388. Your First 10 Clients + The Next 100, “People Who Win At Marketing Do This…” + How To Fix a Lack of Confidence
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Welcome back to the podcast. Hi Lindsay. Hello. I'm like doing my newscaster voice. Whenever I listen back to the podcast, I realize I'm so monotone. So maybe I'm going to try lighten my voice up a little bit. I like how you immediately have an American accent when you do that. Hi, how are you? Welcome back to the Boss Way podcast. Today, we're going to talk...

Wait, that went so New York. We're going to talk. Oh, it's my favorite party trick in Austin to get you to do an American accent. It's so funny. Why don't I do the entire podcast in an American accent and you do it in British accent? I'm so, I can't do a British accent. Let's try. I know I'm on the spot. I don't even know. So what we're going to do today is we have a full Q&A from our audience. Dying.

Oh my God. I literally can't get a British accent out. I'm like so overthinking it right now. Say, I can't do it. I can't do it. I'm way overthinking it. I don't know. I can't do it. I'm so, and I have a Colorado. I'm like so flat American. Like I don't have any American accent either other than like the Colorado isms, but like I don't have any cool American, like a Southern accent. No. Oh, North New England accent. No.

So I don't have like boring American, boring American. I don't have like an ear for, for tone or accents or language. Like I never was really good at learning languages either, to be honest. What it's worth. You have an accent to me. So yeah, cause I'm American. Oh, you guys over the weekend, um,

Oh, Natalie was sending me all these. Natalie and Karen were sending names, like how to pronounce names that are like Irish or Scottish names. And I'm serious. It was like a jumble of letters. And you guys were like, that's Emily. And I was like, no, that's not a real name. No, we didn't. For anyone that's like, who's Karen and how she ended the chat. So...

Karen's my sister-in-law. She also works with Subboss Babe. And we have this group chat, the three of us, where, I mean, there's just a lot of, we just chat shit. But it's like names like Siobhan and ones that are like spelled completely different or Niamh, they are spelled so different to how they're pronounced. And every now and then we just like to send Lindsay a word like Gloucester and just have her pronounce it just to laugh. Gloucester. And we thought we'd do that.

Yeah. The cities in the countryside of England are my favorite to pronounce because I'm like, yeah, Glacier Chester. And they're like, no, that's not it. Are you so excited to come to the UK soon for our retreat? I am so excited, actually. Yes. And I've been told that it's beautiful and sunny and it shouldn't rain. So I have this perception. Rebecca and Tracy, our two other UK girls said it should be beautiful in July. Yeah, that'll be beautiful.

I hate to break it to you, Lindsay, but they're shitting you. There's absolutely no way we can guarantee that it's not going to rain and it's going to be sunny. No Brit can guarantee that. When is it sunny in the UK? Because I watch a lot of Bridgerton and they make it look like it's sunny and beautiful during the courting season. Well, courting season? Wait, stop it.

Are you coming during courting season? I don't know when it's courting season. I think it's after the summer because my assumption, my understanding is all the people that were like royalty would go out into the countryside for the summer and then they would come back to London for courting season.

And then they try to marry, get themselves married off. I'm not sure about that one, Lindsay, but sometimes it's sunny in the UK. Like last, was it last year that I was there? It was so beautiful when we were there for the full two weeks, like the most stunning weather ever. But you cannot guarantee that. Like it's so...

up and down every day is different I mean hopefully we'll have beautiful weather but it's not something that we can I don't know why they've been guaranteeing that to you because probably probably because they know that I'm a very fair weather person and if it's rainy or cloudy I'm my mood is affected so they're like you're gonna love

it it's gonna be so great well good job y'all coming in colton season then you guys yeah i can't wait for this retreat and then we'll have to give everyone a full rundown because i have a very specific vision in my mind of like what it's gonna feel like to be in the english countryside like the clothes i want to wear the experiences like the the old castles and stone walls and like lush green pastures with sheep and stuff like i i have like a whole vision for it so

No, it is that. I know. I'm very excited. That's exactly what it is. Yeah. Yeah. I don't know about the weather, but that part's right. Anyway. Oh my gosh. All right. Well, Q&A. Yeah. So we thought today we would do some Q&A because we have, we, inside of society, if you're a member of society, you get to ask us, we have a form you can fill out to submit a question that we'll answer on the pod. And there are what, nine that we have today that are so good. Yeah. Yeah. Yeah.

There's actually one that I want to start off with because I feel like both of us can do it. This one's more of a motherhood one, but there's loads of inner work and business ones that we'll get into. So this question, I think we both can partake in this and we'll probably have a similar answer.

The question is, I found that before I had kids, I had high self-confidence and considered myself a high achiever, but feel like I lost a lot of my self-confidence and identity as a mother, especially with two under three. I mean, I used to have employees and patients who listened more than my toddler does. How do you find that inner self-confidence again as a mother? Do you have specific things and tools you use? You seem so confident always.

I just want to answer this mainly to say like, oh my God, I am so not confident as a mother. Like, I feel like I'm flying by the seat of my pants every single day. Like just in our call the other day, I was like, when I, I used to say when I had kids, I'm not negotiating with my children. Like they'll do what I say. And now I'm like, they run, she runs the household. So,

I'm learning, but I still feel like, I feel like every month I learn something new and I pick up a bit more confidence, but I feel like I still have so much guilt. I still question myself. Am I doing the right thing? Is this going to mess her up? Is this a terrible thing to do? I'm constantly Googling everything. So I never want it to come across like I'm super confident or

Because I think in early motherhood, that's really challenging. Do you find you're still like that? Or as the boys are getting a bit older, are you getting more confident? Yeah. I mean, as you're talking, I'm like, man, I remember feeling that way, but it does feel less that now. And Wes just turned five. And I do think I was like journaling the other day about how four felt like a big milestone and five feels even more so that, um,

I just feel like I'm through the fog a little bit. Like it's clearing. And I know there's like hormonal and, and psychological truth to that too. Like science to how, as they get older, they're less dependent on us. So our bio, our, our mother biology starts to shift back to like, okay, you can do other things besides keep children alive now. Cause your children are old enough to stay alive. It,

You know, if they've made it through the first four years biologically, primally, they're likely to survive to adulthood. So it's like, okay, our, our biology now is like, okay, now you can have your own identity back a little bit. You can take your focus and your eyes off of them a little. So I feel that like in my soul. And I also feel like.

I all the work I've done for so many years on myself to to understand identity is stuff that I think a lot of us, especially high achieving. I'm like reading the context of this question. I think a lot of high achieving women are our identity was formed to from an external source. Like we were a lot of what we assumed as identity in our in our childhood and in our teen years and even into early adulthood was all identity.

achievement focused or, you know, we want to go do these things that are milestones that people will reward us for. We go start businesses, we get big degrees, we get big jobs. And all of a sudden when we become mothers, it's such there, it isn't something that we get accolades for, you know? And so I think our, that ambition feels like,

like it dies like this version of us dies where we could go do anything we wanted and we could go get accolades if we worked hard at it's like you can work your ass off at motherhood and nobody's going to tell you you're doing a good job i mean maybe hopefully but there's not like an award for it and so i think our whole our inner compass and our reward system our psychological reward system has to be completely recalibrated in early motherhood plus on top of that geez you're like we're so tired we're just so tired if you have two kids under three you're so tired

oh my god even one kid under three you're so tired that like i just don't think that you can muster the same type of energy for ambition that you did before you were a mother and that's okay because that will come back and you know you and i have talked so much about this we talked so much about this in ceo mama that those first few years there there is no like yeah you see the occasional superhuman person out there still doing incredibly huge things with really young kids but for many of us for most of us our ambition

is down a little during that time because our energy is focused elsewhere. And it doesn't mean that you won't come back into an ambition season later on. But in those early years,

I think it's totally okay to say, I don't know what ambition means to me right now. I don't know what it looks like and I'm going to let it, and I'm going to let that be okay. And most of that becomes what I just said, which is we've got to totally rewire our inner reward system because we've been so attuned to external praise or external validation of who we are. And motherhood just is

is the opposite of that. And so I feel this and, and this was massively challenging for me. Like this, this led to my whole life breaking down because I didn't know how to manage all of this through 2020. Um, and I think on the other side of it now, what I can say is as your kids get older, it absolutely is easier. I will definitely say that. And, um,

The only thing you can do while you're in it is just grace on grace on grace. Yeah. Even hearing you say that to me feels like a relief because I, and I also, it also, I had a feeling of like feeling really emotional when you were sharing that. Cause I also never want to be part of that visual of being a super woman or something like that of like, Oh, she's got it all figured out. Like,

Noemi just turned two. I am exhausted. You know, she doesn't like to sleep in. She's up very, very early every single morning. And quite frankly, that's been really challenging because I feel like I don't have a lot of life outside of work and a couple hours in the evening because I'm literally counting down the hours to when I'm going to be woken up.

And it means like, I feel like I can't often go out for dinners. I can't do a lot of things late night because the next day is such a write-off and I just, I'm not great without sleep. So I just always want to share the realness of that. Like I definitely don't feel like I could give a lot of motherhood advice. I'm trying my best, but

yeah like you said there is a lot of visuals out there of women that seem to be superhuman and doing it all and I I'm not one of them like I'm trying my best and some weeks are great and some weeks feel like a shit show um but I think that and I think that's normal I think that roller coaster in this phase of life is really really normal so I just want to put that out there there's some weeks where I'm like oh my god I'm crushing it I'm like firing on all cylinders because I've probably slept I'm

And then other weeks, I feel like, oh my god, like everything's everything feels like a failure. I feel like a failure. Am I doing anything right? And you get into those spirals. And I probably haven't slept. And sometimes it can be as simple as that. Because I also notice when I don't sleep, I work out less. I'm not taking my supplements. I eat worse. My blood sugar roller coaster. Like, it just is. It's different. And we can do all the work we want to do, like you say, but

Sometimes you just got to admit like this is hard and I'm in a really hard season. But hearing you sharing that you feel like you're out of the fog now with the boys, you know, your youngest being five feels really optimistic to me. I'm like, OK, yeah, OK, I can do this. But like had I told you that, like, you know, to tell a high performing woman when she's headed into motherhood, like, hey, it's going to be five years. Good luck. Like, OK.

We would lose our minds, right? Like, it's hard to understand that. Like, I would not have wanted to hear it's going to take five years to feel good again, you know, or to feel like yourself again. But I think that's the truth I needed to hear on the when I was going through it was like, this isn't there's no like in the moment fix for it. Like the thing that fixes it is time passing the kids getting older, you sleeping again.

And you settling into the rhythm of being a mother. And, and God, we have, we've talked so much and there's so many other conversations and we have other Q and a to get to, but like the mental load and the true psychological changes to your brain are all part of this identity question that you have to really give yourself a lot of time to understand, you know, and if you're in the thick of it with the day to day stuff, you don't have the bandwidth to step back a step or two and go, wow, I'm

Matt, my priorities have shifted the way I spend time has shifted like the people I want to be around has shifted the things I want to do in the world that like the, the purpose and meaning of why I'm here has shifted like these are big existential questions that when you're sleep deprived and you're, you know, and you're also trying to work around a business.

answering these big existential questions isn't high on the list and that's okay you know so it's like you you have to know there's bigger things at play and the in the thick of it timing isn't necessarily the best time to explore that stuff it gets explored day by day over time and then a year or two goes by and you're like oh I see how stuff has shifted and I'm coming out of the fog

Let's go back into ambition season. Let's go do this new thing or pick back up where I left off or whatever it may be. And I think that's the normalization that we're trying to get at is let's normalize taking a couple years where you do shelve some stuff. Maybe you do take a pause in your job. You don't launch all the things that you otherwise would be launching because you just –

can't, you just can't, you don't, you have not slept enough. You can't, you have not taken enough care of yourself because you're caring for tiny humans. Like, and that's okay. And I, I, I feel like I reflect this to you sometimes too. Cause you like full transparency, you'll have weeks where you're like, I don't know, like I'm so busy. There's no time. My calendar is full. And then we look at your calendar. You're like,

Okay, it feels more full than this, but it's like, yeah, because Noemi was sick and she wasn't sleeping or your nanny was sick. So you had to take care of Noemi during the day. Like things happen too where it's like, it's not on your calendar that you're that busy, but your life feels very busy because you have a two-year-old running around

who needs you throughout the day or your childcare fell through or they didn't sleep and they're sick. So you're in and out caring for them all day, even if someone else is there caring for your child. And so I also think there's that stuff that we don't give ourselves credit for where even if we have time set aside to work, are we fully focused? You know, like the mother load, right? Like we've talked so much about this. And so there's so many layers to this question, but I think you and I both totally understand how it feels to be completely derailed by

in, in, in terms of being a super ambitious woman, becoming a mother and going, whoa, whoa, I have to completely re like rewire myself here, um, for who I am now. And a lot of it is the same and a lot of it's different and that's okay. Yeah. That's such a good call on like feeling like your calendar is so busy and then looking at it and being like, actually it's not, but it's invisibly busy. It's busy with the things that are unseen. Such a good call. Yeah.

This is big sister Lindsay advice that we all need this morning. I'm here for it. Okay. I have another question. I'm loving these questions. She said, a sister really needs your help. I am completely new to business and I'm hoping to start a nail tech business soon. However, I have no clue where to start. I'm fairly overwhelmed and a huge perfectionist and I'm scared of spiraling. What would be the first step considering I have zero knowledge in business or marketing? Thank you.

okay this one i feel way more equipped to answer like i can talk about business all day long um

I love this question and I see this a lot in early stage entrepreneurs where they see this idea of starting a business as so overwhelming and it's this huge mountain to climb and actually when you take a really big look at it, it could be so simple. Let's say you want to start a nail tech business, right? You might set yourself a goal of I want to have 10 clients. That would feel really good and they'll book in with me every two weeks. That would feel like a really big first milestone or

All I would do is focus on getting those 10 clients. And I probably wouldn't be like doing loads of social media marketing, doing loads of this stuff, extra stuff. We call this like the nice to haves. I'd purely be trying to find 10 clients. And so I'd be doing direct reach out. I'd be asking for referrals. You know, if it was me,

I would probably reach out to a couple of other mobile estheticians or beauty providers who do lashes or anything else that people do from home, blow out and say, hey, would you be open to referring me to your clients? I'll pay you X percent referral fee.

which is such a no-brainer for them. Like we call this borrowing somebody else's audience. If you just did a couple of things, you could easily get those 10 clients. And that's an amazing first milestone. Then you could say to those 10 clients, hey, I'm running a promo. If you recommend me a friend, I'm going to do you a free service.

And all of a sudden you go from 10 clients to 20 clients. And so it might feel slow in the beginning, but actually you just do few things, but you do them really well. And we all know to have a business, we need to have clients. And so if we provide the service to those clients, that's a business. And you might not have all the bells and whistles. You might not have the social, the newsletter, the logos, all the things, but that's really as simple as it needs to be.

And as you start getting those clients, you'll start to take things to the next level and slowly, gradually build it up. But it really can be a lot easier than I think a lot of people think it needs to be. It can be really easy to get caught up in like, oh my God, there's a hundred things to do. It's actually not. It's like, how can you get those first initial clients and build

it's not hard it's not as hard as you think yeah i think for something like a nail business or something where it's an in-person business too the local the local business market i think is a good place to start like i think we can have a conversation about tech and you know i used to own a yoga studio and so i'm familiar with a lot of the wellness and beauty industry stuff this the systems now are so much easier and better like as a as a nail tech

if you're doing home services or that kind of like starting your own business, you could, I think some of those platforms are all encompassing and they're less than a hundred bucks a month. You know, there's such a good investment for to have a landing page with online scheduling, with your pricing right there, like just make it so easy for the consumer because that will help you get close customers. Like I know I, when I'm choosing between,

two service providers and one has like a really slick online booking and the other one I have to DM or message or talk to on the phone. God forbid, ring them up.

Yeah, no, God. So like have a really good online booking system, please. And the second thing is, you know, coming from a local business background, I, at least where I live, there's so many events that you can go to that are local business owner events, or you could collab with, with complimentary audiences. Like this triggered it when you said it around borrowing someone's audience, it's like,

go to a boutique and say, hey, could I set up in your boutique on a Saturday afternoon and offer anybody who's in the store like, you know, a five minute whatever polish change or something related to what you do and give them a coupon. And so like every all the traffic that comes in the door of the boutique on a busy Saturday now becomes somebody you could give a little postcard to or have them scan a QR code and download your

your website or whatever. So thinking like that's what I would do from a make it easy marketing standpoint. Like if you don't have a following all of that, I would just go to and build some of those relationships because local markets tend to refer really well and like collaborate really well.

Um, and then there's also a couple software programs like class pass and some of some, some stuff that's similar to that, where you can put your availability in the like dynamic market and people can book through those aggregator platforms. So you might look at some of those too, just as a specifically in the wellness and beauty industry. If you have availability in your services, you can put them on those platforms. Um, and you might, you'll give a bigger share to the

to ClassPass or the booking platform, but it's like free customers coming in. And a lot of people convert those customers into returning customers that book directly. So yeah, that's good advice. I think it's like the underpinning of all of this is there's lack of confidence, which is kind of what the question was getting at. Like, I don't, I don't have any experience. I don't know where to start. And like that problem is usually solved by action. Go get, go, go be bold, walk into the boutiques, walk into the coffee shops, like

make some connections, go do the work. You know, I think a lot of us stop at like, well, I don't have any experience in business. I'm just not going to do anything. Or I need to build a Instagram profile for my local business. And it's like, no, you don't. If it were me and I was starting a local in-person services business,

I would not start an Instagram. I would go meet 10 or 20 other business owners and make connections and try to borrow their audiences or their customer bases. That's really, really solid advice. And one thing I want to highlight too, which most business owners can extrapolate from that advice is when you are talking about using a service like ClassPass or whatever, and yes, they'll take a big portion probably of that revenue, but you are bringing on a recurring client. A lot of people...

get really nervous giving away a portion of their sales in the beginning. And I see this a lot, especially in our community when we're doing Q&As, whether it's through ads or affiliates, things like that. One thing that I just want to share is I remember Russell Brunson saying this at a mastermind we were in together. And he said, the people who win at marketing are those who are willing to pay the most to acquire a customer. And that has always, always sat with me.

Because when you're really afraid to spend to acquire customers because you want 100% the profit margin or you're in your head around that, that's when you really limit your growth. Whereas if you know that you deliver an amazing, amazing product or service and that repeat orders or repeat services purchases are likely, you should be out there spending. And my goal when I'm doing ads for like a membership or product-based business is

is I want to be breaking even on that first sale. I don't want to be losing money, but if I'm just breaking even, I feel really good about it because I trust that the delivery, the product or service is so good that I'm going to keep making money from it. So just to share that with other business owners, don't be afraid of spending to acquire customers. So like Lindsay was saying, you know, if you're a nail tech and you,

You charge $100 for that initial gel manicure, right? And maybe this other service is going to take $80 of that. And you're like, I'm not doing that manicure to get $20. You're thinking short term. If you think long term, you're like, okay, well, I'm getting paid $20 to get this brand new customer and introduce myself to them. And I'm going to keep making $100 every two weeks.

So it's that that you want to be thinking of. Instead of thinking that initial order value, you want to be thinking of long-term value from that client. So even with our membership, you know, when we are running ads, I always make a point of telling whoever's running our ads, yes, that initial sale might be $97. But the long-term value of this client is about $500. So we can spend a lot more than $97 to acquire them. And that's really...

the math that you want to be doing when you're thinking about marketing, especially paid marketing. We don't do a ton of it at Boss Babe, but when we do do it, that's how I think about it. Yeah, I think that's a mindset thing around paying to acquire a customer that is like the next level sophistication. Because I think people understand, oh, I have to pay for advertising, like there's that payment and then I get customers from it, but they don't translate it into advertising.

if I'm not going to pay for advertising, I can still have the same net reduction in my overall revenue by giving a discount or by giving portion of the money away. And it's essentially like, quote unquote, paying for marketing, but you're just giving it out as an affiliate or you're giving it out as a percentage to Style Seat or ClassPass or one of those aggregator apps. And so I think

when you think of it like that, you're like, oh, okay, I'm investing in marketing. So giving this portion of the fee away is my investment to acquire this customer. And now your job becomes, which is also super important if you're someone who's new to this kind of business. Natalie touched on this, you touched on this, but I think

Doing those initial services have to be so good. Like do everything you can to over deliver those first couple couple touch points you have with people because that's the wow factor that will make people be like, oh, I will switch where I go and I'll start going to you or I will, you know, like I will recommend you to other people because it's such an amazing experience and you'll grow your business so much more quickly.

by over delivering. I think sometimes in those early stages where like, I just need to get as many people through the door or like I'm going to do discounted, I'm going to do discounted quality because I'm not making as much money. And I think that's where if someone has a mediocre experience with you the very first time, you won't retain them. And then those services based businesses are really hard to build if you don't have referral opportunities.

like really good solid referral going on. 1,000, 1,000%. And on the affiliate stuff and referrals and that kind of revenue too, I really think a big advantage is to be really generous with your affiliate cuts and how much you pay affiliates. And I also often have people come to me saying, oh, 20% still feels like a lot on that ticket price. That's a lot. And the way I phrase it back to them is, well, that's a sale you would never have had. So you either want to make the sale or you don't.

But pay people really well, be generous with that. So people want to be affiliates for you. They want to do a good job. It's really incentivizing and motivating because if you're really tight with that stuff, people aren't going to want to do it. And then it's like, would you rather have 80% of the sale or would you rather have 0% of the sale? That's really how I look at it. And sometimes, you know, you might say, well, the delivery is just way too high for me to offer that kind of cost. And that's something you can look into.

But yeah, I really love thinking about scaling paid marketing in that kind of way. Yeah, smart. Okay, so another question. Let's see. Okay.

Okay. This was a good one. You highlight this one, how to get your team to actually follow the systems you put in place. I love this question. I can like sense her frustration. She's like, they're not doing it. Well, I mean, it's such an ebb and flow and like, we have such an amazing team and we still go through weeks where we're like, why is no one doing what we say? Or, or like, you know, our meeting cadence gets weird or a few people miss our Friday email. And I'm like,

Does nobody pay attention? You know, and and so how do you get them to do it? Well, the way we do it, we have very set, very few, but very set expectations around everyone on the team has to do this thing. One of those is a Monday morning meeting. Everyone on the team without fail, no exceptions, has to be on the Monday morning meeting unless you are.

not working that day for some reason, but you cannot book something else over it. And so we do a Monday stand up on Monday mornings and it's a quick review of everyone's top priorities. We go through the KPI dashboard. So, and we're very transparent with our numbers at BossFab. So the other thing we do every morning is the whole entire team can see where we're at and how much money we made the previous week and how many leads came in, how everything performed in the entire business. And so even if you're not responsible for that in the business, you see where we're

you see what's happening. And I think that holds everyone accountable. So that Monday morning meeting, I think is if you have a team, a weekly touch point where everyone is on together, I think is a really good way to build accountability. It builds camaraderie. It builds visibility into what everybody's working on. And it's not like we all nitpick each other on deliverables, but it's,

If you say you're going to get something done and it shows up on your slides three or four weeks in a row and it hasn't gotten done, it raises questions. And we have had plenty of examples where other team members have come in and been like, hey, I noticed that for three or four weeks she said she's working on this, but I haven't seen it done yet or she hasn't asked me about it and I know she needs my help on it. Do you know what's going on? And you and I are always very interested in that because we're like, yeah, that's not good if other people are noticing that you're not

You're not accountable to what you said you were going to do. So we create accountability and people actually doing what we want them to do by kind of making everything really visible. And then the other thing we do is a Friday email. So we ask everyone on the team to send me and Natalie and their direct manager if they have one that's not me or Natalie.

An email that basically summarizes, hey, here's what I got done for the week. Here's how the week felt to me. Here's any concerns I have. Here's anything that I think you guys should know about what I'm seeing in my role or for the business. And these emails, I don't know, I love them. I think you can speak to them too, but they're so helpful for us to see

Not only what's getting done in the business, but we can see stuff that's coming down the pipes and we can kind of go, I feel like there's a problem brewing here. And our team is so transparent with us because we're transparent with them that we get really good feedback. Sometimes constructive feedback where we're like, you're right, that's a problem and we need to address it and thank you for bringing it up. But those emails...

are so helpful for us in holding ourselves accountable. So it's like this loop of bookending the week with everybody being visible on Mondays and then each individual sending us a summary on Fridays that really, at least me, you know, as the main manager of everybody, I can see what everyone's doing and I can piece the puzzles together and go, okay, I can kind of see where X, Y, and Z are all connected here. And we can either,

pour gasoline on it if it's working really well, or we can go problem solve if we need to. And then the other thing I'll say on the Friday email is you and I, like, transparently, we get really annoyed when people forget it because it's like, it's such a small thing.

Thing to remember. And we've had to tell some people several times, be like, literally put it on your calendar if you're going to forget it. But this is something where it's not just like a checkbox. We want you to put thought into it. It's an important piece of your role. And we really, really hold people to delivering that Friday email with care and with detail because it does drive you and I's decisions on the business. Like those emails are probably the most impactful thing.

input that we get on how to run day-to-day the tactical aspect of the business. And so when you ask a question like, how do you get people to stick with the systems you put in place? It's that. It's like, you have to start with transparency and expect transparency. And if people miss it,

If they don't do what you ask them to do, you've got to have a consequence and you have to hold them accountable to it because that level of input and exchange in the business is so, so important. That's my long-winded answer, but I'm a stickler on how those two things in our business. I think we could do without meetings. We could add more meetings. You can always talk through that stuff, but

I think on a team, you need to have high transparency, high visibility with what everybody's doing and so each other can see. And then as managers, you need to have an open line of communication that's very tactical about what everybody got done that week, what problems they encountered and what their feedback for the business is. I completely agree with all of that. The only other things I would add is,

Leading by example, I think is really important. So if you put a system in place, you have to also demonstrate that you use the system. So let's say, for example, we want all tasks put in Asana, not inside of Slack.

Two ways you would lead by example is one, not assigning tasks via Slack yourself. And two, if you get assigned a task in Slack by saying, hey, can you go put that in Asana? That's where tasks need to be. And it might mean that you need to repeat yourself over and over again. Sometimes you might feel silly because you're like, oh, I could just quickly get this done.

But the more that you do that and the more you don't uphold the systems you've put in place, the more that people will think it's okay not to uphold the systems in place. So I think that part is really, really important. And then building off of what you said around transparency, I really think it's important that these systems are demonstrated that everyone's using them and everyone can see who is and who isn't doing it right. So on our meetings, you know, if someone doesn't fill in their slides, it's very apparent. Everyone can see it. It's very public.

Or if someone doesn't fill in their spreadsheet, it's very public. And that kind of public accountability, I think, makes people want to put their best foot forward because they're like, these are my peers. I don't want to show up as if I'm messy and I'm not organized. Like no one wants to look like that, even if that's not accurate reflection of how they are. No one wants to do that and no one wants to feel like they're letting the team down.

So yeah, we found those things and really working on our culture to make sure we have a team that care about each other and support each other is really important because they don't want to let each other down. They want to do things the right way. And like you said, they then hold each other accountable. They'll flag, hey, you said you were going to do this and you haven't done this. And I think that's really important that

We have a team of people that hold each other accountable and hold each other to a standard of the business. And it's not just on us. I remember reading somewhere, I either read it or heard someone say it. I can't remember who it was, but it was one of the main reasons that A players will leave a business is if they are working alongside B or C players.

So they don't want to work alongside people who they feel like, you know, they don't give a shit. They're not putting in the effort. They're not working as hard as everybody else. And those A players are going to think, well, why am I pulling the weight of everyone else? If, if they're, they aren't willing to do the work. And I think that's really important. So yeah, there's lots of these little things that add up and you can just show by example, what works. I love team. We,

Send us more questions on team stuff or, you know, how to keep as you scale or as you grow a business, how to.

really effectively use team because I think this is one of those traps people fall into as they hire and then they don't know how to hold people accountable or they're scared like you've I've heard you say this in the beginning of boss babe you were like would you please do this like could you could you possibly do this instead of telling people like this is an expectation of your role it needs to be done and or you would jump in and just save them right and do it yourself and none of that feels good and then you're you're not only are you paying someone

in your business to do something they aren't ultimately doing, you feel bad about it, you know? And so it's team is one of these things. It's like, it's super necessary and can be such a rocket ship for growth. If, if that's the kind of business you want to build where you are building a team and systems and SOPs and Asana and Slack and all these like tech can really help make that easier. And, and,

You have to know how to manage people and lead people because that like, ultimately it's people with people dealing with people. The system isn't going to manage the person for you. You have to manage the person and you have to manage yourself. And so the, the psych, the psychology and the dynamics of,

management I think plays in this more than like picking the right task management system or you know building a perfect SOP and Asana so we love those kind of questions and we've learned a lot a lot to say the least yeah I was a chronic people pleaser and I feel like that is not a good trait as a manager or a business owner definitely and it's still a practice too none of this is like one and done it's still a practice but

This was fun. I liked doing a little Q&A. Me too. It's really fun. Yeah, send us your questions. Where's the best place? It's inside the society, right? The best place for everyone to submit. Perfect. Yeah, go inside society and submit questions to us because we just pulled these out of the society. We highlight them. We'll do a few more as the episodes go on. But yeah, love this. Okay, with that, I'm going to head out to get acupuncture and a massage. I'm feeling it. And then I'm coming back for podcasting this afternoon. So I'm enjoying my Thursday.

Good. Yeah. Some self-care. Make sure you leave us a review too, especially these Q&A episodes. If we touched on a topic that you love to hear more about, you can mention that in a review and we'll see it there too. But reviews really help us grow the pod. We're investing a ton in the pod and we really want to change your business, help you grow your business, feel good in your life, have more freedom, all the things. So

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