Why The Simple Offer? Stacey Boehman

What is Geraldine's Private Podcast?

Geraldine's Private Podcast

Why the simple offer?

I gotta get y'all on board if you're
gonna follow it and make all of

your business decisions around it
and stick to it even in the hardest

times through all of the failure.

So we're gonna dive deep into
why this offer is so important

to create it simply, please.

All right, so every offer, I heard
this once and it transformed my life.

Every offer is a business, and when I
heard this from my CFO for the first time,

at the time, I had about 10 businesses.

And when I started thinking about
having 10 businesses, it started making

sense that I was making exactly 200 k.

I was at like 211 k.

And I was stressed out.

I was exhausted.

I had no what felt like no power
or control over my business and no

idea how to grow it even further.

So, although some of you are not
at the 200 K mark yet, and that's

your goal, what I wanna do is help
you create a business that can

sustainably grow well beyond 200 K.

So we do it right the first time so that
you don't have to spend a lot of time.

And when I say a.

I mean years of cleaning up your
business and cleaning up the problems

within your business that come from
not creating a simple business that is

sustainable and and available for growth.

Okay.

So if every offer is a business, I
want you to think about the three

steps to making 200 k to making
money in your business, right?

The value before your simple offer and
your value after, or you're marketing,

you're selling and you're delivering.

Okay?

If that's true, if, if you have to
take, do those steps to make more

money, whether it's 200 K, 300 K,
400 K, 500 k, 2 million, 5 million,

10 million, When you only have one
offer, it constrains your problem

solving in every area of your business.

And as you have learned, The value in
your business comes from your ability

to explain your client's problems better
than they understand it themselves,

and then explain the solution simply
and clearly, and doably from where

they are right then and there.

Right, so your value increases
when you have the ability to focus

on your problem solving on what
you help your clients achieve.

The second thing is it gives you selling
power because not only does your value

increase in your marketing, meaning people
read your stuff and they're like, Yes.

This girl gets me.

This guy gets me like, this is it.

This is what I need to study.

This resonates, right?

So as your problem solving and
your marketing becomes more

valuable, here's what also happens.

So each person that sees it, Gets
a more potent version of it, but

then more people start to see it
and they see it more frequently.

They see it over and over and over again.

So the average person has to see your
message 16 times before they buy,

and that's just the average person.

Now, I want you to imagine
if you have multiple offers.

There was a point in my business
when I had my 10 offers where I

was selling one-on-one coaching
and I was selling a program.

Six Figure Society and I was selling
a program called Diva Business School,

and I had v i P coaching and I had
v I P days, and I was talking about

all of them in my emails and in my
social media, and I had people come

to me frequently, which is interesting
because it didn't show me a sign.

They would come to me frequently
saying, should I sign up for six

Figures Society or Diva Business School?

I don't know which one's for me
or what about one-on-one coaching?

Should I do that?

And, and then my clients who were
doing one-on-one and they were also

doing group, they would get confused
and be like, I don't understand.

Like why do I need this group
if I'm doing one-on-one?

Or you know, I thought this and they
would get very confused and a confused.

Mine always.

No.

So I'm gonna show you all of the
things you have to manage with

each business as well within these
street three steps in just a second.

But I want you to think about when
you have the same exact message

said over and over and over,
it concentrates your message.

It concentrates its
value, its effectiveness.

It concentrates your client's ability
to believe that you are the person

that can help them, and your program
or your offer, your coaching, your

program, your course, whatever it is.

Is the solution for them.

It magnifies that.

It concentrates that.

And whenever you have a super concentrated
message that a lot of people are

seeing, that is how you create what
I would call mass market acceptance.

That's when you're selling with very
little effort, people are selling for you.

That's when your brand
starts to have a reputation.

Like two K has such a reputation
now in the coaching world and

people sell it for me on my.

On my posts on Instagram or on.

And we sell sometimes with just one
email because the trust has been built

up because we have concentrated our
message and increased our selling

power by just having that one offer.

Yes, I have two offers, but I will
also say I only sell that second

offer now that my business is big
enough to support a second offer.

I only still sell that two times a year.

And the majority of my public messaging
goes to two K, and really two K is now

kind of this funnel for 200 K where I
mostly market to the people inside two k.

The other thing that it gives you when
you constrain down and you only have one

offer and you do this simple offer, is
it gives you time, and that's the most

invaluable thing that will compound and
make you the most money in the long run.

In the long term.

When you think about three years,
when you think about 10 years,

you're gonna get the biggest bang for
your buck with your time compound.

When you have a simple offer,
here's what happens with your time.

When you're just have that one offer
that you're putting all of your love

and energy into, you have time for
thought leadership, for super thinking.

You can sit around literally.

Take Walks, journal and think about
your clients and think about how

to solve their problems even faster
and how to, you can create concepts

that will help them understand their
brain and what's happening with

them, and how to get results quicker.

And you can do this whether you're
one-on-one coaching or you're coaching

in groups and masterminds, or if
you're creating programs and courses.

Think about this.

How often do you spend time sitting
around thinking about your one-on-one?

Do you plan for your session?

Do you coach yourself before
you get on the phone with them?

Do you think about them after your session
and do you think about ideas that you

could bring the bring to the next call?

Do you think about things you could
send them throughout the week?

Like are you spending time
planning for your coaching calls?

I know so many coaches that are making
really great money, but they're back

to back to back to back to back, and
they don't really have a lot of time.

Spend thinking about how to create a
better experience for their clients

and get their clients' results faster.

So that moves into planning and executing,
whether that is your marketing, whether

that is your, you know, your launches,
your bonuses and promotions, your,

you know, launching a podcast, right?

The more time you spend planning,
the better you will execute.

So whether that's planning again for a
one-on-one call or planning for a launch.

For a program or a podcast or a
mastermind, the more time you spend

planning, planning, literally planning
for your podcast, like I spend an

entire week just thinking about
sometimes multiple weeks thinking

about a concept I'm gonna teach on
my podcast before I teach it, right?

So the amount of time that you have
to think and to plan is going to

determine your level of executing,
which is really your ability to over.

And then the fourth thing that happens
when you have a simple offer is you

have sustainability in your business.

What I don't want for my clients is for
you to finally get to the end of the

year and hustle to your goal and work
your ass off and be so exhausted at the

end of December that you have to spend
all of January recovering and coaching

yourself and figuring out what your next
plan is because you gave so much energy

to rushing to the end goal of this.

When you hit your goal, when you arrive
at 200 K, when you arrive at 500 K, when

you arrive in a million, I want you, how
you arrive there is how you will be there.

So I want you to imagine if you're
arriving there exhausted from hustling,

or if you arrive there feeling.

accomplished, energized.

It was done.

It was inevitable, and
this is just what it is.

Of course, this happened.

Rested well, kept
well-planned, well-maintained.

Imagine the difference.

Remember how you get there
is how you will stay there.

So if you hustle to get there and you get
there exhausted, you're not gonna learn

how to grow without being exhausted.

And then you take that exhaustion.

Into your next goal, into your
next year, into your next quarter,

into your next month, right.

So sustainability is creating a
business that makes money, but then

is also capable of making more money.

Without exhausting its resources,
exhausting your resources, your

energy, your time, exhausting your
team's resources, exhausting your

business' resources, your ability
to deliver whatever you've sold.

So I was gonna save this for a different
part of the training, but I think

I wanna bring this up now because
I think this is so important to.

To understand and to think about is that
the goal is not to make the most money

the fastest, but the make to make the
smartest money the most sustainably.

That is the power of the simple offer.

It's making the smartest money in the
most sustainable way because that.

Compounds.

So you might watch someone hustling
their ass off and getting instant

gratification of loads and loads and
loads of money, but they will burn out

if it's not sustainable for them, right?

So I don't want you to like diminish
other people's results to make your

sustainability efforts better, but
I do want you to think about that.

I do see a lot of that in the coaching
industry, and a lot of you come

to me from that place where you're
making money, but you're exhausted

and you haven't figured out how to.

Sustainable way, and I went through
that exact same experience and slowing.

Creating sustainability in my business
just now, after three years of doing

this work, I'm realizing the compound
effect that's about to happen as

we start revving up for next year,
being a year where all we do is

sell, sell, sell, sell, sell, sell.

We've spent.

Three years focusing on sustainability,
and that effort is going to

compound in a really incredible way.

We're talking about a way where we
go from 2.5 million to five, six, 7

million to 15 million in a very short
amount of time because of the amount of

energy we've put into sustainability.

So that is why the simple
offer is so important, but.

I'm not done selling you on the
idea of really committing to your

simple offer and not decommit.

It for Mon Decommit to it for money,
which is really what's gonna happen.

I think you're gonna be totally
on board here at the live

event while we teach this work.

You're gonna be like, yes, yes,
yes, yes, yes, Stacy, I'm all in.

And then you're gonna get back
in your life and you're gonna get

two months into the Mastermind and
you're gonna be like, oh, I haven't

been selling my simple offer.

I don't know what happened.

It's going to be giving in to
your commitment for the easy

money, the instant gratification.

It's gonna be listening to your
brain's desire to hustle, hustle,

hustle, to get to that result, to
prove something about yourself, which

we'll talk about in determining your
goal is doing that for yourself.

But first I'm not done selling you.

So let's talk about within
these 1, 2, 3 steps, right?

Value before and your simple offer and
value after, within those three steps

to make 200 K with, when you look at
your business, I wanna talk about what

actually happens inside there, right?

So there are two parts to your business.

There's the customer facing
front end of your business.

That's what your clients
see and experience.

So what your clients see is the
value you give before or your market.

They experience your simple offer in your
selling and in your converting, and they

experience your assets that you create.

So that might be support materials,
trainings, podcasts, like

webinars, um, master classes,
whatever you want to call it.

It's free value ahead of time, right?

And then sometimes that asset is.

Theyre, they experience that
after they've paid for you.

So some of these are fluid.

It's not just, this is valuable
for, this is the simple offer.

This is value.

After a lot of these show up in all
three of those steps, you're gonna have

support materials before people pay you.

And then you're gonna have support
materials after people pay you.

So my podcast is my greatest
value before support material.

Things like the consultation code,
making money with the model five

week course inside two K, the 32
day business reboot inside two K.

Those are assets for the value.

After that help me deliver without
using more of me so I can deliver to

more people without using more of me.

And then, There's the delivering.

So that's the coaching and the teaching.

And yes, you will have
to spend time on this.

The more people you coach, the
better you're gonna have to hone your

skills of coaching and then teaching.

I remember right, the year that I
scaled to a million or attempted to,

the first time I got to 860,000 that
year, I realized I really needed

to do a deep dive in my coaching.

And that's when I did master coach
training and master coach training

wasn't this like little thing I
did, it took up my entire life.

I spent a lot of time doing
my master coach training

projects versus selling, right?

So you just wanna know that these
things are pieces that will be

woven into those three steps.

And your clients.

Your clients, either the potential clients
or the people who have already paid you.

This is what they will
experience from you.

They will experience your coaching and
teaching, your marketing, your selling,

and the assets that they get from.

. So that's the front end of your business,
and then the back end of your business

is the, it's business facing, right?

We call it the either
business facing or back end.

And it says it different.

I wrote it differently in
the advanced selling book.

I don't want you to get caught up on,
because there, you'll call it different

things and experience it different
ways with the amount of money you make.

So if you haven't made a hundred K
or 200 K yet, you're gonna experience

the customer facing and the business.

Differently than if you're making
500 K and then differently if

you're making a million, right?

You'll, they'll get more intricate
and complex as you grow your business.

So use whichever terms that are either
in the book or in this video, use them,

whichever one makes the most sense to
you or, or you understand the most.

And then we can also talk about it and
create terms that really work for you.

But I would find.

, what is this representing
in my business now?

How can I adapt that to
where my business is now?

So what I have here is the most
simplest idea for everybody, which

is in the backend of your business.

When you're looking at like
the business insights, there's

the job of managing yourself.

Managing your team or contractors,
managing the processes of your

business and managing your money.

So managing yourself is like
coaching yourself, managing

your time and your productivity.

So like, not just like how well you know
you're, how you're committing to your

time, but then what are you producing?

at the end of that time that you
have spent working, um, managing

yourself is honoring your word,
doing what you say you're gonna do,

managing your goals even, right?

Are you consistently setting goals
and not not achieving them, or are you

working that skill of saying you're
gonna do something and then delivering?

Right.

And managing your team and contractors.

Some of you may not have this yet, but
again, figure out how this applies to you.

In the book I have scheduling your
time, leadership and delegation.

So you can just be, um, you know,
you can just look at what is the best

way for me to use this, these four
things, things to work for my business,

and then managing your processes.

Um, this is for everyone really.

The best way to answer if you're
managing your processes or not.

Are you recreating the wheel every
single time you do something?

If a client pays you, um, do you
onboard a client like welcome them after

signing you the same for every person.

Do you handle them?

The exit of them no
longer working with you?

Do you handle, do you have a re-up
conversation process that you follow?

Every time you recreate the
wheel, you also take your.

So that's something I really want you to
think about is every time you recreate

the wheel, like do you have a process,
like even at our business, the size

it is now, we even have a process for
our Monday emails and their editing.

So, um, I'll give you an
idea of what that looks like.

I'll go in and write the Monday email.

There is a file in a document that I
go in and I update and I put my content

and then I put a time and a date and my
initials for when I uploaded it and then

any information that I wanna give about
it, like the type of photo to use or

the type of what I want the quote to be.

Um, if it's gonna go on Instagram
too, cuz we always put our Monday

emails on Instagram, so I put all
the relevant information then.

Somebody goes through and
initials that and edits it.

They go through and look and
say, okay, this looks good.

And then the person that's gonna actually
schedule the email and or post the, um,

Instagram message or the Facebook message,
they're gonna go in and, and initial

that as well so that we can look at if
any part of that process breaks down.

Who was responsible for it?

Why did it break down?

What can we do about it moving forward
to make sure it doesn't happen again?

And the more processes we have like
that, the less energy it takes for our

business to add more clients and to grow.

With managing your money, the
thing that you have to look at is,

Is, do I even look at my numbers?

Do I know how much money I I need to make?

Do I know how much money I have made?

Do I know what's cash in hand?

Do I know what's coming to me?

Do I know my numbers?

That is one of the most important things,
especially as you grow your business.

You have to know your numbers.

You do not.

Want to get in a pickle where your
clients quit and you're freaking out

that your clients are quitting and you're
losing money that you weren't prepared

to lose, and you don't even know how
that's gonna affect your business or not.

Or, I just had a conversation with
a student who wants to join the

Millionaire Group when we start that.

She's like, I really wanna make
sure that I can afford to do

that, and I need this many sales
per month to do all these things.

And I'm like, is it
really that many sales?

Have you done the math on that?

Have you sat down and budgeted out all
of the money that you're gonna spend?

And have you done the work to
see what is the actual bottom

line you have to be producing?

And then are you reconciling that with
yourself if you don't produce that amount?

And are you deciding a new
number for the next month?

We're gonna talk about how to do
these things in this Mastermind.

One of the things that we will do is
every month we will look at your numbers.

Every month we will say How much
money you have made, and you'll, that

to me is just in a one simple post.

My.

Commitment to helping you
stay aware of your money.

It's not to pitch you guys against each
other and let you compare and despair

or shame you if you're not doing better
than you thought you would or, you

know, whip you to getting to your goals.

It's a literally a gentle reminder to look
at your money and to know where you're at.

Okay, so these are the pieces of
your front and your back end of your.

Here's why the simple
offer is so important.

When you have your front and your back end
of your business, there are three steps

that you're always gonna need to follow
to ensure that you stay sustainable,

that you increase your selling power,
that you are del over-delivering in

your client experience before people
pay you and after people pay you.

So in order to do that, knowing all of
the facets of your business within those

three steps, Here's what you have to do.

You have to edit for only the necessary.

This is so important.

I'm gonna give you a really small
example of this, but when you're

trying to create processes for your
business, one of the things that we were

looking at is our Monday email process.

I was looking at that just this
week, and I was thinking, one of

the things we do is I go in and I
upload the E, the content for the.

And then I give description of what
type of photo I want to be used.

And I don't always do that.

Sometimes that just doesn't get done in
my, my d thi my schedule of things that

are the most important priorities, right?

And then someone chooses it for
me, then I don't like the photo.

And then there's this whole thing, and I
was thinking, do I even need the photo?

Do we need to use a photo every single.

Email that goes out.

Do we need to do that step?

It's not necessary.

So you have to look at what are the things
that are necessary, absolutely necessary.

Another example is sometimes we have
things that we're doing delivering.

I'll give you this actually a
very specific example during

the Coronavirus pandemic.

In the the beginning when we were
first quarantined, one of the

things that was the most necessary
is to deliver to my students and

make sure my students were okay.

We had a launch planned.

We had to sell a webinar that we were
gonna do in a three day selling series

with a book bonus, and I looked at the
most necessary in my business, and the

thing that was most necessary was not
selling, it was delivering to my students.

I made that.

So we cut that out, right?

So we do that sometimes in the moment
when we have something unexpected

happen with scheduling and we're like,
okay, so what's necessary, what isn't?

And we also look at every single
thing we do in our business and we

identify is that actually necessary?

To those very three basic steps, which
is why we keep them basic and we keep

them small, is you can really look
at what is necessary and what isn't,

especially within those components of
the customer facing and the business

facing aspects of your business.

The other thing, that you will
have to do is balance your growth,

your selling with your delivery.

So what will happen is if you sell,
sell, sell, sell, sell, you will not have

balance with your delivery and you will
feel an immense amount of stress, feeling

like you have clients out there in the
world not getting what you promised them.

And that is the worst feeling to have.

And it's not always just drama
you're creating in your head.

It's not always success intolerance.

Sometimes it's.

Sold and focused too much on
selling, and you haven't spent

enough time focusing on delivery.

So you're gonna spend time in this
mastermind balancing your growth with

your delivery, and we're gonna do an
exercise soon here in this, um, training.

Where you're gonna look at where
your business is now, and you're

gonna, we're gonna determine
your goal together at this event.

And we're gonna look at,
do these two make sense?

Does your goal support your growth?

Is it, is your business
ready for that goal?

And knowing that is one of the most,
again, smartest ways to make your money.

And then you're also gonna have to
focus on implementation two results,

which means, cuz this is what
happens, people get so confused.

Implementing is the same as results.

They're like, I'm gonna create
a program and I'm gonna go sell

it, and people are gonna buy it.

And then they don't.

You go out there and you sell it.

People don't buy it.

And there's a process that happens in
that moment where you either make a

really great decision for your business
or you don't, and knowing that there

is a step for implementation is gonna
help you make the right decision in

that moment when you implement and you
don't get the result you want, and you.

Implementing was the
same as getting results.

So these are the three steps that
you're gonna spend a lot of time doing.

And because you're gonna spend time
doing these three steps, you really

wanna focus on only having that one
offer, mastering that offer, so you

can get really good at knowing what
it's like to edit your business and

getting really good at making those
decisions, balancing the front and the

back end and all those little components
with your selling and your delivery.

Making sure those are balance.

And then implementing and learning and
growing and applying and implementing

more until you create the result.

You want these three steps.

Imagine doing your three steps to
200 k plus these three steps in

the F, customer facing and business
facing part aspects of your business.

Imagine spending your time
doing that and then having five.

That's when shit just doesn't
happen in your business.

Things don't get done.

Your clients don't get served.

You hustle your ass off, exhaust
yourself into the ground.

So let's actually talk about that.

Let's talk about the results of an un.

Balanced business.

I actually forgot to write the un, but
I think it's fantastic how it's written

there cuz I feel like that's the way it
feels, is the way I've written it here.

So here's what, here's how you're gonna
know right away before we do the activity,

where you're actually gonna go through
and rate your own business in the customer

facing and the business facing areas.

You're gonna actually rate each
component of that and you're gonna

find out where your business stands and
how ready that business is for growth.

Let's look at the the results
of an unbalanced business.

You will have unsold out offers.

That's pretty self-explanatory.

Your clients will not get massive results.

You will have a mixed audience.

You will have best
clients and worst clients.

Your clients won't all ma mesh.

It won't feel like you've created
the most incredible energy and

container for your students.

It will feel a little bit like,
well, this people over here and

these people over here have this
going on and this ha and and I don't

know how to help them all at once.

That's how it will.

Your calendar will either
be too full or too empty.

So you'll have too many to-dos
to get time that you actually

have the time of day to get done.

Or you'll be like, I'm sitting
around and I'm not sure what to do.

Um, you'll run out of money to invest
in your business, to invest in expenses,

to buy the things that you want.

To pay your clients back.

If they ask for refunds or decide
to quit, you'll be exhausted.

I mentioned that earlier.

Um, mentally, physically burnt
out, and you'll lose your

desire and your excitement to
grow your business and to sell.

And then you won't have a raving fan base.

This is very important when you
are selling multiple offers.

It makes it very hard to develop a raving
fan base because people can't rave about

all the different offers if they haven't
done all the different offers, right?

Like think about two K.

People rave about two K.

They sell two K for me.

But it's only because of how
concentrated my message is.

It's the only thing people can buy
from me if they wanna work with me.

Two k.

Unless they catch me in a 200 K opening,
and even then, the amount of people I

let in two K or in 200 K that haven't
done two K is very small, right?

So two K, if they wanna work with
me, they can't do a one-on-one.

They have to work with me in two K, right?

If you're selling one-on-one and you
only have this one offer for six months

of coaching, they can't work with
you for three months or 12 months.

They can work with you
for six months, right?

It, it leaves this.

Ability for them to not join you very
specifically and then get what they came

for because it's the only way they can get
what they came for is this one thing, this

one offer you have, and then they're gonna
go tell everybody they know about it.

So the more offers you have, the make,
the harder it makes for your message

to be concentrated and your clients to
be getting results and raving about.

Okay, so let's talk about
a balanced business.

The results you're gonna have when you
do this work, when you do those three

steps on the front and the back end
of your business so that you can focus

on the three steps to making 200 K.

You're gonna have sold out offers
when you market and sell the same

thing over and over and over.

It's super easy to get really great
at selling and only be selling the

same thing to sell your offers.

Your clients will get massive results
because you'll only spend all of your

time thinking about only one problem that
you're solving and one solution, and how

to explain that more simply and clearly.

And doably you will have returning
customers because they will get such an

amazing experience with their massive
results that they will want to keep

working with you, and then they will want
to tell every single person about you.

So you'll also get raving fans.

You'll have more managed money
just because you have less offers.

I remember when my CFO literally wanted
to like lose his mind over managing my

money because he'd be like, oh, here's an
$86 payment here and a $400 payment here.

At one point, I had a client.

That I had no idea how much she'd
paid me because I let her pay me

in so many different payment plans.

And I'm like, I'm not
sure how much she owes.

Does she owe any money?

I don't know.

Right.

And we had to go through and add all
those little payments up to figure

out how much money she actually owed.

I had no clue because my
money was so mismanaged.

I had so many payment plans.

Things were so insane, even with two K.

Now, we do let people pay with
multiple payments, but they have

to do it in a 24 hour period.

It has to be done in the same exact day
so that we don't have to go back and be

like, Hey, did that person ever pay us?

I don't remember if they ever, you
know, made that second payment or

that third or that fourth payment.

So when you have a balanced business
where you're really managing your

money and you're, you ha give yourself
the time to focus and pay attention

to that, your money will be managed.

And, and think about like we spend,
I spend an at least an hour a month.

With my CFO managing my money, like really
putting, um, a lot of time and attention

and two brains into managing our money.

But I want you to think about the
power of even sitting around and asking

yourself, what expenses do I have coming
up in the next five months, six months?

Do I have a big amount of money?

Do I wanna hire a one-on-one coach?

Do I.

Join Rejoin 200 K.

Do I want to hire a podcast producer?

How much do I think that will cost?

Do I need to be selling?

Do I need to make sure
that fits in my plan?

Right?

We have to have time to do these things.

They're really not actually hard.

The problem becomes, we get overwhelmed
when we don't have enough time to do that.

And almost always the culprit of not
having time to do that is too many offers.

And then you will also have
assets to deliver for you because

of that gift of time that you
have not, um, over-committing

yourself to multiple offers.

And again, you'll have time to plan and
execute the free stuff and the paid stuff.

Okay, so here's what you're gonna do
coming up, but just hold on one second

cuz we're also gonna cover determining
your goal at the same time, and then we're

gonna all have a conversation about it.

So for what you're gonna do, , we're gonna
determine your goal first, but what you're

gonna do is you're gonna do this exercise
on page 33, where you're gonna rate each

component of the front and the back end
of your business on a scale of one to 10.

10 being needs.

The most work, and one me
being needs the least work.

And the way you're gonna judge this
is you're gonna just think about the

results that you have in your business.

You might need to even take
a second to jot those down.

It doesn't have to be the ones that I.

But you could just say like, what
are the results I'm getting in

my business right now looking in
all these different areas, right?

Looking in the marketing, looking
and selling, looking in, creating

repeatable processes, right?

Use these as prompts to think about the
results you have and then rate them.

So that's what you're gonna do first.

Then you're gonna use your total.

After you determine your goal to
see if they make sense and add up.

All right, so if your total for
both categories exceeds 40, you're

going to want to question your goal.

40 and above signifies
an unbalanced business.

Here's why you're going to
wanna question that goal.

Let's go right into determining your
goal when you go to determine your goal.

Here's what you need to consider
when you double your goal.

You double your results good and bad.

So you double the results you
do want and then you double

the results you don't want.

So what we wanna find when you are doing
this activity on page 33, we wanna find

what are the re the bad results, the
results that you don't want, right?

We're not, and we're just labeling
them bad as in like, Life is 50 50.

You get the good and the bad, right?

So don't spend a lot of time like shaming.

Don't spend any time
shaming yourself over this.

You can also say results you
want, results you don't want.

Um, but you're gonna look at what are
the results I don't want, and then you're

gonna, and here's what I want you to
pick out as your three most stressful.

Current results.

The ones that give you take
the most time away from you.

Spending time with your family, they
take the most time away from you relaxing

your brain and enjoying your life.

They take the most, um, away from you
being able to deliver your client to your

clients at the highest level possible.

Right?

What are the three most stressful current
results that you have from this list?

And here's what we're
gonna do once you have.

You're gonna look at the goal
that you want in your head

for this year and for even.

You're gonna do this again for next.

But you're gonna look at,
does that goal make sense?

Right?

This is really important that you do it at
the beginning of the year, and it's great

to reevaluate midway through, especially
those of you who are new to me, and you're

joining me midyear, we really wanna make
sure if you're at 30 K, does it make

sense to try to get to a hundred K and
do 70 K on the second half of the year?

Does that make sense?

If you know everything in your business,
Totally off kilter and unbalanced, right?

Maybe it does.

If you're feeling great and you're
like, yep, the hardest part this

year was that first 30 K, I'm ready.

I've done all this.

I'm totally balanced.

Let's do 70 K.

There's no right or wrong,
it's just you get to decide.

I'm gonna give you a little story
and I'm gonna put you to it.

When I went to this year, at the
beginning of this year, I wanted to

do 5 million, and I thought about
this idea that when you double

your goal, you double your results.

I did a front and backend evaluation,
and one of the things I found were

three main areas that were causing
me a lot of pain and frustration.

Managing my money was one of them.

We had a lot of it, which is not a
problem that you think about having, but

I was feeling like I was hoarding it.

I was very stressed about it.

You know, at one time I had said,
if I just had a hundred K in the

bank, everything will be fine.

I will feel secure.

Then it was 200 K, then it was 300 K.

Then it was 500 K.

And I'm like, but I'm getting married and
I have all this like, you know, it was.

Occupying so much of my brain, the
fear of my money running out, even

though I had tons of it, right?

So I just wasn't managing
my brain well with my money.

I also wasn't managing
my contractors very well.

I was paying lots of people to
do lots of things and not holding

them accountable to timelines.

Actually not even giving them
timelines to be accountable to in any.

And I have, I had like five or six
contractors working for me, giving,

I was constantly giving them projects
with no deadlines, no expectation of

turnaround, and sometimes even forgetting
that I had them working on something.

I had an assistant working on
stuff and I was like, wait,

she's still working on that?

Oh my gosh.

Stop that.

So then I looked at my
leadership and my delegation.

I'm like, wait a minute.

I'm not even taking the time to
manage my employees and my contractors

and bring them in on the experience
I'm having and the goals I'm having

and the plan I have for the year.

Like I'm not doing any of that.

So when I looked at those three,
Doubling if I went from 2.5 to 5

million, I was like, there's no way.

That's not possible.

I can't imagine the stress of
having double this problem.

I couldn't imagine doubling the problem
of not giving my contractors proper.

Um, Proper timelines and communication,
not giving my team proper leadership and

not managing the money that was already
there and freaking out about that.

I'm like, I'm just gonna keep freaking
out even more and I'm not gonna

make great decisions around money.

And even with the money
management, I was spending money

on contractors that I wasn't.

Managing right.

That's just money flowing out.

Um, so I really thought about that
and I decided to keep my goal at

2.5 million and clean that up.

I didn't want any pressure of making
any more money than I was already

comfortable and used to making.

Now because I sent, spent six months
committed to keeping my goal the

same and cleaning that stuff up.

What happened is we actually made
2.5 million in the first six months

and I cleaned all that stuff up.

So we're still gonna get to 5 million,
but I'm gonna do it in a sustainable

way where I'm ready to make more money.

We might actually make
even more than 5 million.

Crazy and I'm gonna be ready
to make even more next year.

I'm gonna be ready to do 10 million
next year in a really sustainable way.

So that's what we're gonna do is you're
gonna do page 30 three's exercise.

You're gonna rate your business
front and back in, you're gonna

figure out how to you, what term
will make it the most applicable to.

Um, whether the terms I used in
the book or the terms we used

on the, um, in the training.

And I will have, um, Matt put
those back up for you so that you

can see those again, those terms,
the front and and the back end.

We'll put those side by
side so you can see them.

Um, are you gonna find your number and
then you're gonna compare it to the goal

you have and you're gonna see, does my
goal make sense with where my business is?

What are my three most
stressful current results?

Can I work on those?

Can I work on.

And balancing, and we're gonna talk
about implementation together as a group.

Can I work on the three steps and can
I do all of these things in my business

without running myself into the ground
while trying to make more money?

Right?

So we're gonna talk about this.

This is gonna be a lengthy discussion.

Y'all ready?

All right, I'll see you in just a minute.

Take 10.

No, let's say 15 minutes.

Take 15 minutes to do both of these.

Bring your questions about your
goals, bring your questions about

your front and your back end of your.

I we're gonna have a group discussion.