What’s In This Episode:
Brad: Welcome to breaking down your business, episode 345! Can you find the show notes? It’s up to breakingdownyourbusiness.com/345. What are you scared of, Jill?
Jill: I’m scared to tell you how excited I am because I bumped into a celebrity this week.
Brad: Who? What?
Jill: I locked eyes with him and yeah, I think we got married in like one glance.
Brad: You got married?
Jill: I was leaving a meeting at a location in Chicago and I walked by Nick Jonas of the Jonas brothers. And for those of you who-
Brad: Wait, hold on, are you 13?
Jill: I was going to say for those of you who are over 21 you might not appreciate this as much, but for those of you who are over 21 with children who just went with you to a Jonas brothers concert, this is pretty much the most exciting thing to ever happen to me.
Brad: So what di your daughters say when you told them?
Jill: I think I could tell, inside they were upset that it was me, not them.
Brad: But you got some cool points out of it.
Jill: I really, I really did.
Brad: Especially since you got married.
Jill: I really, we did get married in like two seconds. We got married and divorced. It’s okay. Nick Jonas is now my ex. It’s fine. But I loved bumping into him. I did feel like a 13 year old fan girl and he’s very cute and he’s very sweet and the conversation would have been lovely had we had one.
Brad: What about your other husband? Your other music beau?
Jill: Oh you mean my fiance?
Jill: He’s totally fine. I told him.
Brad: No, not that one. No. You have a-
Jill: Stephen Colbert? I have a lot of these.
Brad: That’s what I’m saying. Why can’t I remember he was another boy band guy that is now out on his own, was on Saturday night live and…
Jill: Oh, Justin Timberlake. Oh, the love is always there, but he’s, he’s married.
Brad: That doesn’t really seem to bother you with this.
Jill: It doesn’t with Steven Colbert, but with JT, he’s also come out with a couple songs. I’ll be honest, it’s just, he’s taken a downturn. It’s got a little lazy, so I will always somewhat love him. But no, Steven still at the top.
Brad: Always somewhat love him?
Jill: Steven’s at the top, but maybe right under now. Nick Jonas who is also freshly married, I think so. I’m so sorry to his new wife. We can stop talking about Nick Jonas.
Brad: Great! I’m so glad.
Jill: Thank you so much. I was so excited. It was a great way to end a meeting.
Brad: In our last episode we issued a challenge. If you didn’t hear it, you can go back and do that. Today we’re going to talk about how do we keep our goals, whether it’s the internet MBA challenge or it’s, you know, some resolutions that you’ve made about not eating dough or growing your business or you know, whatever it is. How do we keep those goals in front of us all year long?
Jill: That’s really tough because we both know that we have both failed at this many years in a row.
Brad: I will say Jill’s referring to the fact that for several years we made a resolution to stop eating sugar at the beginning of each year.
Jill: I don’t think I need to tell the people they know what failures we are.
Brad: I don’t think that was from a lack of keeping it in front of that was a lack of…
Jill: Well, because it was in front of us, we epically fail.
Brad: That’s correct. If it hadn’t been in front of us we wouldn’t have eaten it.
Jill: It’s actually food for us can be inversely related to business goals that often disappear, like slowly dissipate because, Oh, it’s a little bit, Oh wait, that’s, that’s shiny and more attractive over there. I’m going to go to that.
Brad: Wait, say more about that because that is key when we make these goals and we’re all excited, right. And then we’re doing these things, we’re going to send out emails every day or we’re going to…
Jill: I’m going to use real life examples. We’re in a big push this year in 2020 to open up five new founding exchanges, which means five different cities every single month of the year. Yep. That’s-
Brad: 60 cities for the entire year.
Jill: Giant goal. well, in the olden days that wasn’t even a lot for us, but now we’re much more organized. We’re much better at doing it, but Brad is currently pointing to his butt FYI. But I know that come March or April when we maybe had only four cities launch in one month or two cities launched and two cities failed for whatever reasons. Right? I, as the founder, I’m going to start going, Oh, in the back of my mind that’s not really working, so I’m going to turn my attention to the couple other things that are working.
Brad: Let’s do daily videos.
Jill: Yes. Or let me bring back my bath tub Chronicles, which is literally me doing Facebook lives in my bathtub. I have to tell you people love them, does but that bring me more income and more success than launching exchanges and staying the course? No.
Brad: Well, and here, let me point out something about that because what happens when we get that shiny object syndrome or I’ll talk about me, what happens when I get the shiny object syndrome?
Jill: Yeah. It’s not us.
Brad: It’s usually when the thing that I’ve committed to that seemed really great, right, now has hit some challenges. I only opened two and I had two that fail. Right. And so I’m in this messy middle where it’s not really clear how I’m going to be successful.
Jill: It’s just not as appealing cause it’s not shiny and new anymore.
Brad: Because it’s complicated. Right.
Jill: It’s way complicated.
Brad: But that Shiny new thing, like the daily videos. That sounds great until, well, how am I going to do that? And where’s the ideas and how am I going to edit those?
Jill: Oh, I’ve had years of actually going and doing it and starting the new shiny thing, having the previous proper goal, we’ll call it proper, epically fail because I’m now paying attention to shiny new thing. Shiny new things starts waning and I might go back to old thing or I might go over another direction.
Brad: Go to another completely new shiny new thing.
Jill: Oh my gosh, I think we all have done this in our businesses because it’s very natural to sort of gravitate to the thing that feels better .
Brad: And seems easy and it’s going to. There’s that endorphin rush.
Jill: We always want to feel better as founders always, always, always.
Brad: So I got some ideas that might help us to overcome that challenge. You ready?
Jill: What? Why didn’t you tell me this years ago?
Brad: This is today’s episode. If I told you years ago we wouldn’t have anything. Sorry.
Jill: Go on. Carry on.
Brad: Okay. So the first thing that you want to do, and this is how I say it to clients, I say, okay for you Jill, if it comes June and you didn’t open five new exchanges in June, who gets yelled at?
Jill: Me, myself and I.
Brad: You’re the only one?
Jill: Oh, are you talking about my team.
Brad: I’m saying who’s accountable? Who’s job is it to make sure that those five exchanges open? Cause if there’s no one to yell at, if the answer is well then we all failed, you’re going to fail because that’s the tragedy of the commons.
Brad: Somebody has to feel that way.
Jill: It’s my job to hold the whole thing down. So at the end of the day, if it doesn’t happen, it comes back to me.
Brad: Who’s going to hold you accountable? Who’s going to yell at you?
Jill: My accountability buddy. Probably, you know, let’s be honest. You okay?
Brad: I will. I will yell at you.
Jill: You will yell at me.
Brad: I will ask you the end of every month. How many finding exchanges did you open?
Jill: And what if I say to you one? you’re going to yell at me.
Brad: Well, actually what I’m going to say is, Jill, I’m so disappointed.
Jill: Oh my God, that’s worse than yelling at me. That’s like paternal disappointment. Oh, that’s the worst.
Brad: You set an objective of five. Right, and you have financial goals.
Jill: Right, but Brad, all these things came up and it was out of my control.
Brad: Hmm. It was out of your control, so your entire business is out of your control. Is that what you’re saying?
Jill: Pretty much.
Brad: What was more important this month than starting five?
Jill: I have a question. I’m now stepping out of this role to ask you, does it make a difference for you to offer your paternal disappointment? If, A, I got distracted by shiny things and ran in different directions, or B, I legitimately was working on the goal, but other things made it so that it couldn’t happen. Does it make sense what I’m asking?
Brad: What I hear you saying is that you’re disempowering yourself. I was not able to do this because it rained, or because my computer broke. Taking responsibility means that you’re going to get those things done regardless of what comes up right now.
Jill: So instead of the leader in that specific, let’s just say Cincinnati, the leader in Cincinnati failed me. She ended up dying. Sure, that’s terrible.
Brad: But there are things that can happen right? All the time.
Jill: A lot of people are involved. Sure. If that happens, I could say, well, Oh well I don’t, I’m confused myself cause death is a bad example.
Brad: Well here’s what I would say. If you said, well I got four open, but I had this leader that I thought was going to work out in Cincinnati and she didn’t work out. Right, right. Let’s see. Okay, so what are you going to do then the next month to keep that from happening?
Jill: I was going along the lines of if it was… I normally in the past used to say, well you know what? The leader sucked so you know, we just couldn’t do anything. Right and now I know I need to be better at choosing the right person.
Brad: I chose the wrong person.
Jill: I was trying to get you to the, “It is often you anyway.” Even if you feel like you have no control.
Brad: Well let’s put it this way. Who owns the business?
Brad: Who is making the decisions?
Brad: Who’s hiring the people?
Jill: Me, me, me, me. Me.
Brad: So whose fault is it?
Brad: Second way to keep your goals front and center for the whole year. So we’ve made someone accountable, who is accountable and we’ve made sure that there’s someone who’s going to hold fire, follow up with that person. Correct. When am I going to follow up with you Jill?
Jill: Whenever you feel like it.
Brad: No, we need an actual time that is on the calendar because again, I’m going to get busy. I’m going to forget to follow up with you, but we’re going to have to, what we need is a schedule a time.
Jill: Technically Brad, we have a monthly check-in.
Brad: We do.
Jill: And I can say to you, so how did it go? And you can say to me it epically failed. And I can say I’m really disappointed in my paternal disappointment.
Brad: You can use your mom disappointed voice.
Jill: I can? How could you Brad, how could you? Yeah. Okay.
Jill: That was really loud. Sorry.
Brad: So we’re going to make someone accountable. We’re going to have a planned time when that happens. And what I recommend in most people is-
Jill: Are you going to say weekly?
Brad: Oh no, I was going to say monthly probably. I mean it depends on how big the goal is, but it could be more often. But if you have a team meeting, put it on the agenda from one of your team meetings every month. We’re going to look at this every month. And if we didn’t make our goal, we need to have a post-mortem about what happened. And If we did make her goal, what caused us to make our goal, and how do we keep doing that?
Jill: In the [inaudible 00:10:53] we set it up so that people check in every two weeks. Yeah, and I once went to a site that maybe you want to go to called micromentor.org where you can find a mentor of sorts, but it’s an accountability buddy. I loved the weekly check-ins, loved, loved, loved. So it’s different for different needs, different times of the year.
Brad: You can check in weekly if you want, Jill.
Jill: That’s a lot. A lot of you.
Brad: Third. The third thing you can do to keep your goals in front of you all year long. And this takes some cahones, some…
Jill: I got it.
Brad: Public tracking.
Jill: I thought you were going to say public transportation. I like to pretend to anticipate what you’re going to say. What is public tracking?
Brad: Public tracking means that you show the whole company how you’re doing on your goal. You put it up on a wall in the office.
Jill: Wait, what’s the purpose? So that if it doesn’t happen, the morale is dipping?
Brad: Well, so many goals, I’ll give you an example. Years ago when I was still in corporate, one of the companies we own made awnings. And if you think about selling awnings, people buy awnings basically in May and June. So in two months of the year all the sales for the year are going to be made. So these are really critical days for making sales. And so they had up on the wall a calendar with how many awnings we were forecasting that we would sell every day in May and June. And then at the end of every day we would write up there how many we actually sold. And so the whole organization could see if we were ahead of our goal or if we were behind our goal. And that was important because literally everybody was part of the solution, right? If we’re falling behind-
Jill: So it helped boost morale. It didn’t take away from it.
Brad: Well, it caused us to pull together around. What’s that like? If we’re ahead then, then we’re like, Oh my gosh, production must be slammed. What can we do to support production, right? If we’re behind, Hey the marketing guys, what are we doing to generate leads? It caused people to pitch in and kind of just be more aware of what was going on. Be part of the solution and not part of the problem. Right? So if there’s something you can do to make it public, so that everybody buys into the process.
Jill: That sounds really scary and really helpful.
Brad: Right. I agree. Number four way to keep things going all year long. you need to budget money, time and staff to support your goal. So Jill, if you’re going to open five founding moms exchanges every month, that means that you’ve got to have a whole recruiting process that’s kind of going on like every week.
Jill: Yes, we do.
Brad: So you personally probably need to book time on your calendar for having meetings with-
Brad: Right. So that’s blocked out so you’re not doing something else in that space. And then you’ve got onboarding calls that are going to happen every month.
Jill: I sure do.
Brad: So you need to block time on your calendar for doing those onboarding calls. Or maybe you’re going to do videos is to free you from some times. And this happening over and over again.
Jill: I don’t get what’s new about this. This is already in… I think I’m confused because of course I do these things. That’s how we’re launching. You mean… I don’t think I understand what you mean.
Brad: What I’m saying is you need to dedicate time rather than just doing it.
Jill: You’re a piecemeal, like we’re very systematized now. So, of course, this is all built in. You mean if you’re coming into…
Brad: If you’re doing something brand new, you need to put it on your calendar. It has to have a space that it lives on your calendar.
Jill: Got it, got it, got it. Yeah, for sure. Yeah, for sure.
Brad: And then money, like you might want to do some advertising, so you might want to budget some money for that.
Jill: It’s so painful, but yes, it’s going to help you grow. It’s going to help you grow. Right?
Brad: Yeah, so that’s the that’s the four things that come top of mind to me. The last thing, which is the thing that you started with, is that we have to practice a really difficult discipline. We have to say no to other things.
Jill: It’s so hard. That’s the hardest part of this because you can set up whatever you want. You can tell yourself you can spend four hours a week helping towards your newest goal and you’re going to… all of that other stuff to me is cake, but it’s literally not getting distracted. Or even if the whole company feels ownership, and everybody knows we’re going for five exchanges this month and we’re going for this new goal over here, you as the person running the whole thing can start feeling like, well it’s not really working. I can see that they’re all working real hard, but it doesn’t feel good. Oh wait, this thing over here feels better. Sitting on Facebook all day feels better. Posting to Instagram is fun and I’m getting likes. So it must be working. You can convince yourself other things are more attractive.
Brad: Yes lives on the other side of no.
Jill: Well that’s ridiculous. What is that, Dr. Seuss?
Brad: You have to get go through no to get to yes. So if you want to be successful at this goal, you need to say no a lot.
Jill: I know how serious you are because your voice just lowered, it started talking slower. Yeah, yeah, yeah. I mean, I don’t know if I could even tell myself no that often I need other people to help me.
Brad: So here’s a crazy idea. I wasn’t going to bring it up cause it’s super crazy. But there’s someone in my network, she gets those pitches on LinkedIn about, you know what I’m talking about, right? Someone sends you a connection request, you say yes and they’re like, Hey, we can change your life and everything.
Jill: Only $4.99 we’ll get you number one on Google.
Brad: What she started doing is accepting every one of those pitches. She’s like, okay, I’ll get on the phone with you.
Brad: To practice saying no. She wants to pitch…
Jill: Oh that is crazy. Who has the time?
Brad: Right. That’s what I said. But for her…
Jill: I guess if she needed to learn that.
Brad: Like for a period of time to like just have practice saying no to things cause they’re all going to sound good. That’s why they’re pitching them to you. Right.
Jill: The pain of knowing that they’ll keep talking and I have to cut them off so quickly. Why can’t she say no in a message?
Brad: Because it’s not the same. I don’t know. I just throw it out there because you’re right. We need to practice saying no.
Jill: I like doing it where it’s enough that not only do I practice it, but then somebody else reminds me, no, you should say no to that. That’s not going to help us with the goal.
Brad: Actually, I don’t think you should do that.
Jill: Which one? Oh. Don’t make this a meta conversation now.
Jill: Like what? Yeah, and then when you say don’t do that, Jill, you have, by the way, said that to me over the years about hiring .
Brad: and how often have you listened to me?
Jill: Very rarely.
Brad: Yep. And how’d that work out?
Jill: You’re always right.
Brad: So, if you want to talk to someone who’s all always right. You can stop by anchor advisors. We were forming mastermind groups where you can get in with people that are going to tell you things you shouldn’t do.
Jill: Isn’t if funny we both now run mastermind groups in 2020?
Brad: It is.
Jill: It’s pretty great. But I think that’s a Testament to the fact that we both know how important it is to help other people help us. Because we cannot help ourselves.
Brad: 100% yeah.
Jill: Yeah, it’s hard. It’s hard. And I think we crushed it.
Brad: Like my brain.
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