Welcome And What We’ll Cover

Dave 0:02

Welcome to CryptoPackets. We're here to hear real life into a critical strategy. It's quite difficult to fit in your students. So whether you need help with integrations, capability, internationality, and maybe just getting your mindset right. We are here and late. So got your favorite cup of show. Let's jump into the show. And let's jump into the show as that famous, well, maybe not so famous voice said on the voiceover, because of course that's me. But uh, we're here with another Friday episode, running a couple minutes late. That's all right. You know, in business, some things, sometimes things come up and you have to take care of them. Or sometimes things just don't go your way. And I think that was kind of the morning I'm having so far. But for those of you right now, it looks like it's just just me today. So Duarna is uh off doing some stuff with with the wifey. Um, just kind of having some issues on the on the Facebook page. So we'll go ahead and just add that back to the business page here. And we'll go ahead and get started. So today, we talked about last week. We wanted to talk about agreements and expectations with your clients and how important that is, what are some of the things that you should be, you know, kind of focusing on in your agreement. Also, some other things we're going to chat about today. Messaging was a good one that, you know, kind of came up again this week with a lot of conversations I was having. Also, outreach, warm network. Uh, so I had a great conversation with a gentleman yesterday who was thinking of getting into a new line of business, right? And he didn't know where to get started. So we'll talk about that a little bit as well. And then also, you know, AI. You know, AI, I think, is is something that's never gonna go away. So I think we're always gonna talk about it on this show. And so we'll talk a little bit about that towards the end on things that you know, what do they not tell you about AI and what do you need to consider? But what can go well when you do it right? So, with that, great, grab your favorite cup of Joe. And and well, I got water today because our coffee machine here in the office just took a shit. So, as I said, the morning is not going my way, but I'm here and I am happy to be live with you all. We do this podcast every single week, every Friday morning at 8 15 a.m., 8 30 a.m., more likely 8 30 a.m. And the goal here is if you're a business owner, you're an aspiring business owner, we want to give you advice from things that we've struggled with in our business, but also things that we have helped our clients with. Sure, you know, challenges or obstacles that they've overcome and how you can do the same things by learning from our experiences so that you don't have to make those same mistakes. So you're in the right spot. Also, we're on a mission with Triumph Business Solutions to help and grow a thousand business owners. Maybe that's you if you're watching this. I hope it's you. Uh, so if that's you, feel free to just watch, share, do all that fun stuff. But more importantly, just pay attention and take something, one or two things out of every episode that you can take away for the next week and begin to implement and focus

Focus Guardrails For Busy Founders

Dave 3:20

on in your business, in your journey. And that's one thing I say to a lot of people you know, you don't have to do every single thing that you hear. You know, pick the things that are currently important to you, that you're focusing on, maybe that you're struggling or that you don't have you know time or attention for, and focus on that area. You don't have to try to do everything at once. Otherwise, you're never gonna get anything done. You know, I'm coming to the realization that I used to think I'm great at multitasking. I'm sure I'm sure you've probably said that to a lot of people yourself. You probably told you know, everybody, I can do multitasking, I'm awesome at it. But really, what happens is nothing ever gets done to the fullest, right? You end up you know doing a lot of small things on a bunch of different projects, but nothing ever gets fully completed in terms of you know, it takes a lot longer to get there than if you were to just give put your whole attention to it for an hour or two hours a day and then kind of break up your attention out. But one of the things that for me, right, being ADHD, which I've mentioned before on here, and if you're a business owner, there's probably a greater chance, great chance that you are ADHD yourself, you have a lot of thoughts throughout the day, right? And you don't know how to guard, you just want to get started, you know. And so one of the things that I have been beginning to do, and I know we talked about we're gonna talk later on about AI as well, but we're gonna talk a little bit about it here because it's really helped, is to set guardrails up for yourself. And and how you can do that is in your AI, you know, in your instructions and documents in your AI, whether it's your Claude MD or a specific file for yourself that you're using in your AI is is to set up those guardrails about what is your focus, right? And even having a recurring thing that sends you a message, what are you focusing on today? And then that becomes your guardrail for the day. And so what will happen is if you begin to talk to your Claude or your chat or Gemini, whatever you're using, you know, it uses that as a reference. So if you start to ask it or start to pull it in another direction towards another idea that's not in your guardrail, it's gonna push back on you, right? And so it's gonna tell you, hey, like this isn't in your you know, your attention span, right? This isn't in your plan for the day. Are you sure you need to work on this? And then you can say, you know what, you're right, add it to my roadmap and give it a deadline. Say how I want to potentially work on this by the end of the week. And then it will help you remember that by putting it in your memory file and then bringing it up to your attention the next time you say, What should we be focusing on today? So use it as a partner. This is where you begin to use AI as a partner by putting those guardrails in and sort of instead of just going and going to AI and giving it everything and trying to work on everything at once, start putting those guardrails into your business, into your instructions that so that you yourself can focus on two or three things at a time during the day instead of trying to get everything done. So that's my ADHD moment for

Contracts Versus Feeling Locked In

Dave 6:23

y'all today. So jumping in, first topic that we main topic we want to talk about is agreements and contracts and why it's so important. Because I've had a lot of conversations with owners who have stated that they don't want their clients to be locked into a contract or be locked into an agreement for any period of time because they want, they hate, I mean, I hate it, you probably hate it as well, being locked into any sort of term when you're working with anybody. And there's a difference between locking somebody in and having a document that both parties have an understanding of what the expectation is of that relationship, right? And so that's why it's so important, even if you are a month-to-month organization and you're doing some sort of personal service where you know you're providing some sort of level of support and they're supposed to give you, you know, support or documents or access in return, you have to have these agreements so that both parties have an understanding of what the expectation is. Same thing with payment. Yeah, I talked to a lot of people that you know end up having, you know, two, three, four months of arrears of invoices, and I was that way at the beginning because I just felt like if I just keep working with this person, you know, they'll end up paying me. You know, I'm not gonna do this for free. And it ends up kind of biting you in the ass. I mean, you probably feel that way. You know, you can probably think back in your past, and there's probably two or three clients that have done that to you, right? So this is why it's so important for an agreement in order to you know kind of put those things forward. So, what do you do or what are the main things that you should have in your agreement? And again, this isn't legal advice. I highly suggest that whatever draft you come up with, always you know, take it to an attorney, a business attorney or business, you know, lawyer, and have them do it, you know, give it a review. But go into the process, not thinking, oh, I have to get one up on my my prospect or my client. Agreements should not be one side feels like they won and the other side feels like they lost by signing it and authorizing that agreement, right? They're a partnership kind of understanding of that business relationship that you're making with them. So ultimately, make it feel just that way, you know. So if you're asking for responsibilities, right, and and duties of them as a client, right? So, for example, maybe they have to give you documents by a certain date, they have to give you access to certain platforms or certain programs that they're using that you rely on in order to do your work, you know, vice versa, explain what are you gonna do when given that access? What are your responsibilities as the owner, as the business that's giving right that service to them? And by doing that, both parties, when reviewing it, can have a clear understanding of what their expectations are. And if you need a deadline, so I always use bookkeeping and accounting as an example because it's something that I'm familiar with. You know, if you want to be giving your financial statements to your clients by the 10th or the 15th of the following month, well, that's going to be highly reliant on you getting your documents from your client in a timely manner. So you have to put that in there. You can't put, I guarantee or I state that I'm gonna give you, you know, your financial statements by the 15th. But if they haven't given you their bank statements or their credit card statements or their loan statements by the 15th, you can't obviously create a financial statement by the same day. So there has to be some sort of understanding on their part that says you're gonna give me, you know, X, Y, and Z documents, and the deadline for these is the fourth or the fifth or whatever it is that's appropriate to your situation. Because what you state in there is that if I don't get these by this date, it could affect the timeline of you receiving your documents, right? That's why it's important to have client responsibilities and expectations, and then your responsibilities and expectations to the client. Also, what are your objectives? What are your outcomes that you're promising or that you state that, you know, if all of those things are occurred and they're implementing all the stuff that you are suggesting or that you're giving back to them, that they will see. Put that in there. Don't be afraid. Because you should be confident enough with the service that you're providing to give those guarantees based on the information and the work that you've done with other people who's implemented the same things. That's all you're basically stating to them is that you know, hey, if you take this, you know, project or you take this workflow I'm giving you, it's literally gonna save you four hours a week. Because it's what one, what you stated, but two on the average of every everybody else that has implemented that workflow, what they've been able to save a week, right? Or you're gonna be able to do X, Y, and Z more, you know, outreach because, well, you weren't doing outreach before, and now you're able to do some of that, right? And so that's why it's really important to put all of those objectives in there and those outcomes as well, because the client now feels what they're gonna get, right? They see that they see that end state, which keeps them engaged.

Payment Terms Late Fees Enforcement

Dave 11:40

Now, the next one for you, as the business owner, is that invoicing piece, right? What is and when is the expected payment due date by? Okay. Is it the fourth? Is it the fifth? Is it the 30 day every 30 days after their initial payment, right? On whatever that date is, okay. So that's part one, right? What is the due date? How much is the payment? Excuse me, I don't have coffee this morning, so I gotta drink my water. So payment due date, and I'm out, it's number one. But the part that a lot of people overlook is what happens if they don't pay. It's surprising to me how many people don't have a late fee in their agreements. And so what late fees do is one, okay, it stops them more than likely, you know, they don't people don't want to pay late fees, you don't want to pay late fees, I don't want to pay late fees. So if it's significant enough, it stops them from voluntarily deciding not to pay you. Correct? So think about it. If they're a business owner and you're a business owner, if you had a choice of bills to pay that were coming up all due, and a couple of them had late fees or you know, maybe cancellations of services, and they were left with those versus your invoice who doesn't have a late fee, and they pretty much are confirmed that you're probably gonna continue to work with them. Which bills do you think are gonna get paid? Probably group A, because they don't want to pay the late fees and they know they're not gonna lose service with you, or they know they're not gonna be charged extra at least when they do pay the bill. So this is why it's so important to include a late fee. And so and so depending on the volume, right, depending on the invoice amount, is gonna determine what sort of late fee is impactful. Typically, a good one to start with is like $25 or 5% of the invoice, whichever's greater. And the beauty of that, right, 5% of the invoice, great. If you don't want to pay me, okay. But if they take another 30 days to pay you, you're now at least getting interest on the money, which is pretty much equal to what you nowadays in banking, it's way more than you would have got by having that money in the bank. So it penalizes them for choosing to go through and pay you late, but it also ensures that you are not going to be used as their bank. So start with $25 or 5%, whichever is greater, but it's gonna depend on one, your invoicing amount, but two, also you know, what is that relationship with your clients to determine what's more appropriate for your situation? So late fees are important, and then the second part of that part is are you gonna cancel service? Right? So give them a grace period. Typically, I say 10 days is a good grace period, seven to ten days is a is a grace period to pay the invoice, and then make sure you're following up, right? So if the invoice is due, make sure you have either an automated process or you have somebody from your team, you know, send an invoice three days later. Hey, by the way, like you know, we noticed your invoice wasn't paid yet. It was due three days ago. Here's a link to the invoice. But give that grace period, and then at the end of that grace period, what happens? Are they, you know, are you no more meetings can be scheduled with you? Do they not have access to your platform anymore, your service? You're you know, you know, if you're a landscaper or revile, like you're gonna stop work until the next milestone payments paid, whatever that is, it needs to be in the agreement. Because if not, what why why would they not pay you? Or why would they pay you if you're not going to penalize them by stop doing the work that's in the agreement? And when you clearly put it in there and they assign it, they're agreeing that they read that. Because if you stop work and it's not in the agreement, even if they didn't make payment yet, they could make the argument that, well, I was under the understanding that, you know, they would still do the work and then I could just catch up by the end of the agreement. Or, you know, I could catch up next month, but it doesn't say anywhere that they were gonna stop doing work with me. Because what happens then is now you're getting screwed because you may get penalized by not getting what they owed you or not getting the full amount because you're still, and then you're still gonna have to do the work. You know, so clearly put in your agreements what happens if they miss the grace period, what happens after that? Do they get suspended? Does their service get terminated? What does that look like? And then from there you have all your legal, you know, stuff that you want to have in your agreement. But those are the main items that I suggest that a lot of people look at that they just don't have that's gonna help protect you, right? During you know, your engagement with your clients. Obviously, there's other things like you know, make sure there's a termination clause or make sure there's a you know renewing clause. And and all of those are gonna be dependent on what your situation is. But obviously, termination, you know, can both sides terminate with a 30-day notice? Is it a 60-day notice? All of that needs to be in there as well. And, you know, your privacy, right? If you're creating something for somebody, I guess this is another good one, especially if you're starting, you know, with nowadays, there's a lot of, you know, come up with new programs or services or dashboards or things that you're providing as part of your service to your clients. So it's really important that as part of your agreement, it clearly states in there who has whose data is it, right? Or whose dashboard is it that you're providing to them as part of the service. Because what you don't want to do is you don't want to have to lose that, right? If they're not gonna pay you. But if it's not clearly stated that it's your property, then you know, essentially they could make the argument that, hey, you created this for us, we want access to it forever. You know, and then you have to now give up what you created and give them access to it, or give them the code or whatever it ends up being for them to have access to it. Also, if you're creating some sort of custom program that is for ultimately the client's use, make sure it's clearly in there. When does it become theirs? Right? Is it intermittent? So whatever you've built up to a certain point is theirs, or does it not become theirs until it's completely paid for and done? Because that's also an important factor. So when does that ownership change for something that you are creating for somebody? All of that's important as well. And then there's also a ton of other legal advice right that I would, you know, I'm again, I'm not an attorney, I'm not a you know, legal person, so go ahead and you know, it I would say definitely consult your your attorney of record. So how you doing, sir? Uh I I is it it boo boo ho 08? Oh no. Thanks for watching, brother. Or you gal, appreciate it. Yeah, so those are the main areas of an agreement. I mean, not not all main areas, but the big sort of suggestions that I make to a lot of people that don't have so go and review your agreement, and you'll probably maybe there's one or two of these things that you're missing that you need to go back and add, or at least consider how you can buff up what the language is. And the beauty of it is that again, it's it's mutual. The benefit of an agreement is it's not locking somebody in. Like you can have the term, right? Like you can state that the agreement is in

Renewal Clauses Pricing Ownership

Dave 19:15

place for a year or six months, whatever that may be, but it can easily in the termination clause state that with a 30-day notice, your client can get out with no penalty. So you're not locking somebody in at that point. All you're saying is that this agreement, this initial agreement, is in place for the term of 12 months. But then in your term termination clause, you can state what that looks like, whether it's 30 days, 60 days, immediate, whatever. And then additionally, you can have the renewal clause. So if they don't give you a 30-day notice towards the end of the agreement, it automatically renews for another 12 months, which then reinitiates the 30-day clause again, right? So, and the other one I would say in the pricing with the renewal is what are you going to increase your price? You have to make sure that there's some sort of escalation, whether it's just wording or maybe maybe it's an agreed upon sort of you know already rate adjustment every year that you've already agreed upon, if it's a multi-year agreement that you put in that agreement so that it's already signed, authorized, and as soon as that date hits, you can you can rate raise the price. If you're not comfortable with that, or let's say you just want to do like a, you know, you just want to do a 12-month, but you want it to renew, but you want to have the ability to increase your price. Well, then you can simply write in your renewal clause that says if 30-day notice is not given, agreement will be renewed automatically for another 12-month term, up to two years. And then we, you know, we reserve the right to increase prices every year up to a 15% increase or whatever you feel is comfortable for your business. But the beauty of this is that you don't necessarily have to always increase it to 15%. And I think it was Dwarne shared this with me where you know we had that in the agreement and he raised prices 10%. And then the client reached out to him and said, Hey, just wondering why did prices go up 10%? You know, I'm not I'm not happy with that. And Dwarne simply, you know, well, you know, if you remember when we signed this agreement, you know, we we actually could have raised it 15%, but we didn't need to, so we only raised it 10. And then the client was like, Oh, yeah, you're right. Okay, cool, thanks. You know, and then just left it at that because ultimately it's still savings, right? To your client. You could have gone more, but you didn't need to. You know, you're only raising your prices to keep your margin where it needs to be. You're not trying to gouge their pricing every single time. And as long as you're giving the value, the client should feel like it's a win. So if you have any questions about agreements, about you know expectations, anything like that, or on business in general, feel free. Always make sure to drop your questions down below, whether it's live or you're watching the recording, share it down below. We'll answer those whether it's a live whether it's live or whether we're watching, you know, afterwards and we're responding in the comments, or we bring it up on the next episode. And the second piece to this is expectations, right? So agreements are good because it locks in what both parties are going to be responsible for. But setting those expectations up front is vital to a good relationship with a client. Right? Personal relationship that you're going to be working on with your client, you know, what I would say is you want to, in that first one or two sessions, talk about what

Setting Expectations In Early Sessions

Dave 23:05

is the expectations from you, what's the expectations from them, how are your sessions going to go, you know, what's the input and the feedback loop look like. Because by doing that, whenever, if if it will happen, they push back on you, you can say, well, you know, if you remember, we kind of went over this, you know, we have our expectations guide that we went over in our first session that you kind of signed off on and you agreed to that these are the expectations for both of us. What's changed? You know, why do you feel like you want to veer off? And again, it opens up the conversation for you to either pull them back to where they need to be, or if there's a legitimate reason why they need to change the expectation, you can make that determination as you know, the business owner working with them to provide the output, if that makes sense or not. Okay. And so, you know, this comes around meeting, you know, for me, being the ad on the advisory side, there's a lot of times where I have to have where I'm having conversations with people, and I have to just cut them off. And I'm like, hey, like I get it, like you're going down this path, but we want to make the most of our time. Like, let's come back to the task at hand. We'll we can come back to that, but we're way down a rabbit hole right now. And I tell people in our first couple sessions that I'm gonna do this often. Don't take it personally. It's only to maximize your time, to maximize my time, and to make sure that you're doing what you need to do in order to be successful. And so when you do that, when and then when you like three sessions later have to cut them off, you just slightly remind them, right? Hey, remember, we you know, we just want to stay on path, right? We want to stay on on track with your goals and we want to make the most of our hour that we have together, or two hours, whatever it ends up being, whatever you're doing with them. Because if you're like me, you could probably go off on tangents forever, right? And and you probably have a lot of clients that will do that as well. And so this is why it's really important to set that expectation up front, set the idea that, hey, this might happen, be aware of it. I'm not I'm not doing it because I'm an asshole. I'm doing it because I want to keep us on track. I'm doing it because I want to keep you focused as well. Because there may be times where I have to give you hard feedback. You know, maybe you're you're focusing your attention elsewhere and you you need to bring it back in. Maybe you're trying to do too much, right? And you sign the object syndrome and you're trying to go through you know every different path and trying to get so many different things accomplished, and what you end up realizing is that hey, you're getting pulled away from your main mission. And we need to pull you back. And sometimes that's a slap in the face. I don't like doing it, but I have to sometimes. Because I need to get slapped in the face sometimes too. It just happens, you know, life, life is quick, life, life goes forward, whether we like it or not. So I hope that answers, you know, high-level agreements, expectations, and why it's important for you. So if you don't have an agreement, you in your and you're in that, you're in that park or in that group of, well, I didn't want to lock people in. I don't want them to feel like they're locked into an agreement or to a contract. Just make sure it's worded and go over it with them. Clearly mention to them how, hey, this isn't locking you in. It's just an understanding on both sides of what I expect of you, what you should have you should expect of me, what our outcomes are, what our timelines are, and how we're gonna get there. And then obviously, some legal stuff for both sides. And so last thing with that, just remember, it's a mutual agreement. It's not one-sided. So if you're putting it together and you're like, I gotta put all these things to benefit me, you know, just put yourself in that client's shoes. How are they gonna feel when they see that? Is this gonna feel like you're building a partnership or is it gonna feel like you're just CYA trying to cover your own ass? And if that's the case, you might want to revisit. So if you have any questions of that, drop them down below. But I want to take a moment and just talk a minute to you. You know, there's a lot of good things that are going on in Triumph Business Solutions world, right? And the idea that when I talk to people, our focus isn't to shove a solution down your throat. Our focus is to one, determine where you're at. What are you trying to achieve right now? And sometimes that's not going to be with us.

How We Help Business Owners

Dave 27:36

And that's okay. But I want to point you in the right direction. So if you're in business right now, or maybe you're aspiring to be in business and you just don't know how to get started, reach out, drop me to drop a message down below, you know, go to go to our website or any one of our profiles, wherever you're watching this, and you know, shoot me a message. I'm more than happy to point you in the right direction because most of the time it might not be us. It's probably not going to be us. That is the right solution for you right now. But when it is the right time for you now, because there's a problem that you're looking to overcome, we hope you're, you know, we are the choice that you decide to come back to because of that relationship that we built and the support that we've given you along the way. And so we got a lot of good, good, fun, awesome things going on right with with Triumph Business Solutions, you know, on our, you know, our financial team are helping, you know, kind of do the daily, day, day-to-day bookkeeping, which is you know vital and important, creating the financial statements and everything. But where I'm more passionate about right now is combining that with some of the cool things that we can do on the workflow side. So, how can you get more hours back in your day, you know, become more efficient through the processes that you're doing on a daily basis? But what are some of the things that you wish you could be doing that you just don't have time to do right now? You know, especially if you're a small business owner, you know, maybe one or two, three employees, there's hours that could be given back to you every single week and allow you to do more. And if you just don't know how to get started, that's what we're doing right now. So if you want hours back in your day, or if you're looking to, you know, maybe even add hours right to the same day and you're like, well, how can I do that, Dave? Well, there's processes, there's things that you could be doing, you know, while you're also working that are gonna make you feel like you're two or three people. So if that's you and you're like, I'm I'm up for that, you know, shoot me a message down below. Go visit, you know, Triumph Business Solutions.pro. We got a lot of cool things going on. Uh, we're about to kick off our our AI studio, which is a community around AI development skills, you know, different live QA support. So if that's you, go you can go there to co-work.triumphbusiness solutions.pro. You can sign up there, learn a little bit more about what the community looks like, and I'll look forward to seeing you in there. So just a short little, you know, little ad by me. All right, so a couple other topics we want to talk about. So one is messaging, because it came up yesterday in our alliance meeting. And then also an example of getting into a new service, new product, using your warm network, how does that look like? And then also, what does AI not tell you? So, some of the things that I've been learning by doing this so often. So, some you know, four or five things that you probably haven't been told about AI that I'm gonna tell you. But I do want to start with kind of an idea around messaging.

Messaging Breaks When Beliefs Conflict

Dave 30:35

So I was at our Alliance event. So if you don't know, you know, alignable, I'm our local alliance, you know, sort of ambassador. So I lead in-person networking events for business owners. And yesterday we were doing a roundtable and you know, kind of discussion during our our session. And one of the one of the business owners brought up that they're struggling because, and I'm not gonna use the exact dollar amounts here, but the premise is the same. You know, they have a minimum funding requirement for their jobs. They're in the remodeling business. And they don't want to work with anybody because they're higher end, and they don't want to work with anybody that is below that threshold, but they couldn't understand how to get the messaging across so that they stopped getting people that are way under that level, and it's wasting their time. Okay. And then they followed it up with but I don't want people to feel like they can't afford our services. And I was like ding ding ding right there. Right there. You just pointed out why you're having trouble. You have two conflicting beliefs going on in your head about your business that they don't agree. Either you want people to feel like they can afford you no matter what their budget is, or you want the budget to have a minimum value to work with you. So which one is it? You have to decide on that one. I can't decide it for you. Nobody else in this room can decide it for you. Once you decide that, now your messaging changes. And it makes it so much easier for you. You have to be comfortable in that point that there's going to be people that you're gonna say no to or that are just gonna be qualified out. And so when it comes to you know, creating that message, creating your copy, creating, you know, the story around your brand, you know, you listening to this, how you can learn from this is decide like you may be struggling with that. You may be saying, Oh, I want people that are you know $500,000 or more. But then at the same point, you're like, well, I want to help every business owner because I want them to be successful. That doesn't work that way. It's hey, you're under $500,000 right now. I I wish I could work with you. I'm only working with people that are over $500,000. However, here's some free resources, right? Here's some things to you know kind of point you in the right direction, to set you off on the right foot. And even better, you know, have a trusted individual who is working with that range of revenue right now. Hey, I'm not working with 500,000, but I do have a trusted partner that they're perfect for you. And I've sent a couple other people there, they've done well. And then once they hit the 500,000, now they come work with me. So if that's you, hey, here's here's their name, here's their number. And the beauty of that is with your partner, have some sort of reciprocal agreement going on, right? In terms of like an affiliate or a referral, where, hey, I'm gonna send you, you know, people who are under my budget, just give me five, 10% of whatever they give you for the first year. And then if they move from you to me, I'll do the same thing for you. And it should, depending on the pricing, right? Especially as they're getting bigger, you know, their return affiliate should be larger than the affiliate they gave you because your probably in investment in your service is higher than their investment in their service from the client side. So if you can form partnerships like that, now you can really put your attention on where you want to be instead of trying to service everybody. And so I hope that you can take that away and see that important message in that situation yesterday. You cannot have two conflicting beliefs in your mind about your business and then wonder why you can't get one belief to win over the other. So if that's you, if you have that two conflicting beliefs right now going on in your head, and it's like, I only want to work with a million dollars plus or $10 million plus, but yet when a somebody who's a million dollars, you make the exception and bring them in because you want everybody to feel like they can work with you, that's a problem. That's why you can't only get $10 million plus, because you're making the exceptions for all these other rules, because you also have that belief in your head. But well, I want to I want to help everybody, I want to service everybody. I remember what we said prior time to before you can't service everybody as a business owner. You can't, which is why you need to niche and revenue size, budget size is a niche. You gotta do it. So walk away, think about that. Have you are you you're having two conflicting beliefs going on in your head that is stopping you from being successful around your messaging and being able to tell the right story about your business? Probably are. I did for a long time. I mean, I'm I can probably have a little bit of that now, you know, depending on what business line we're talking about. So it's really eye-opening, which is like hey, ding ding ding, right there. So thought I'd share that. The next one I want to talk about was, you know, let's jump into the AI thing, and then we'll, you know, if we have time at the end, because I want to, I know you guys don't want to just sit here and listen to me for an hour. But so what are some of the things that like you're probably hearing a lot of people suggest if if you're not jumping into the AI game, that you need to do it, that it's gonna help all your needs, it's gonna solve everything, it's gonna, it's gonna, you know, make you so efficient, all these things, right? Is is you know, it's the best thing since sliced bread. Now, while I feel like it's uh pretty impactful, right? It's it's shifted my everyday productivity a lot. But what I've come to learn is that my productivity is a lot different than your productivity. So what I never tell people is that, yeah, it's gonna solve 99% of your problems. And if anybody says it's gonna solve all your business problems, they're lying to you. Okay. If you implement AI in a business that has broken systems, you're just gonna compound the broken systems. So

AI Will Not Fix Broken Systems

Dave 37:08

some of the first things that need to be focused on are how do I use AI to help me fix the broken system? And if you're just trying to layer it on top to automate or to do you know things more efficiently around your broken system, it's just gonna compound it and it's gonna make it even you know more visibly inefficient, and people are gonna struggle, and you're probably actually gonna see a decline in efficiency and productivity because you didn't take the time to fix the system. So if you if that's number one, so if you know what a what a lot of people like to say is that AI is gonna solve all your problems. That's not true. So I tell people a lot, it's not gonna solve all your problems, but it's gonna help you do things a little bit more efficient to start. And then as you continue to grow and you continue to learn and do more and more and more, it will help you solve some things in your business. Number two, a lot of people are not going to, you know, they're gonna tell you that you can do everything all at once. You can do this and this and this, and there's a million videos that are being uploaded, there's a million processes, a lot of different things that are happening in AI constantly, right? Don't think like you have to do it all. Nobody's gonna tell you that. You don't have to do every single thing that you see in a video that comes out about what AI is doing. You have to analyze things and determine is this important for me or is this something I should come back to later? And a great strategy for that, because this happens to me all the time. You know, obviously my algorithms are, you know, AI creators and stuff like that, is a couple things that I say is find two or three people that you enjoy, right? That are putting out content that you enjoy, that you can follow and pay attention to them. And even in that realm, there's going to be things that they're talking about that have nothing to do with you or that is not relevant to you right now. Great. Put it on a back burner, make a notebook LM, copy the link to the video, drop it in the notebook LM for your, you know, for that creator, for references to videos that you want to come back to later. Right? But not everything is going to be relevant to you in AI in a video or anything like that. There's so many things happening all the time, you can't keep up with it as a business owner, and that's fine. Think about it. If you try to keep up with every single thing going on in the news, you would be overwhelmed. You would never get anywhere. If you try to implement any new software, any new program that comes out, you would never get anywhere. And it's the same thing with AI. Just figure out what's relevant to what you're working on right now, and then work with that. Get that working, make it efficient, and then you can possibly add on some additional layers and different things like that. So that's why it's so important, right? So important to not feel like if you're just getting started that you're behind. You know, you have to feel that you're going to get started. Step one. Like everybody walks, right? They take their first steps before they start running. That's all you got to do. Same thing with AI. You know, it was an interesting fact, and I'm actually going to confirm it here while we're live. But it was a conversation I had yesterday, and the number he he mentioned was kind of shocking to me, and I just wanted to confirm. But it was the the number of percent of business owners that have like adopted some sort of AI in their business, right? Small business owners. And so I'm just looking this up here. Um companies that have 50 or more have the highest adoption rate of some sort of AI in their business of like 48%. While smaller business owners, like probably you and I, if you're watching this, you know, are you know single-digit employees, like one, two, you know, up to 10, those are those are lower, somewhere around 20% or lower of single owner businesses who have adopted some sort of AI. So think about that. You think you're behind the eight ball. You think that you have you're not gonna be able to catch up, you're not gonna be able to do all this stuff, when in reality, you you're you're part of the 80%, you're part of the majority that hasn't. So if you can just get started, you're already gonna put yourself ahead of that game. So don't feel like you're so far behind that you can't get started, otherwise, you're never gonna get started, and then you're always gonna be behind. Just get started today, right? The other thing that nobody's gonna tell you, and this is even coming from like there onboarding sucks with an AI platform. I'm gonna tell you that. You know, Claude, while it's wonderful, it's great. There's no great, hey, by the way, like here's the first thing you need to do when you set up Claude is set up your ClaudeMD file, right? Here's how you set up your about me file, here's how you set up your memory file. There's nothing like that where they tell you how to set this up locally on your computer to make it more efficient for you. Right. And so there's, and that's across the board, you know, ChatGPT or Gemini, like they have the about me's, but there's no clear walkthrough lineation of how to do all this first. They just want you to jump in, and what's the first thing they tell you to do in most of these? Hey, jump in, hey, why don't you make an image of you know a water fog going over a cat or something, you know? Not how to make it efficient on the business owner side. Just think of that. So, what you need to do when you go to get started is actually research how do you set it up appropriately. Don't go to like Claude and say, How do I set you up appropriately? Because sometimes they're not even gonna know. Because even the most recent things are still only taught like three three months behind. So, any new thing that comes out, and I've experienced this so often, where anthropic will release a new tool or a new you know piece of software, and their current model won't even know that it's there until you tell it, hey, go to the internet and search this and then research it and educate yourself on it and bring it back to me. If you just ask the model without giving it an instruction to go search it, it's gonna be like, I don't even know what that is. What are you talking about? Anthropic, what was the one? Agents, because I do a lot of stuff in the CLI. You know, I released a video the other day about thing, you know, I spent about An hour wasting time trying to figure out how to use it because it's in beta. And initially I went to Claude and I didn't tell it to go search and I didn't give it the link of the release notes. I just said, you know, what's the best way to use agents? And it came back to me and said, you know, or agent view. And it came back and said, well, use agent view or you use agents when you're developing code and you can, you know, send multiple agents out to do different pieces of the code. And I'm like, that's not what I'm talking about. And so it didn't even know that it released it two days earlier until I gave it the link to the release notes. And then it was able to go to that link and actually learn about it and then say, oh, yeah. So you know, based on the release notes, here's what you're going to do. So what the point of that is is that even the most relevant models are not going to tell you what's the best way to set it up today. It's going to be dated. So what you need to do is figure out who's your trusted resources, who's your trusted, you know, sort of partners that are going to give you the instructions of, hey, here's how you set it up appropriately, and here's how you kind of direct your system back to those files every single time. So that it's most beneficial for you, the business owner, because the most frustrating thing that I have gone through over the last three months, years, right? I've been on ChatGPT since it came out, has been having to retell it something that I've told it multiple times. Right? Hey, I don't do that program anymore. Why are you still referencing that program? It's because until recently, there wasn't never really a good memory system, a good memory file for storing that and always having every chat go back to that. So for example, in Claude, the best way to do that is to always in every one of your chats link your main Claude document file that has your Claude MD, your memory file, your about me file. Because then every single time a new chat goes into that and you start a new chat or you start a new co-work assessment, it's going to read that information first. And your Claude MD, some advice for you on that, keep it under 200 lines. Your Claude MD should really just be a routing system. Hey, if you're if I'm talking to you about video creation, you know, it's got a link to the video creation file. You know, because we don't want to do is have that ClaudeMD file be a thousand, two thousand lines, and then every single session, you're already starting it with your context level pretty high, right? Because we do have limited context that you know it actually remembers in any specific session. So you want to make it slim and just make it a router to the next files that it needs to. And then what I say is that typically that first two or three levels of documents are all kind of routing to the final destination based on the specificity of the question or the prompt that you're giving it. Because then once you get there, now you can build out all the detail because now it's specific about what you're asking it. That's where you want the context to lay. So that's just a high-level overview of you know, Claude MD, memory files, all that fun stuff that is important. So, but nobody tells you that. Even the programs, the platforms themselves, they don't give you a good onboarding on that side. The second one is you know, you probably don't know skill, skill, skills, right? Everything now that you do should be turned into a skill. And the beauty of skills is that skills can go from Chat GPT to Gemini to Claude, they're all the same. And you can integrate them into all your platforms. So, you know, if you made a claw, you know, a Claude skill, well, Gemini and you know, ChatGPT now have that ability to use those skills. So you can integrate them in there. So part of, you know, I mentioned our you know, our studio, our AI studio, the the skills that we're creating that are templated are able to be used in any one of those three platforms or all three at the same time. The idea is that you can now take what you do on a regular basis, turn it into a skill that's repeatable, and be able to, you know, stop telling it what to do every time. But the part they won't tell you is that sometimes those will break. It's gonna be frustrating as hell. You know, you may think you got a skill. It happens at least, I don't know, once or twice a week, where a skill that's worked in the past doesn't work anymore. It's like, well, what's going on? It's because things change, like especially if you're doing a cowork, you know, kind of process, you know, a software, a platform might change their back end code, which requires you know, you to you know kind of update the the steps that need to be taken in the skill in order to perform that action. And what I've also found is that you know, with cowork and then learning and getting more into cloud code, cowork is just a layer on top of code. So don't be intimidated by code or codecs, whatever it ends up being, whichever one you're using. Because once you understand

Onboarding Memory Files And Skills

Dave 48:50

how to, you can just use simple language in code to prompt, a lot of the stuff that you're doing in cowork, like that doesn't require any sort of like automation piece, can be set up as a system in code to be more efficient. Because code can use different things in your software on your on your computer that co-work might struggle with in terms of like running a terminal and running commands, different things like that. And so what I've started to shift to do as well is to move a lot of those non-automated pieces that I was just doing in cowork out and creating more tools in code that can do all those things for us. So being comfortable playing around in code in a CLI, too. I suggest CLI, you know, get used to that. I didn't know what a CLI was four months ago, and now I've got, you know, a ton of them up and running all the same time. And I, you know, so it's it's just about being willing to trial and error. And that's in business, that's in life in general, being willing to trial and error. But I also understand that you may not have time to do it. It may not even be your passion. You may want to adopt a lot of this stuff, but you just don't have time. You want to focus on your business. That's why you're in it, right? You love doing that sort of thing, but you just want to be a little bit more efficient, get a little bit more outreach, find a little bit more leads, right? That's why you can find people like us or like anybody else that you trust to support you along that journey. Find somebody that's you trust that's gonna help and support you and answer your questions, point you in the right direction. And as long as they don't tell you that they are the number one expert in AI and they will always know everything about AI, you should feel comfortable with them. Anybody who tells you they are the number one expert in AI and that they know everything about AI and they're gonna solve all your problems, run the opposite way now. Because things change so quickly. Nobody is the expert in AI. You can be pretty knowledgeable in AI, but nobody's the expert in AI. Like nobody's gonna be all knowing. There's gonna be a lot of figuring out, you know, and and working through a lot of things that are changing in order to make it work for you, the business owner. And that's okay. You want somebody else to do that. That's why you're partnering with them. So you trust them, you make sure that they are gonna be able to support you and that they're gonna be there by your side. That's all you've got to be looking for. Um, as well as the outcome, make sure it supports what you're, you know, what you're trying to achieve. So, but when you do it right, when you do AI right, it saves you time and it actually makes you feel like you're two, three, four people because you're able to do a lot more with the minimal time that you have. Because you and I, we all have the same 24 hours in a day, right? I don't have two extra hours. Man, I wish I did. That'd be so awesome. But I don't have two extra hours in my day, then you're all have the same hours. It's just how do you make yourself more efficient? And if you're if you're saying, yeah, but Dave, it's not authentic, it's not real, really. You're right. It wouldn't be authentic and it wouldn't be real if you didn't give it your voice, your instructions, what you wanted to talk about, what your experience is, you're right, it wouldn't be authentic. But then the same pushback I say is, well, then why are you hiring a marketing person? Because they're not your voice, they're not you, they don't have your experience, but they're talking about your business like you. So which one is more you? Which one's more authentic? The AI that you trained, that you gave it your experiences, you told it how you wanted to answer things, or the marketing salesperson that's answering things on your behalf, that you can't necessarily always control what they say or what they do. Which one's more you? Which one's and again, I'm not saying marketing and salespeople are bad, but if you're okay hiring other people to represent your business and post things on the business behalf or create marketing materials on your behalf, which you need to do as a CEO of a business, you can't do everything forever, right? You can't tell me that, well, I just want to be authentic, I want it to be me, I want everything to be, you know, me handwritten or me creating the copy. You can't tell me that when you're trying to grow and scale a business, because you're never going to be able to do that forever. But yet you're gonna tell me that you oh yeah, my assistant writes my emails, or you know, I'm okay like with my my them writing everything and sending out stuff or creating copy for my social media. That's not you, that's not authentic, is it? No. So why not an AI to do it? And it can save you some money, especially as you're growing. Like when you get to a point, great, you've created the AI, hire somebody on to now manage that for you because you still got to do managing of your AI and your softwares. And as I just said, things are gonna break. You're gonna have to do some sort of oversight to make sure that things are going the right way, or make shifts. I make shifts to our processes weekly, but right now it's still all on me to do that. When I get to the next level, I'm gonna be hiring somebody to do that for me. Hey, I've trained the AI systems. Now you guys need to manage this to help you do your job better while we're continuing to grow. See, this is where AI becomes a partner, a tool. Not I'm just gonna set it and forget it. That's the difference. So if you're so resistant because you're like, I don't want to do it because I'm I want I need to be authentic, you're you're literally fooling yourself, and that's it. That's it. You know, AI, it's it's the 10, 80, 10 rule, right? You you give it the idea, let them like the AI do 80% of the work, and then you do the last 10% of the check and the follow-up and the feedback. That's how you become more efficient in your business with AI. And when you do it right, it saves you time, gives you more time back in your day to either do more of the things that matter for your business, but you also can do the things that you haven't even had the time to do yet because you've been so busy doing all that mundane stuff. If you're sick of the mundane stuff, like most people are, stop being resistant. Well, there was one other thing I wanted to talk about. I'm at right about an hour. Man, if you're here, if you if you've listened to my voice for so long, more power to you. Especially live because it's not 2x. You're like me, I like to watch everything 2x. But I appreciate everybody that's here. High level, what the conversation piece was, and uh maybe I can dive a little bit more into it you know next week with Duarin because I think it'll be a good topic. But, you know, it was a gentleman I had a conversation with yesterday, really kicked it off, and he had mentioned because he wants to get more into the advising space, into what he's been doing. And he he had a question of like, how does he just get started? What is he, how does he get those first two to three clients or you know, members to join his new advisory? And this can be the same for you, but in his case, it was even better because he already had in their other business, you know, and their their agency, like 350 people that are clients that already knew him, that's already doing some sort of business with him and has some sort of name recognition. So those are 350 warm, already paying clients that he could potentially reach out to to market his new advisory. And so the advice that I gave, and I'm gonna share it with you here as well, is that one know who you want to work with, right? So you have your ICP, your you know, ITO client profile of this new service, this new program. Identify in your warm network who fits that, right? Who's what part of that those clients that fit that ICP? And maybe it's 60, but if you only need two or three to sign up, that's perfect. You only need what, you know, five, three to five percent. That's a good good close rate. And then develop a campaign of awareness to reach out to those 60, for example. And how you want to do this is five emails, six meals, however you want to do it, but you generate the curiosity first. So understand what is that problem that you're gonna be solving with your new advisory, what's that outcome that you're gonna be providing? And then you tease it in a storytelling

Warm Network Outreach That Feels Human

Dave 57:44

sort of format in the first couple of messages that you send in an email. Hey, by the way, it's John with XYZ agency. You know, I noticed that you're in, you know, let's just say you're in the home services industry. We've we've noticed in a lot of our research and working with a lot of people that typically there's three problems that individuals in your industry face, right? And you list out those three problems. Is by chance is just anything that you're facing right now in your business. And that's it.

unknown 58:13

Right?

Dave 58:14

There's no saying, hey, I got a new program. There's no saying I'm gonna sell you up. It's generating that curiosity and you're giving them real pains that they may be facing in their business. And we talked about it. Once you identify their pain and they have a problem, now you can be able to talk about potentially a solution. But you can't do that if you don't know that they have a problem. And so this is gonna generate that interest. Hey, just let us know. Reply to this email. Then you can follow that up in you know, two, three days. John, it's uh, you know, Dave over here, XYZ agency. I know in my last email I mentioned some three pain points. You know, we happen to put together this quick, you know, sort of guide to help owners, you know, in the home services industry overcome those pains. I wanted to I wanted to send it over to you real quick. Boom. Attach it to the email, send it over. Hey, if you want to kind of chat about this or have any questions on it, you know, you can reply to me here or below is a link. Feel free to schedule a quick 15-minute call. And now you're already solving their problem without having to ever have a conversation with them or them even requesting you, right? To but you're providing that extra value, you're providing that free resource directly to your ICP. And then the third email is a quick follow-up. Hey, you know, we sent over that the you know the page, and then we sent over you know a quick kind of guide. You're probably busy, you know, and if you don't have time to like dive deeper, you know, would you be interested or would you be opposed to setting up a you know a 20-minute conversation? I'll walk you through specifically individually, one-on-one, the guide, and we can talk through which one of those might be applicable to your business. Does that does that sound like a good plan for you? If so, you know, link down below, right? And again, you're not even telling them that you're doing advisory now. You're just saying, hey, we want to take a personal approach to helping you solve this issue. Now, this is where I get a lot of pushback from people. But Dave, aren't you just, you know, aren't you, you know, hiding the fact that you want to sell them? No. Because I don't know that that person even has a problem. So why would I try to sell them? Why would I say I have something to sell them when I don't know if I do have something to sell them because I don't know what their situation is? All you're doing in this point is that you've identified an industry, you identified pain points that you know you can solve, you provided a resource to answer those questions and those pain points, and you're now just volunteering your time to them to walk through that. At what point am I hiding something that I'm doing? You're not, which then leads into the next area, which you send the request, you know, hey, do you want to go through this 101? And then, you know, emails four and five, you know, email four can simply be, you know, hey, you're probably busy. I don't want to, you know, could continue to bug you, but you know, here's another resource that you know we also just kind of saw that was impactful to a couple other people. I wanted to share it with you. Feel free to get back to me when you get a chance. And then email five is you know, just just that close up. You know, hey, if this isn't a priority for you, I get it. We appreciate you being a client of you know our other services. You know, feel free, you have my email address, reach out anytime when you get a chance to sit down and have a chance to digest everything. And that's it. And you never once pushed for a sale, did you? No. You don't have to. Now, when you get them on a call, you're not pushing there either. You're providing support. You walk through the questionnaire, right? Ask them questions, say, hey, why is this a problem right now? Why is it a priority for you to solve it right now? What other things have you tried to do to solve this? Why haven't those worked? What did work? What did you enjoy about the solutions that you've already found? What didn't work? And then at the end of that, you can say, Well, could I make a suggestion or could I could I get point some, you know, more feedback in the right direction? And then that this is where once they have accepted that, that's where you can say, Well, you know, because I've had so many conversations with everybody around these issues, I actually created, you know, this sort of like advisory program to help owners like yourself overcome the issues we're talking about here. You know, based on what you're telling me, you know, I had a couple different levels of it, but based on what you're telling me where you guys are at, I feel like you might fit into this level of service. And here's why. And then walk them through why. And sometimes it may just be the basic, because maybe in your conversation you realize that they don't have a lot of cash flow right now, or they don't have a lot of time. And so maybe it's just a basic level where it's like, hey, it's a group call, it's once a month. Um, you get access to our resources that, you know, kind of help you. You know, I'm gonna send out, you know, maybe weekly emails or weekly text to kind of keep you focused, but it's not one-on-one intention. And and here's the investment for that. Because when you do that, when you do a menu approach, when you, you know, and so I tell people this all the time, you need to have at least you want to have three levels of service, but you don't have to always show the three levels of service to people. Keep them in mind as you're having a conversation, and then make that suggestion by what you've heard to which one fits them best. And be realistic. Because what that's going to do is it's going to prove to them that you were listening and that you cared, and that you're not there just for a money grab. Because when you come to somebody and you're like, you know, I'm developing this advisory service, you know, I have three programs, you know, I really feel like you should be like, here's my all-in price. Like, this is what I think you need to really level you up. What does that say? The person doesn't feel heard. You know, they just told you about how they have cash flow struggles and all this other stuff, and you're trying to sell them this big old investment thing. Like, it's gonna help you solve. Like, I know you don't have the funds right now, but you know, maybe you should just get credit cards or whatever. Fuck that. Like, listen to them because now they feel heard. Now they feel like you actually care about them, and this is the most important part. Do care about them. Those are the people that win. When you care about your clients, you will win. If all you care about is them and their monthly investment, you're gonna lose. May win temporarily, but you're gonna lose long term. And so they may have funding issues. Oh, yeah, I'm developing this new program, I got you know this level, and here's why I think you're you're here right now. You're struggling with time, right? Sounds like cash flow might be a big issue, but you want some support. You know, you mentioned you want some support right now. I feel like level one is gonna be really impactful for you. And here's why. We can always talk about level two and three later, like when you get kind of caught up and things get going back in the right direction, but I don't think they're the right fit for you right now. But the beauty of that is is they may say, no, no, wait, actually, you know, I'm ready to kind of do more. Let's talk about level two, or let's talk about what does level three look like. You basically pique their curiosity by letting them know and not trying to force it down their throat. The greatest example of this was, you know, and I know it's a sales clip and it's from a movie, but it was man, what's his name? Shit, why can't I think of that? This is why the sucks going live. But the one of the guys from the wedding crashers, not the not the big tall one, but the skinny blonde-haired guy. Well, I can't think of his name, but whatever. He's in a golf golf store, and he's selling golf clubs. And the the customer, you know, was there and he's like, Oh, he picks up one golf club. He's like, No, no, this one's not for you. You know, I don't think you're ready for that yet. And the guy goes, No, wait, wait, wait, what do you mean? What is that? Right. And then he he tells them, right, well, this is for like people that are really kind of you know high level. And they're, you know, it's probably not for your skill level yet. And the guy's like, no, no, no, I want to try that one. I want to swing it. Great. Now, I get it. This is a sales approach. But in your case, when you're doing B2B and you're building that relationship, you're not saying, you're not picking up your highest level and saying, oh, this is my highest level. Oh, wait, you know what? That one's not for you. That's the that's the grimy tactic. The good tactic, though, is just to pique their curiosity by saying, here's where I think you land. Right. So if you were to change that sort of clip, it would be him going, picking up a club, right? That you know is next to a couple of the other clubs that, you know, it's like beginner, middle, you know, and advanced levels of golf, which I'm not anywhere near advanced, or beginner, I guess you can even say that. But it's like, hey, try this one first. Everybody lands here. Based on what you're telling me, based on your experience, how often you go out, I feel like you land here. If it's somebody who goes out a couple times a month, or you know, a couple times, you know, a golfing season, maybe they're in the middle plane. And so that's how you kind of approach it. Now, if it's somebody who you know is about to go on to PGA, maybe they're on the amateur tour, then you go right to the high level and say, hey, these are the newest ones that are out, most advanced clubs. I think you should try these. And by doing that, you're fitting the solution with the individual because you listen to them, not trying to do a grimy sales tactic, like, oh, here's the highest level. Oh, you know what, that one's not for you. That's the wrong way to use curiosity, right? And and you can see that sort of thing as that's the bad sales in terms of like not really trying to generate a relationship with somebody who's trying to just sell the highest level product, get the biggest commission. In your case, as a business owner, though, your goal is how do I build that trust? How do I build that relationship? And by doing that, you can listen to them and then suggest something. And then from there say, hey, once you get through this, then we can then talk about levels two and three. Because based on where you're at, this is my best solution for you. So I know I went a lot deeper than I was gonna do, but we're here. I love it. So if you made it this far or you're watching a replay, or maybe you're watching a clip and you got something out of today's episode. I hope you love it. I hope you enjoy it. Take one or two things away from today, put it in place in the work, in your business, and then with that, share it. If there's somebody, probably even somebody you don't know in your business that is a business owner that probably needs to hear one or two things. So here's what I've here's my ask of you. If you do share this, and I know you will, if you've gotten something out of this, don't just click the share button and then paste it without anything going on. Share about what it was that you took away from today's episode as you share that video. Because when you do these types of things like on LinkedIn or Facebook, whatever you're doing, that's when people can actually stop and they understand it. If you just click share, most of the time, that's not going to get even picked up in the algorithm.

unknown 1:09:03

Right.

Dave 1:09:03

But when you share your thoughts about what you got took away from that and that topic or that video or that clip, whatever it was, that's when the algorithms pick it up. It generates conversation and people are more likely to watch. So if you are going to share this video or any other video that you know from any other influencer you watch, try and just share your feedback, what you took away from that piece. So that way, you know, it gets picked up by the algorithm and it's more impactful. But with hope you have a wonderful and amazing rest of your week. We'll see, you know, Dwarne should be back next week. But if you have any questions about anything, whether it's the agreements, messaging, anything like that, drop it down below, shoot us an email. Down below is our email address in the comments or the description of the episode. And if you're a business owner and maybe you're interested in coming on a future episode, talking about some of the things that you're going through and getting some advice as well as talking about what it is that you

Share The Takeaway And Next Steps

Dave 1:10:04

do. Feel free to use the link down below and book a session. We do these live. If it's something that you're interested in and you can't make it live, we can totally record your, you know, your individual session and questions and stuff like that and play them live if we need to. Um, so we're more than happy to be flexible with you. So don't let that be a deterrent of you know signing up and getting on the show. So with that, I hope you guys have a wonderful and amazing rest of your week. Have a good weekend. Thanks for watching, and as always, we'll uh we'll see you see you in the next one.