thewrong seats.
So then that leads us to thatthird proven step to help you to
unlock immediate growth andfree time, and that is investing
(09:30):
, like Sarah did, inaccountability and support.
And this can feel veryindulgent, it can feel very I
don't have the money, likeespecially.
You know, coaches are not cheap, support is not cheap, being
reliable or responsible forsomeone else's livelihood feels
(09:50):
can feel very like oh my word,that's a lot.
It's again why we need to helpyou with point one of giving you
that promotion, shifting youinto that leadership thinking
mode, but really investing inaccountability to help you to
achieve these things faster andeasier.
And then from there, it's aboutreleasing control, another
(10:12):
thing that's very difficult todo if you have always done a lot
of the stuff in your businessby yourself, and it's really
this shift that needs to happenhere.
For people usually is that likeit's now bigger than you.
The vision now needs to gobigger than what you thought it
was, and you really have to kindof release it and let it become
(10:36):
.
I always joke like this iswhere your business is your baby
.
We're sending that baby toHarvard and now Harvard is going
to support us, right, like myHarvard graduate baby is now
going to support mama.
That's what you want to kind ofthink.
So then, and then from there isthe thing that I had spoken
about way at the beginning herealready is the releasing the
(11:01):
idea that you're going to haveto work double as hard to make
double your income.
That's very true, I would say.
Up until you hit like sixfigures, multiple six figures,
you can still do that, but atsome point, like at that
multiple six figure mark, you'regoing to have to shift that
(11:21):
thinking and that behavior.
And it's actually somethingthat I talk about in my book is
how we get different results.
It's like the science factformula that I created in you
having to shift your beliefs sothat you can shift your actions,
so that we can get a differentoutcome, but you staying stuck
(11:42):
in that double hard to doubleincome is very much working
against you.
Speaker 2 (11:48):
Yeah, I would believe that the reason that you get
pushback on that is becauseyou're working with service
providers and a lot of themstarted their business because
they're good at their thing theyare good at whatever it is that
they provide the service forand then they have to have a
completely different mind shift.
(12:08):
Like I'm, this thing that Itied my identity to for so long
is no longer my thing and I haveto lead a business.
So it's like seeing yourself ina different light very
different light.
Speaker 3 (12:23):
Yes, yes, and even to that point is like this shift
that has to happen is also thisam I going to lose quality?
Like a lot of people will belike, but but my team is me,
Like I'm, you know, I'm sittingin all these meetings with these
big other companies.
They're referring to thecompanies, but then they refer
to me as my name and I'm likethat's because you're on every
(12:45):
call.
Still, you should not be on thecall, but that's difficult,
right?
Like?
What is the quality controlthat needs to happen?
And will I be?
It's an objection, too, toscaling, like I want to scale,
but I don't want to lose thequality of the service and
therefore I have to be incontrol and do it all.
Speaker 2 (13:07):
Yeah, you have to be so strategic when you start
adding team members in.
Yeah, I know that that issomething that I struggled with
when I started.
Adding people in is qualitycontrol, like how do I make sure
that it's all at the level thatit was when it was me doing the
work, and there were definitelypoints where I was like, okay,
(13:29):
well, this isn't working out, Ineed to find a new way.
And that was still at the point, because I was hiring people
when I was with you.
So that's something that weworked on together.
Yeah, yeah, I know.
Speaker 3 (13:40):
Right and it's so easy.
We're like oh, my team'sexpanding, I'm just going to
hire another mini me or I'm just.
You know, we just we forgetthat there's a science to hiring
and also it's very normal and Iwant to shout this from the
rooftops it is so normal to hirethe wrong people when you start
(14:01):
hiring and don't let that meanthat you're doing it wrong or
that this doesn't work for mybusiness type or my industry.
That's not what's happeningthere.
It really is just.
You have to learn and get aformula for identifying exactly
(14:23):
who it is that you need to hire,and then you have to come up
with those interview questionsto figure out if this person's
really a fit energetically, froma vision perspective, et cetera
.
Speaker 2 (14:36):
Yeah, that is.
I have found that my biggest.
I have had super luck with 99%of my hires.
I've had like amazing peoplethat I've been with for years.
It's always when I'm rushingLike I've had an influx of
clients at the same time and Ineeded support yesterday.
Speaker 3 (14:59):
Yes, yes, and that's usually what happens, like
that's, you know, we havebeautiful examples of massive
companies that run into theseissues.
Right, uber, wework, like.
Think of massive companies thatyou think there should be.
Speaker 2 (15:13):
I watched the show on Uber and all the mistakes they
made.
Speaker 3 (15:17):
It was so good, right , so please like know that
everybody, and their mom whoruns a business makes massive
mistakes.
But that's the only way welearn and grow Like.
You kind of have to allowyourself to have those mistakes
and not make that mean thatyou're somehow failing as a
(15:38):
business owner or that youshouldn't be a business owner.
Speaker 2 (15:41):
Yeah, yeah, that is a good segue into talking about
the mistakes that people oftenmake when they're scaling or not
even necessarily scaling, butgrowing, yeah.
What do you see most oftenhappen where you're like, this
is easily solvable.
Speaker 3 (16:02):
So this is going to sound so silly, but it is really
funny to me how often ithappens is there, isn't, there
was enough clarity on.
The vision wasn't created.
It was an idea, but the ideawasn't fully fleshed out or
really thought about andmethodically planned out.
Speaker 2 (16:25):
And let's pause for one second.
Yeah, is it the vision of thebusiness or the vision of the
role?
Speaker 3 (16:31):
the vision of the business.
Speaker 2 (16:34):
So here we are going.
Speaker 3 (16:36):
What do we want this business to become?
Um, you know in, and that'slike really, really clear, to
where it's like this is whatwe're committing to, right, yeah
, and then understand and thereason why people don't do it.
I so see why people don't do itbecause, number one, you want
to get it perfect.
(16:57):
Right, you got to get the rightvision.
Is this the right vision forthe business?
Two, is this possible?
Like all the main people, Likeimposter syndrome.
Speaker 2 (17:10):
Yeah, are these dreams?
Speaker 3 (17:12):
too big?
Yeah, are these dreams too big?
Is little me going to be ableto handle this?
Like, so that's where visioncan get blurry.
And or you're not reconnectingto your vision enough.
So you kind of had yourplanning session and then you
completely forget about it andyou're just like start running.
And then, three months down theline, you're like, oh my God,
(17:35):
we've started running over hereand I didn't even notice it,
because big things came up thatthought that I thought was
important and I kind of lostsight of where we were going.
And the reason why vision is soimportant is because every
single decision that you makeshould tie back into is this
(17:56):
getting me closer to that visionor not?
And that vision includes, likefor the health of my business,
my employees and myself.
Right, did we even go that deepon the vision of the business?
Speaker 2 (18:10):
Where, at what point do you think people need to
think about the vision?
Because the companies thatyou're working with, they may
not have ever known that theyneeded a vision beyond the thing
that they do.
Speaker 3 (18:23):
Yes, yes, so from day one.
No, no.
So here's what I mean with thatRight, right.
Sometimes the vision is assimple as this year I'm going to
make.
In the beginning it will besomething like this year I'm
going to make one hundredthousand dollars, yeah Right,
that's usually where it starts.
Or I just want to replace myincome with whatever you were
(18:45):
doing before.
That's usually where it starts.
But then what often happens iswe start to negotiate and
compensate and like compromise,because either we're missing
certain milestones and or andthen we kind of we rework the
vision because it must be wrong.
Speaker 2 (19:07):
Yes, Right, okay, I see what you mean by vision.
Even when I was freelancing andstill working corporate, I had
a vision.
I was like I want my freelanceto cover my daycare costs
because my kids were little then.
Yeah, there you go Right.
Speaker 3 (19:23):
So that's a vision.
That is vision If that's assimple as it is like.
That's beautiful.
But now you have the visionsand now let's work it back.
Then every single decisionneeds to be will this replace my
daycare costs or not?
Will this get me closer to that?
And then, very often, you wantto shake back in with the vision
to go.
Is this still important to me?
(19:45):
Does this still pertain?
Speaker 2 (19:49):
Yeah, that is really valuable.
I hope everybody pauses righthere and just thinks for a
second if they do like to usethe vision that you have for
your business as a lens for allof the questions that come up,
all of the forks in the roadthat come up.
Does this get me?
(20:09):
Does this road get me closer tothe vision that I have, exactly
?
Speaker 3 (20:13):
So it's really just acts as a North Star, yeah, very
much like a rainbow.
Right, we're going to walktowards the rainbow, but the
rainbow is going to keep moving.
That's going to happen withyour business as it gets bigger.
You're never going to hit therainbow.
You're never going to hit thepot of gold, because human
(20:35):
desire is such that we are bornto desire more, and so that's
very important that you, thatyou, have that vision, which now
directly pulls me into.
I didn't even write this down,but this is also a pitfall, in
that we are not, asentrepreneurs, wired to give
ourselves high fives and go ohmy God, excuse my French, I rock
(20:58):
.
Speaker 2 (20:59):
It's okay.
Explicit is marked on my phone.
Speaker 3 (21:02):
I'm'm sorry.
I worked on Wall Street.
This is what I laced over.
Mom, I love you, I'm sorryanyway.
So basically, you really wantto make sure that?
Um you, I've lost my train ofthought now.
Speaker 2 (21:18):
I didn't write this down and now that's a problem.
Speaker 3 (21:22):
Oh, my God.
So anyway, so the vision, andthen, oh so, so now you're like
um, it will come to me.
Yeah, I didn't say a lot aboutit, you guys heard it.
If you have questions about it,I'm going to ask you a little
bit more.
This is my very many boss brainto king it.
(21:44):
A thought is here, it's gone.
But then the next thing about it, you know, is the, the, the
leadership, right?
Uh, oh, this is what it was.
Giving yourself high fives, see, I knew it was that, was it?
Celebrate your wins, right?
So you, we hardly ever take amoment to go because the rainbow
(22:06):
moved again.
Because we're so ambitious, wedon't go.
Hey, I did arrive where therainbow was and it is pretty
amazing here, and I learned alittle license and I did this,
you created this and I did this,you created this and you get to
celebrate that because, asentrepreneurs, we're high
(22:28):
achieving individuals, right,super high.
And there used to be the wordoverachievers.
I don't like using that wordbecause it is that like we're
achieving more than we arecapable of.
That's bullshit, right.
Achieving more than we arecapable of, that's bullshit,
(22:50):
right.
You can, totally.
We are such creative humans andwe have infinite possibilities
of what we can achieve and weget to decide what we want and
how we want to.
You know where we want toachieve, so remembering that is
super important, which is whyinvesting in leadership, in your
leadership development orpersonal development, is the
(23:10):
best thing that you can do as abusiness owner, because the more
you grow, the more yourbusiness will grow, and very
often again because of price taxand not bidding on ourselves,
we're like, oh, I'm not readyyet or I'll do that next year
when I have the money in thebank.
(23:31):
Honey, you're never going togrow a business if you continue
to work.
That.
The people that I work with likethe, the amount of like risk
that you have to get comfortablewith is astonishing.
It's not for the faint of heart, well, it's not for the pain.
I'm like, literally, my husbandand I bought a fixer this year.
(23:53):
We are both entrepreneurs.
We listened to this doubled ourcost of living, okay, and?
And we had to sit there and theprojections didn't look so good
for both of us at the beginningof the year and it was like
well, are we going to bid onourselves or what?
Because now we're just going tohave to do this and making that
decision was really rough.
(24:14):
I won't lie and like even I'veinvested in business coaches
when I was making laced and sixfigures, where I literally was
like I have no idea how I'mgoing to pay this person, but I
know when I take a bid on myself, things happen.
I make it work, and that issomething that I really wish
(24:35):
entrepreneurs can really leaninto.
More is that you know how tomake money.
Trust yourself, you're going tofigure it out, but it's going
to take that commitment and it'sgoing to take that vision and
it's going to take givingyourself high fives.
The other pitfall and likemistake that keep people stuck
(24:56):
is this loyalty to be players.
This especially happens whenwe've had our business for a
while and we have people on ourteam that in the beginning or at
a certain point, helped us alot and we are good people, and
now we feel a sense of I can'tlet this person go, and by doing
(25:22):
that, you are creating a lot ofturmoil in your business, but
you're also like not scalingyour bandwidth because now, all
of a sudden, you've got tomicromanage this person and or a
whole bunch of things happen inyour business that could be
better if you release thisperson with love and light and
(25:42):
all the things like it doesn'tneed to get nasty or mean yeah,
but you really want to start tothink about who on your team is
not an a player.
That is literally how netflixstays.
Netflix they.
They get rid of you.
If you're not a gaming thewhole time, then from there the
(26:05):
other pitfall fall that.
I see a lot is business ownersknow that they need SOPs and
these standard procedures, butbut a they are either looking
for the perfect like somethinglike the perfect procedure.
Speaker 2 (26:22):
Perfect, yet why would I document it Exactly?
But but your like somethinglike the perfect procedure.
Speaker 3 (26:24):
This isn't perfect yet why would I document it
Exactly?
But your systems and your SOPsare very much like a website.
It's never.
It's a breathing document.
It's always going to change.
And then a lot of entrepreneursalso will go well, it's all up
here.
They don about like all this,this stuff that lives up here,
(26:45):
that it can all be systematized.
And if you get a really goodexecutive assistant to help you,
trust me, she's going to be orshe, they, they're going to be
able to help you.
And then the final pitfall isthis fear of success which
sounds so like, but I wantsuccess.
(27:05):
But very often if you're stillin that mindset of like it's
going to be, I'm going to haveto work double as hard, it's
going to be double ascomplicated to make double the
income, then you're like I can'tdo this, I'm not going to be
able to handle that as anindividual.
Very valid, but that's why youwant to make that switch and
(27:27):
really valid, but it's also nota necessary thing.
Speaker 2 (27:31):
Like you don't have to do it all by yourself.
Speaker 3 (27:34):
No, you get to choose and there are steps and ways
and people that can help you tonot have to do it that way yeah,
that, um, that was that.
All of this, all of this wasdefinitely me yes, yes, but
(27:55):
again and but and I love thatyou're I mean, it was me as well
like it's.
It's all of us, this is naturalto want to operate like that,
and also that's why I want tooperate like that, and also
that's why I want to say likethere's nothing wrong with you
if you're operating yourbusiness like this.
It's normal.
99.9% of entrepreneurs thinklike that.
Speaker 2 (28:17):
Yeah, and it's like there's just a lot of mindset
shit that you have to go throughin order to get to that place.
Like, exactly, a lot of peopleare risk adverse, a lot of
people think that only they cando the thing that they do, so
it's so easily to fall into allof these traps.
Speaker 3 (28:38):
Yeah, and that's sort of why you want to, as a
business owner, like, even I wasreading something about Elon
Musk the other day.
Now, he doesn't strike me asthe most mindset-driven person
ever, but yet what he said I waslike, oh no, he definitely has
done some form of something tohave that insight.
Right?
So even like Steve Jobs, didyou know that he lived in an
(29:01):
ashram?
No, right, these right.
So these very big businesspeople like these, these genius
minds of our time for lack of abetter word they all know like,
yes, strategy is, is really,really important, but you got to
(29:22):
do a lot of mind bending andwarping to to be able to get
yourself there, and so thatmeans you got to rewire the way
that you think about yourbusiness and about what's
possible and about yourself.
Yes, like, who do you want tobecome?
Who can you become?
You know some coaches often asklike, who do you want to become
?
But how about?
(29:42):
Like, if we shift that and go,who can we become in this
journey?
What is possible for you if youwere to let go of all these
self-imposing limits that you'resitting for yourself?
Speaker 2 (29:57):
That was like a huge thing for me when people started
to come to me for just my brain.
Like they didn't want me to doexecution, they just wanted my
brain.
Like they didn't want me to doexecution, they just wanted my
brain, and I like it took awhile for me to wrap my mind
around the fact that it goes.
Speaker 3 (30:14):
So you just want to know what strategy I would use
for that, instead of doing thething yes, right, there's value,
like understand, and that's whoyou like sort of you, that's
who you can become for your team, where you become the brain and
they become the executors.
Speaker 2 (30:35):
Yeah, and that's definitely what I've done on the
retainer side of my business.
I am just the brain.
I no longer do the execution.
Speaker 3 (30:43):
Love that, I love that.
Now it also makes sense, likeyou know.
The other thing that you weretelling me about what you're
focusing on the tiny marketingclub, yeah, the bandwidth to run
that and to also be busy withthat and that's what people need
to understand is, like allthese things is that we can
unlock bandwidth for you,because when we unlock bandwidth
(31:05):
, you can make more money.
Because the most valuable thingon an entrepreneur is this you
have an incredible mind withincredibly profitable ideas, and
unless you don't get very clearon your vision because if
you're just IDing it off to yourteam the whole time, that can
(31:28):
drive them nuts as well, but ifyou don't, you know, lock open
yourself up to even have spaceto have those ideas and creative
solutions then you're alsostunting your growth and your
profitability.
Speaker 2 (31:41):
Yeah, absolutely Earlier you were talking about.
Well, I don't want to spend mytime on the beach, but it's like
this is actually what you canbe doing with that extra time is
starting a new offer that isjust more scalable, so you can
have the business that's alreadyestablished and then something
new.
Speaker 3 (32:00):
Exactly, and then there will be something else,
and then something else, andsomething else Exactly, and then
, before you know it, we'll beat your house and your mansion
having a party.
Speaker 2 (32:12):
So the last thing on our list for this conversation
is the entrepreneurial map thatleads to higher profits.
So let's talk about that.
Yeah, so what is this like?
Hand it to me.
Speaker 3 (32:25):
So it's called the scale freedom framework and it's
basically the map that I'vecreated over the years of just
you know, I think I've been inbusiness now, that I think I
know I've been in business nowfor 12 years working with
entrepreneurs, and throughworking with them I condensed
everything that I've done andthat's worked and that I know
(32:48):
firsthand is how these brilliantminds create these beautiful
businesses down into the scalefreedom framework.
So the S of the scale isstrategic vision and scalable
growth planning.
So again, we talked aboutvision.
We talked about how importantit is and that you define it,
but also that growth planning isit scalable, succeed and the
(33:13):
shifts that has to happen tosupport that, along with the
leader that you want to become.
What kind of a leader are you?
(33:38):
And, as I mentioned, I usuallywork with what is already in
your wheelhouse, like I did withSarah.
Like who is she already?
How does she operate?
I do look a little bit at yourhuman design for that, but I
keep a couple of other things inmind as well.
And then you can grow fromthere.
And then it is the aligned teamhiring and management strategy.
(34:01):
So, again, you have to know whoyou want to hire and there
needs to be strategy behind whatyou're doing.
And then there's the leveragefinancial strategy that I do
with folks and this is what wewere just talking about of once
we've unlocked this bandwidth,what else is possible?
But also, are you keeping yourbusiness financially healthy?
(34:24):
So are we doing things likecash flow management?
Do you have the rightaccountant?
Do you have a good bookkeepLike what's happening in the
back office with your finances?
Are you someone who likeslooking at your numbers or know
your numbers?
And I work with a lot ofentrepreneurs who are just like
I don't know.
Speaker 2 (34:42):
I'm looking at my CFO forces me to look every month
yes, right, and like becausewhat you focus on expands.
Speaker 3 (34:52):
So, and the thing that I love about this financial
strategy strategy part is I doa lot of money mindset with
people, but I also provide youwith like a super back of the
napkin, so simple way of lookingat your finances.
Because a lot of times when wego and speak to people like
financial planners and our CPAsand things like that, we're like
(35:15):
I know nothing about money.
Yeah, I don't know what thismeans.
I'm like what does he mean?
Like I don't know Right.
So, helping you to really getconfident in that and just like
really grounding into you're abadass business owner and what
you don't know, we can ask.
We can give you the confidenceto ask.
But also we're going to helpyou to really get a simple way
(35:37):
to understand your numbers.
And then, finally, it's theefficient systems and scalable
operations.
So, once again, like, can wemake things easier, faster,
quicker, how do you do that?
And that is the scale freedomframework that I implement with
my clients while I'm workingwith them.
Speaker 2 (35:58):
Boom.
So you're looking at.
It sounds like first you'relooking at like the strategy,
the mindset stuff, justeverything that's up here, and
then you go deeper into like theteam dynamics.
Who do you need to be able toget to that vision of the
operations and streamliningthose pieces of it?
Speaker 3 (36:18):
Yes, yes, absolutely, and a lot of, like you know.
And then I have people who justhave me on retainer and those
conversations like, indefinitely, just have me on retainer, and
those conversations like,indefinitely, I'm just sort of
part of their team, and a lot ofthose conversations are more
about team management, strategyand scalability.
And then we literally justrefine everything that I we just
(36:40):
spoke about of the scalefreedom framework.
We just keep, you know, addingto it and making it bigger Nice.
Speaker 2 (36:47):
Yeah, so how can people find you and work with
you?
Speaker 3 (36:54):
Right.
So there's a variety of ways.
Number one I have a freeassessment called the business
acceleration.
Is it what it's called?
What is it called?
Again, what is my own thingcalled?
Let me see if you put in theform.
Speaker 2 (37:09):
I think I did Business acceleration assessment
.
There we go.
I was on the right thing.
Speaker 3 (37:30):
Where are you?
Are you still like in the doermode of your business, or have
you jumped to the fixer part, orhave you turned into the leader
?
And then I give you strategiesand tips of how to move yourself
up the ladder so thateventually you become the leader
.
And if you are a reader, youare more than welcome to get my
book, the Up-Level Project.
It's available anywhere in theworld from any bookstore.
(37:51):
You can order it.
Or you can get to Amazon and getit there and, like I said
earlier, you can listen to mereading it to you and then you
can have a little chuckle in howuncomfortable I felt, yeah,
knowing that you were hating it,knowing that I was like,
knowing that you were hating it,knowing that I was like for,
like the first chapter and thenfrom there.
(38:15):
If you're looking forone-on-one support in your
business and you're ready tolike, really scale your company
one, if you're in the Bostonarea, I have a retreat coming up
on October 17th, which you'remore than welcome to come and
attend coming up on October 17th, which you're more than welcome
to come and attend.
Or you can come and visit mywebsite, book a discovery Q&A
call with me and we can see whatit is that you need and who
(38:36):
you're looking for and how I canhelp.
Perfect.
Speaker 2 (38:40):
I am going to put all of those links in the show
notes so they will be available,and thank you for coming on the
show, oh thank you, sarah.
Speaker 3 (38:49):
You're such a good interviewer.
I will say I haven't done oneof these in a while and it's
always like you're a little like, oh my God, am I going to?
And then you're just such alovely interviewer.
I was like this is going to befine, it's chill.
So thank you, all our listeners, thank you, sarah, for
(39:10):
providing this beautiful podcast.
I know I've seen quite a fewpeople to listen to it, or
people to it, and they always go.
Oh my word, so many goodinsights, tips and strategies.
So thank you for providing thisto the listeners.
I appreciate that.
Speaker 1 (39:30):
You love all things tiny marketing.
Head down to the show notespage and sign up for the wait
list to join the tiny marketingclub, where you get to work
one-on-one with me withtrainings, feedback and pop-up
coaching that will help youscale your marketing as a B2B
(39:51):
service business.
So I'll see you over in theclub.
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