Short Summary:
In this episode, you will see the comparison between the clear definition of rules and outcomes in sports and the lack of clarity in business. Karl believes that clarity is key to achieving success and that having clearly defined problems and five solutions with measurement would make it easier to achieve success in business. He also comments on a recent playoff game and mentions that the referee was one-sided. He believes that winners win and losers lose, and quotes Keith Cunningham in saying that a triple bogey is a bad shot followed by a stupid shot.
Further, he discusses the challenges various business owners face and believes that the main problem they face is fear of being seen. He believes that people are afraid of failure, or having others see them fail, and uses the example of professional athletes who have a greater fear of not being seen than being seen. He also recommends David Goggins’ book on mental toughness, summarizes it in five lines, and states that the author was at war with himself for multiple decades, but eventually realized that he could win by working out and training. He believes that the toughness gained from working out and training will positively influence other areas of one’s life and help one win.
People will often avoid making decisions because they are too comfortable with the familiar, are busy with other things, or are afraid of making a wrong decision. To help clients get better at making decisions, they need to be reminded that making a decision is hard and requires them to cut into other things and say no. They also need to be aware that they are not making a decision because they are pessimistic or searching for a shortcut. People should regularly review their schedules and determine if they are spending their time on the right things and not just being busy.
Main Article:
In this episode, the importance of making decisions and the need to stop searching for shortcuts were also discussed. Karl cites an example of a person who made a decision in 20 minutes despite not having all the information. He says that the most important thing is to make a decision, even if it’s the wrong one, as it can be corrected later. He emphasizes that people need to stop looking for shortcuts and instead focus on putting in the necessary work to achieve their goals. He also mentions that building a seven-figure coaching business requires a lot of work and is not for everyone, but those who want it should commit to it. He suggests hiring a lead generator to generate leads for the business.
Another topic discussed is the issue of decision-making and why people don’t make decisions. They assert that fear is the primary reason people don’t make decisions. Karl and RodeDog argue that coaches and others in similar positions are often not successful because they are afraid of being seen failing, rather than afraid of failing itself. Karl suggests that in order to help someone make decisions, you need to address their fear and not just provide them with a new approach or script. Both said that the decisions we make in life are not as important as we often believe, and that the worst-case scenario is usually not as bad as we imagine.
RodeDog and Karl Bryan are discussing a situation where a company is losing ad spend and time due to poor decisions by one of the owners. RodeDog is frustrated with the lack of urgency and awareness by the owners. Karl Bryan suggests a phase one solution of suspending the decision-making ability of the problematic owner for 60 days and having the signature of the big boss on every decision during that time to ensure everyone is on the same page. He also mentions the concept of money following management and trouble following mismanagement.
Lastly, they discuss the process of selling a business. They compare the differences between working with a business broker and an investment banker, with the latter having more fiduciary responsibilities and being more expensive but also a better investment. RodeDog plans to create a timeline for the business owner and determine if the current game plan will lead to their desired exit by the desired time.
Karl ended the episode with the saying “old money equals never sell” and suggests that operating a business tight and defined can lead to a successful exit.
Thank you for taking the time to learn more about some Business Coaching Secrets by Karl Bryan. With this, business coaches can acquire the skills necessary to identify profitable opportunities for small business owners, without the need for additional investment in marketing or advertising. And by this, business coaches can offer high-end coaching services to any small business owner, regardless of their financial situation. If you’re interested in learning more,, please visit our website at www.focused.com .
Transcription:
[00:00:02.730] – Intro
Welcome to business. Coaching Secrets with Karl Bryan. If you want to attract new high end coaching clients, fill live events, and build a wildly profitable coaching practice where business owners pay, stay, and refer, you come to the right place. In this podcast, Karl provides his keys to the kingdom for finding and signing high paying clients and building the coaching business of your dreams. Here we go.
[00:00:40.490] – RodeDog
Ladies and gentlemen, boys and girls, coaches around the world, welcome to another episode of Business Coaching Secrets. It’s your boy, the RodeDog, of course, the man, the myth, the legend. Also right by my side, the King of the Caribbean himself. Currently, I’m probably sure topless shirtless. That topless sounds really bad sitting outside having a my tie. Karl Bryan, big shooter. How are you, bud?
[00:01:06.720] – Karl Bryan
Shoots. I don’t have a mic. What’s it called? I do not have one of those.
[00:01:14.870] – RodeDog
I just want to throw this by you real quick. I understand from your wife that you’re the only person she’s ever met that, like, the second you step into a shower, you start doing incantations until you step out. Just wondering how that translated after football practice in high school.
[00:01:38.060] – Karl Bryan
I’m trying to think of something clever to say.
[00:01:40.930] – RodeDog
Is he a kicker? Like, what’s happening right now? This guy’s weird. Is that how that worked or what happened there?
[00:01:47.890] – Karl Bryan
Actually played some high school football. Shoots. It was fun.
[00:01:52.880] – RodeDog
That’s why I asked, because if you’re doing incantations that year, it’s just like, hey, check out the weird kid in the shower talking to himself.
[00:01:59.830] – Karl Bryan
Yeah, that would be gone, too well with some of the older boys, anyway. What’s the short nick head doing? He’s an idiot. Somebody shut him up. He’s chanting.
[00:02:10.410] – RodeDog
Speaking of football, though, big weekend in the NFL, allegedly. Can’t say I watched a second of it myself, but did you manage to watch some of the games?
[00:02:22.210] – Karl Bryan
Yeah, buddy. Yeah, I did. I watched half of one, and then it was kind of over and then the other. It’s funny you say Tony Robbins gets paid like, a million dollars a year, whatever the numbers, okay? But let’s just Tony Robbins gets paid a million dollars a year per client because of who he is, not because of what he does. You know that. And then put any other it’s what other quote unquote, guru? Jim Rohn, back in the day, got paid obscene amounts of money just putting a guru in there? They’re getting paid, but importantly, they get paid for who they are. Right? Tony Robbins gets paid for who he is above what he does. Certainly Dan Kennedy could fall into that. Frank Kern, ETCA. Will think like, a first line player gets so in hockey, a first line player will get $10 million. The best players in the league get about $10 million a year, right? The fourth line player, same team, same going out, skating in the same game. Same team, same weight. Room, same practices, same coach, same teammates. He’s getting a million, even a little bit less, and then the best player is getting 10 million.
[00:03:36.730] – Karl Bryan
And it’s like the first line is not ten times better than the fourth line. The best player is not close to ten times better than the fourth line. They’re better and more important in many ways, maybe basketball, like the starting five, they’re not ten times better. Or certainly the top one or two are not ten times better than the six men that comes off the bench in basketball, right? It’s the same in soccer and baseball and there’s cricket and Aussie rules, football, rugby, what have you. But you know what I mean? You get paid. You think of jersey sales and people tuning into the game and people wanting to go to the game, right? Like when Tom Brady comes to town, I don’t need to go to the game to know that the stands are chalka block, they’re full. And when RG three was a big deal when he came into the league, same thing, he filled the joint. Johnny Football, right? He lasted about lasted as he was, ten games, but he drew a crowd, right? And by the way, he signed a rookie contract to reflect it anyway. I don’t know, it’s interesting, I was thinking about that.
[00:04:51.950] – Karl Bryan
Tony Robbins gets paid because of who he is, and so do the elite. Elite sport shoots, right? So a football game is a game defined with a time limit and a clearly defined score that separates, what, the winners from the losers. And at the end of every game, you know, right? It’s like you go to 06:00 News, it’s another thing, 06:00 News. But you know, you go to whatever, ESPN.com and you see the score and it’s right there. You can see that the winner and the winner is put on top and the loser is put on the bottom, by the way, regardless of who was home and who was away, but the winners on the top, the losers on the bottom. It’s just such a clearly defined thing. Like, a season is a clearly defined number of games and then playoffs are defined as a set of games with, again, defined criteria to get into those games, right? Like, you have to have a certain record or you have to win a division or win a wild card, whatever it is. But the rules at the beginning of the season are so clearly defined, everybody know what knows what’s coming.
[00:06:00.420] – Karl Bryan
And it’s very easy for the players to follow, the coaches to follow, for the fans to follow, the supporters to follow, et cetera. And I don’t know, imagine if, like, business was that well defined by way of business outcomes that we were trying to achieve. It’s like confusion is the absence of clarity. I remember in Cancun, I think we didn’t do it this year, but we did it the following year. But like all that. We put out these coffee mugs and they had focused.com and whatnot on them, but it said, immense speed requires insane clarity. Immense speed requires insane clarity. The more clear you are and the more defined outcomes are, I think the easier it is. The Olympics, every year at the Olympics, world records, you know, like world like Olympic records get broken, country’s records get broken, and then Olympic records get broken and world records get broken. Right? Why? It’s so clearly defined what it is they’re looking to achieve and they got four years to get to those Olympics. You know what I mean? It’s so tight that if your business had that clear of a goal and an outcome, I think we make it so much bloody easier.
[00:07:16.570] – Karl Bryan
And by the way, the solution, if the problem is that we don’t have clearly defined things within our business, the solution would be for every clearly defined problem. And remember, when you clearly define a problem, the solution normally kind of jumps out at you. But for every clearly defined problem your high end coaching client has, have them come up with five tight solutions with measurement. By the way, again, the season, the game, everybody knows at the 60 minutes mark, the game is over. So for every problem you had five tight solutions. What might that look like and how much easier could that be? I don’t know. You asked me if I watched the playoff games. I don’t know.
[00:08:06.540] – RodeDog
I’m just shocked that thereas was a winner and loser that not everybody just got participation pins at the end of it. That’s kind of shocking. Almost as shocking as you giving out mugs with the focus.com logo. I thought all of your gear had your mug shot on it. That’s kind of interesting. So anyways, next year, talk about the first liner getting ten mil and the fourth liner getting like, free lunch. Like that kind of sounds like a podcast there. Shoots.
[00:08:31.590] – RodeDog
I’m not sure the merch sales are like, but can’t be that far out of sale anyhow aside from that, because I know you when you when you’re watching, you’ve got a squirrel brain, to say the least and it’s all over the map. And you typically relate a lot of stuff to business, which is kind of interesting, which I’m sure made you an unbelievable person to date. But anyways, did you have any more thoughts kind of flowing through your brain as you’re watching that? Especially, I don’t know if apparently there’s a whole bunch of controversy with the Kansas City game, blah, blah, blah, all that sort of stuff. Was there anything else floating through your mind as you were watching all this stuff?
[00:09:19.970] – Karl Bryan
Yeah, I’ll tell you, the winners win tournaments and losers lose tournaments. Actually, straight from the email that I just sent out, in the words of the great Keith Cunningham, a triple bogey is a bad shot followed by a stupid shot. And I’d say in that game there were like a number like what happened? The referee seemed a little bit one sided. And if you were like a mad, I was kind of going for, I don’t know, I didn’t really have a dog in the fight and I just wanted a really tight, good game that went down to the wire and it literally went down to the last second, the last two kick, right? I think they won with 3 seconds to go. You can’t get better than that. But I tell you that the refing was a little bit one sided. Certainly in the fourth quarter, it felt like things went against Cincinnati. The quarterback threw a couple of interceptions. Okay, so losers lose, winners win. Mahomes had zero interceptions and Burrows had two, right? So again, it’s like unforced air and tennis often tell you one or turnovers and Super Bowls coming up. Let me tell you, the team that’s going to win is the team at the end of the game that has the least turnovers, basically wins, right?
[00:10:39.200] – Karl Bryan
You can look at the statistics and pretty much tell who’s going to win. That’s the one that’ll stand out above all else. But then the coach so then there was the coach. The referee was a bit one sided. I watched the coach go mad. He’s ripping off his headset. He’s screaming. He didn’t seem to calm down. And then who’s immediately behind the coach. And that is the players. And then when the coaches that heightens emotionally, guess what happens to the players? They get that heightened emotionally. Unfortunately, like we follow the leader. That’s the way it goes. So now, as the play goes, there’s a couple of other things Duke, you to do, but in the last anybody you watched will know about this, right? But the last play of actually coming into the last game, there was a guy, I can’t remember his name right now, but he missed a tackle that he should have made. This is an elite pro ball, like an elite linebacker, right, for Cincinnati. And then in the last play before the winning field goal, this guy took a 15 yard penalty and hit Mahomes when he was already about a foot out of bounds.
[00:11:50.200] – Karl Bryan
And it was a clear nobody could dispute that that was an unnecessary roughing penalty while 15 yards. The winning field goal was 44, 45 yards. That means that it would have been a 60 yard field goal if not for that penalty. So my question is, if the coach didn’t lose his mind and what I think a heightened emotional, you know what I mean, like freaking out a little bit with that guy have taken that penalty, I’m going to dare say not. And I could be wrong and I’m happy to be, but I think that that’s what happened a little bit. He was a little bit too heightened, let’s call it. And then the worst bit shoots. They’re walking off the field. And the guy that I mentioned a minute ago that missed a really important tackle, he’s seen screaming.
[00:12:41.990] – Karl Bryan
The guy what is it?
[00:12:42.950] – Karl Bryan
Joseph. Joseph. This is called Joseph Jose. I think that’s his last name. He’s screaming, cameras, microphones everywhere. That that guy cost us the game and he’s freaking out about it. You know what I mean? So I come back to a triple bogey is a bad shot followed by a stupid shot. Think about the culture of the team. These guys got to come back and play again next year. They were in the Super Bowl last year. They almost a field goal away. They were very close from making it to the field goal or making it to the Super Bowl this year. And they just made some stupid, stupid errors. And then RodeDog. So now, before the last week, they beat the Bills. This is the best bit. I should have started with this. The best bit is they beat the Bills. And then one of the players comes out and says he calls Arrowhead, which is where Kansas City plays in Kansas City. I mean, my homes Super Bowl champion, and this guy will be a hall of Famer. And because Burrows has beat him, they called it Burrowhead, as in the name of the quarterback, and called it Burrowhead Stadium instead of Arrowhead Stadium.
[00:13:53.630] – Karl Bryan
And let me tell you, the guy who said that is not ready for prime time because you do not any Michael Jordan would have beat the crap out of you in the dressing room, in the locker room, if you would have done that on his team, because what did he do? He gave ammunition, he gave billboard material to the other team before they even started to just train a little bit harder, push a little bit harder to want it a little bit more. And that’s not to suggest that they didn’t want it desperate. Desperate. Desperately without that. But let me tell you, this game was one with 3 seconds to go, A-1-3 just a little extra push, a little extra is a difference between winning and losing, going to the Super Bowl and going home. And he gave them, you know what I mean? Like a triple bogey is a bad shot followed by a stupid shot. I just saw, like, a bunch of bears that led to mistakes. So anyway, that’s what I was thinking. My dad there’s a saying in poker, what is true? And poker is true in life, but most people are suckers and don’t even know it.
[00:15:03.700] – Karl Bryan
Not that that’s necessarily relevant here, and I don’t want to call Cincinnati suckers by any stretch of the imagination, but I think that that statement is very true of the real world. Like, what is true and poker is true in life. Most people are suckers, but they don’t know it. So what are we asking for? So ideas flowing. I don’t know what else the real problem is. You’re afraid to be seen. Like most people RodeDog, they will tell us. We go, look, what’s the challenge with your business coaching company? What’s the problem with the chiropractors company, the dental company, the butcher, the baker, the candlestick maker, their companies, right? And they’ll say that I’m a perfectionist, so I’m not getting anything done. Or I’m a perfectionist and things are struggling. That’s why I’m not hiring people. And I like the micromanage and yeti, yet, yeti. Or they go, look, I’m no good at lead generation. Everybody else in the competition driving traffic on Facebook. But they’ll say that, look, I’m just not a marketing guy. I’m just not a marketing gal. They say that I’m not a marketer, I’m not a numbers guy, I’m not a numbers gal.
[00:16:10.140] – Karl Bryan
So again, they don’t understand their financial statements. They don’t understand margin. They’re not concentrating on things like recurring revenue and repeat sales from existing customers. They’re just constantly looking for new, right? So they’ll say to us that perfection, legion marketing is their challenge. And the real problem and something that I just sent out recently and that I think might be relevant, it’s that they’re afraid to be seen. Think about this is really relevant. Less though, for the butcher, baker, candlestick maker, but more so for the business coach. But I say you got to build a list and you got to put yourself out there and you got to do a webinar and you got to go to the chamber and you got to go to the yacht club and you got to rent out the golf course, the conference room at the golf course and do a presentation for ten people. You got to get in front of the accountant and convince him that you can solve his clients problems and let him convince him to let you come in and do a two hour presentation to his clients. And it’s like, if you think about this, the real problem is they’re afraid to be seen.
[00:17:13.630] – Karl Bryan
Or maybe it’s, it’s not that you’re scared to fail, it’s that you’re scared to have other people see you fail, right? And I just I don’t know, I just find that, you know, that these, you know, football players and what not, you’re there these, these guys are there in front of 50,000 people. They’ve got a greater fear of not being seen than being seen. You know what I mean? So anyways, thinking about that and efficiency, I think also, again, if you’re going to train for a football game, for a hockey game, for a baseball game, or like at a professional level, we’re not talking about Beer League on Tuesday night where it’s more about the beer afterwards than it is winning. Efficiency and productivity refer back to my emails, but I sent out an email, so it’s something to the effect of David Goggins has a great book, right? And I recommend it. And I recommend David Goggins. I like him. The guy’s got, like, a really good attitude, mental toughness, yeti, yeti. But I basically did a book summary of it in, like, five lines, and I was like my argument was, I don’t know if you needed to read that entire book if you’re not a speed reader, I don’t know that you needed to read that entire book to get the message.
[00:18:34.520] – Karl Bryan
Right? And it was like, in his early 40s, he woke up and decided that being at war with David Goggins was no longer the way. And I think that he had been at war with himself for multiple decades, like 30 years, right? So David Goggins was at war with himself, and then at some stage, which I believe was in his early 40s, he woke up and said, this isn’t the only way for me to win. Right? And then he’s like, some days, no doubt you work out religiously, but no doubt there’s days where you don’t feel like running, you don’t feel like hitting the gym. And he’s like, I struggle to train too, but I do it, and that’s what keeps me mentally tough. And then it’s got a compounding effect in other areas of my life, and I find that it’s got a positive influence on the people around me, right? So he thinks you should do that too, and you’ll disproportionately win in terms of you, the effort required to go for the run or to hit the gym, that toughness is going to is going to help you. And then, by the way, his dad his dad abandoned him when he was young, and then that was the root of a lot of those mental issues, and that was really what I took away from the book.
[00:19:46.410] – Karl Bryan
And I’m like, you know what? Go train your butt off today, tomorrow, next week, every day, and your entire life will benefit, and so will that to those around you. And I’m like, there’s the message of the book, and there’s a debate. So if you if you read that or you hear that and you’re like, oh, my gosh, it’s so amazing, and David Goggins is my guy, then go read this entire book word for word. But again, I just debate, like, in Order said differently. When you sign a book deal and they’re going to write you $100,000 check, $250,000 check, a million dollar check, depending upon your authority and your celebrity and your following, et cetera, the book has got to be two to 300 pages to justify the $20 price tag. Otherwise, it would look like it’s not as valuable against the other books on Amazon.com or at Borders or chapters of the place where you go to buy the book. You know what I mean? So it has to be that big enough. And I’m like, I don’t know. Is that the most effective use of your time? And I would say I’m not so sure.
[00:20:54.350] – Karl Bryan
One thing else, RodeDog, and you’re asking random thoughts. Random thoughts. But money follows. There’s a saying, money follows management. And I’m sure if you’re here and you’re a business coach and you’ve done your studying and done your reading, you’ve probably heard either those three words or similar. You’ve heard similar. Money follows management. But truthfully, and I’m not sure if we’ve talked about this recently, but I think that it’s the power for me especially, we’ve gone kind of from like a seven figure company to an eight figure company. The management in different areas, the better everything flows. And then it has this compounding effect that we’ve talked about at Nauseum and different episodes, but the money follows management. So if I look at your company and I look at the management of you, management, that would be your calendar, that would be your follow through with your existing clients. That would be how you track conversation with prospects, how you track conversations with people in Navy land, as in their thinking about signing up with you and then following conversations with existing clients, and there’s so much more to it. And then also, what about your own learning?
[00:22:18.480] – Karl Bryan
Are you doing that in a structured way, or are you just doing it sporadically? Maybe something like what I talked about a minute ago, right? Like with David Goggins, like, are you reading books just to read books? Are you reading books to find the best you ever read a book, got 20 pages into it and went, you know what? This one I’m going to pass on. And most people haven’t done that. They may not go back to the book, but they don’t not go back to the book strategically. They don’t go back to the book because it’s just not you know what I mean? They just forgot about and they moved on or whatever it was. But if you do it in a structured way, someone will tell us. Wrote Doug, look, I suck at sales. Like, okay, well, how many books on sales have you read in the last 90 days? How many courses have you done in the last 90 days? How many YouTube videos have you done in the last 90 days? Let me see your notes on sales that I can read. Take a snapshot of your notepad and send them to me so I can have a look at some of the things that you’re learning, you’re thinking about and the notes that you’re taking from these books to critique for you.
[00:23:19.230] – Karl Bryan
And then, of course, what do you think it is now? They suck at sales and they haven’t read a book, done a YouTube video, done a course in the last 90 days. And that would be a mistake. I don’t know if you said they just look for reasons to advance, not retreat is something else. When you’re thinking football and you’re thinking baseball, you’re thinking Aussie rules. Football, you’re thinking cricket, you’re thinking basketball, hockey every season. You’re trying to advance your career. You’re trying to advance your abilities. You’re trying to advance your team in the standings. You come higher in the standings, what happens? You get home field advantage when in the playoffs, and if you’re like, the best team in the entire league come playoff time, if you manage to make it to the champion, the final two teams, whatever it’s called in the specific sport, you get home field advantage. And home field advantage matters at a very high level. If it goes to seven games you’re playing at home, that matters. So out of now in business, are we looking for reasons to advance? Are you looking for more people in your database?
[00:24:33.980] – Karl Bryan
Are you looking for more people to be reaching out to? Are you looking for more joint ventures? Are you looking for ways to do more speaking events? Are you looking for ways to do more partnerships? Are you looking for more ways to have more staff instead of less staff? Are you looking at better ways to have clearly defined roles for those staff? Remember, money follows management. How do you manage those people? I don’t know. Shoots? I’m kind of just talking off the top of my head. I don’t know if I’m those are some I want to add to that.
[00:25:02.290] – RodeDog
Actually, Karl, if you don’t mind. It’s because you talk about efficiencies, and you talk about your calendar, and you look at all that stuff, so I guess I would look at that is when you take a look at your calendar, whose battles are you fighting? Are you fighting the battles of others because you’re too afraid or just too tired of fighting your own fights? Is it just easier to put things on your calendar that are just like, well, look at how busy I am. Well, look at, hey, this is a worthy cause that I’m fighting for. It may be, but is that worthy of your future? Is that worthy of your business? Is that worthy of what you’re doing?
[00:25:44.910] – RodeDog
So I would highly encourage everyone to stop fighting your future because you are in love with the familiar.
[00:25:52.830] – Karl Bryan
Say that again. Chid.
[00:25:54.130] – RodeDog
Stop fighting your future because you’re in love with the familiar.
[00:25:58.610] – Karl Bryan
People will fight for their comfort zone at a level mind boggling. I think people confuse being busy with being successful. And so what I think you just said is look at your calendar and have the guts, the wherewithal the foresight, the macro level thinking to look at every appointment every 15 minutes block every 30 minutes block, every hour block certainly every day and most definitely every week, quarter and year and decide, is this worthy of my time? Is this worthy of my time? Does this help me fight the battle that you want to be fighting as opposed to somebody else’s? Where yeah, you’re busy, busy, busy, busy, busy. Do you agree with that shit?
[00:26:43.790] – RodeDog
And I’m guilty of it. I’m sure you are, too. I’m sure there’s things on your calendar that even you could get better at. Because for me, I look at them like, man, what am I doing fighting the amount of brain power and just time that I’m putting towards a couple of the projects right now. I’m like, whoa, I got to step back from these because it’s all consuming and it’s not putting me in the direction where I want to be headed. So it’s good once in a while to just do an audit and just kind of look at your calendar and go, okay, what am I actually spending my time on? Is this the best thing I could be spending my time on? Am I doing it as an act of avoidance? That was the big one. That was the big wake up for me and just sort of like, oh, boy, how much time am I spending on certain projects that when anybody else looks at it, they will validate. They will validate you doing it, but the reality is you darn well know that it’s not going to move you forward. Scary when that happens.
[00:27:45.210] – RodeDog
But speaking of making decisions, bud and committing, I got a question here. I hope we have time. I hope you don’t ramble forever because I actually have a follow up to this of a situation that I’m running into right now. But I’ll ask this question first that came across that is, how do I help my clients get better at deciding? Like, this is just that’s huge, right? And the follow up was I find it very consistent where clients just don’t commit. So do you have any advice on that, first off? And then I’ll have a follow up when you’re done.
[00:28:22.630] – Karl Bryan
Nice. And I agree. High five. But deciding, you know what I mean? Like, what is decision? The root of that word is incision, as in the cut into. So deciding is about saying no to other things in order to take on this thing. But two things, they don’t not decide because they’re pessimistic or needing to think about it, quote unquote, right? Which it will say in a sales environment, they don’t decide because there are gaps. Right? Making a decision is hard. And we just said a minute ago, like, people will fight for their comfort zone at a level, quite frankly, make your eyes water a little bit. Especially those like super a type would expect others to be similar to themselves and that’s just people would significantly rather follow than lead. So making a decision is hard. That’s important. And then I think shoots. People don’t decide because they’re too busy looking for a shortcut. Think about that, right? So number one, making a decision is hard. Reminds me of Tony Robbins. Used to tell a story. I can’t remember who it was. It’s a famous story that he said many times, but he was talking about Colonel Goes into.
[00:29:45.390] – Karl Bryan
A room, and they’ve got X amount of information that decision needs to be made. And they’ve been going back and forth for, like, six months and haven’t made a decision. They hired this guy. He comes in and he’s there for, like, let’s say he’s there for 25, and he listens. He says, I want to hear the side of the story. I want to hear your side of the story. They both just said, okay, let’s summarize it. And they gave ten minutes and ten minutes, and he goes, here’s the decision. And everybody’s just blown away. They’ve been on this for six months, and there’s so much information, and in 20 minutes, there is no way that he’s got even 2% of the information he needs to make the right decision. So somebody comes out, and I think it’s, you know, is it Tony Robbins or it’s somebody else? Now, somebody says to him, sir, permission to speak freely? He says granted. And you go, how did you just make a decision? You don’t have even 5% of the information that you need in order to make that decision, and you just made it in 20 minutes.
[00:30:51.620] – Karl Bryan
And we’ve been working on this for six minutes. I’m wondering how you came to the conclusion that you could make the decision and why you decided, and is that the right thing to do on it? Licking away, probably question his authority a little bit, and he says, Fair enough question. But here it is. You guys haven’t decided for six months, and the most important thing we need to do is to decide. And then if we’re going in the wrong direction, we’re going in the wrong direction. We’re going to know and we can recalibrate and start going there. But nobody was going to make a decision. And even if I get all very importantly, the most important part of the story is even if I get all six months of this information, I’m still not going to. It’s clearly not a right and wrong. This is something where a decision needs to be made. I made it, and we’re all going to know in a very short period of time if it’s the right one and if it’s the wrong one, we can go in the other direction. But what’s most important is that a decision is made.
[00:31:47.400] – Karl Bryan
And the guy’s like and you could imagine the learning from that, right? Again, look, go into your calendar and deciding that this is the way you’re going to structure it moving forward, you got to decide. And that would be so number two is everybody is looking. What do they say? Everybody is going around. It like you’re too busy looking for a shortcut, right? So people don’t decide. What do they do? They keep cutting corners and then wonder why they’re going around in circles, right? Like, they do 50% expecting 100% result. Well, that’s not the way life and business works, where, again, you operate like you’re practicing to make a professional football team. Like we talked about earlier, you got to work at the level that you’re not looking to inspire you, but work at the level that you’re looking to inspire your teammates. And then forget inspiring, but what about elevating your teammates, right? So it’s decision you want to be wealthy. Decide you want to earn 100 grand this year. Decide you want to earn $500,000 net. Decide you want to build a seven figure coaching business and not platitudinally and not because that sounds cool and that’s what somebody else wants and that’s what somebody else did was cool because you want a seven figure coaching company, and you can show me your list of reasons why that’s actually a good decision.
[00:33:09.120] – Karl Bryan
And believe me, a seven figure coaching company is not for everybody because suddenly don’t think you’re going to build a seven figure coaching company and work two days a week. It’s not happening. And of course, you show me the anomaly, which you probably can’t anyways, but you know what I mean, somebody who it’s probably a story that’s fictitious. But the bottom line is that if you want to build a seven figure coaching business, decide commit. You want to hire everybody. If you’re in coaching and you want to get the multiple six figures, you want to get the seven figures, you should hire a lead generator, right? So that is somebody who picks up the phone, sends messages, private messages, builds a list, et cetera. It goes to the networking functions for you. It goes to the events for you and basically generates leads for 8 hours a day, five days a week, 40 hours a week, 160 a month on your behalf if you want that. And I’ve no doubt you hear that and you’re like, you know what? There’s a good chance that you like that idea. And you go, that’s exactly what I need.
[00:34:11.250] – Karl Bryan
Decide. How do you decide to bloody hire them? Maybe you’re the other side. You want to hire a coach to work under you so that you can work on business development. You know what I mean? Like the other side of it. Well, then decide you want to have a great relationship with your wife and kids. Decide. Like, I could go on, but you want to have a podcast. Decide it comes a case. So I’m trying to think the opposite of that. Shoots, right? Like where the worst coaches we’ve said this lots at different times in different ways. RodeDog but the worst coaches, the ones that have the worst success rate, the ones that I believe live in frustration, land more than others, is that they the ones that go week to week, month to month, quarter to quarter, deciding if they’re going to keep going, right? And and maybe the ideal approach here is to invert the problem the way I just did. Like, ask yourself the question, why don’t people decide well, Charlie Munger would tell you that the solution is to invert the problem, and apparently he’s a lot smarter than you, me, RodeDog combined, so we should listen.
[00:35:20.900] – Karl Bryan
Right? So invert the problem. So how do you invert the problem? You ask the question, why don’t people decide? And let me tell you, I can tell you this with 100% certainty. Fear capitalize it. Italicize it underline it mold it. Fear is the primary reason people don’t make a decision. So going to fear is inverting the problem versus going to how I’m going to help my client make decisions, right? So if a coach isn’t generating leads and they’re staring at a system that works and it’s really not that complicated, it’s because they don’t know sorry. It’s not that they don’t know how to generate the leads because they’re fearful. I said it earlier. They’re really afraid of being seen. Right. Look, this is important and again, touching on a minute ago, but I think they’re not fearful of failing. You’re not fearful of failing. They’re fearful of other people seeing them fail. You’re fearful of people seeing you fail. I am fearful. I’m not scared of failing. I’m fearful of other people seeing me fail. And RodeDog is exactly the same. It’s like the DNA. But some people manage that fear a little bit better than others.
[00:36:35.520] – Karl Bryan
Now, my question is, how are you doing it? Right? But therefore providing them a new script, a new approach will not help. You’re solving the wrong problem. Right. You need to get them basically, to address the fear, and then you’re solving the real problem, making sense. Like, there’s the Band Aid problem and then there’s the real problem. We got to go to the real problem. And the real problem is fear. That’s what I’m trying to say. And Rodel, you know, this it’s insanely common for people to solve the wrong problem and then wonder why they’re going around in circles and experiencing frustration, right? Like, coaches are famous for hiding behind their computer, staring at the phone and experiencing pain. Don’t do that. Fear is the issue. So there you go. Shoot. That’s what deciding well, the funny thing.
[00:37:24.130] – RodeDog
Is, Karl, that was the General Schwarzkoff story that you’re talking about there for Tony Robbins, the only guy that’s probably as into Tony Robbins as you. As me.
[00:37:34.120] – Karl Bryan
So there you go.
[00:37:37.010] – RodeDog
With that in mind. It’s just funny. Like, you think of the decisions that he made and the impact of those decisions, and then we worry about some of the what are the decisions that we’re truly making? Like, no one’s going to die. You know what I mean? Like, come on, people like, what are we doing here? Right? And I’m speaking to myself here, like, 100%. Like, what are the decisions that I’m hesitating on? Really? What’s the worst case that’s going to happen with that? It’s just wild to me. Just wild.
[00:38:07.390] – Karl Bryan
Anyone’s inverting the right? So you’d be better served going to like, what goes wrong if I make this decision and it goes sideways? What goes wrong? We’re all going to die, right? We all came in naked. We’re all going out naked. We all came in broke. We’re all leaving broke. The end, right? So it’s just a game. There’s a famous quote, right, by Steve Jobs where he’s like, just don’t you know what I mean? People way dumber than you are, like, changing the world and being and clearly he’s talking about himself, by the way, right, where he’s just done so many amazing things. But he’s also got a list of failures, right? He got fired by his own bloody company, right? But he dusted himself off when sold pixar for billion did. Okay, but you know what I mean?
[00:39:02.110] – RodeDog
It’s a perfect segue, Karl. Perfect segue. To my next question real quick. I know we need to wrap, but real life problem. Real life situation. So, folks, this isn’t all just like pie in the sky stuff, because it’s interesting you talk of Steve Job got fired from his own company because sometimes it’s really difficult to do the things that, you know, must be done and people don’t want to hear because they’re too comfortable to that comfort zone. Okay, blah, blah, blah. I’ve got a client. And let’s just say that they have a person in a position that is making decisions on behalf of the company. And I’m a consultant to this this business, and I already made the statements of if you guys continue down the path that you’re currently on, you will be insolvent within the next six months. You talk about like, the last question was all about getting clients to make better decisions or just getting better at making a decision. How do you actually if you or me, how do I go to the ownership team and go, this person that you have that they have a longer term relationship with?
[00:40:25.340] – RodeDog
I’m new guy in here, right? So just think of the unique position that I’m in. I get floated in here and I’m like, this is not going well, and this guy is making some decisions that are only going to lead to your demise. What do you do?
[00:40:41.470] – Karl Bryan
Okay, great question, by the way. Little red Arrow, you are here. You got to go to the guy. Does the owner realize that this guy is making some bad decisions and that the company is going to pay a pretty ghastly price if he continues?
[00:41:00.130] – RodeDog
He’s not at the level of awareness that he needs to be at, put it that way. And the crazy part is, this is still a startup. If anything in his mind will just raise some more capital. I’m like, this is just danger written.
[00:41:13.850] – Karl Bryan
All no. Okay. Love it as a frame. Little red Arrow, you are here. Do you have tangible examples of, like, where he’s made a decision and the company has paid a price hard examples.
[00:41:29.970] – RodeDog
Yeah, well, I said it last week and I’m going to actually copy and paste my, my, exactly the same suggestions this week. And not just me being a bit of a prick, but my point to the two of the owners that I said last week specifically was we’re going to go down a path where we’re going to lose another thousand dollars of ad spend in the next seven days, but more importantly, we’re going to lose another seven days. So and we’re going to be in the so now I get to reiterate that point on them on their call today and just say, so here we are, seven days later, another $1,000 is gone in marketing ad spend, and another seven days is lost. And I’m looking at the next seven days and the recommendations being made, and we’re going to be in the exact same spot next week.
[00:42:14.650] – Karl Bryan
Okay. So I mean need more info, I think, to give you the right, right. But here’s what I’m doing, right? First of all, I want tangible examples of where this guy is making mistakes, and I want those in my back pocket. And I didn’t practice saying them, and I would know exactly what they are. But what I’m going to him and as I remember thinking, is nothing more than asking and answering questions yourself. So you want to direct his thinking and then do the old thing where it becomes his idea. You don’t want it to be your idea. You want it to be his idea. And the way that you get there is by asking him questions and then, by the way, through that process, giving him so here’s the result of the last time, how is that affecting the company? Do you know what I mean? And then he’s going to be like, yeah, that didn’t work out so well, and that’s not so great. So rather than and it’s not okay, so get this guy fired. Sounds like they’re not ready for that. But I would want the short, I would have like a short term, like a phase one, phase two, phase three kind of solution to the problem.
[00:43:16.640] – Karl Bryan
And phase one is to suspend his decision making ability for a 60 day period. Hang on a second. And all you do there is that you did how the owner needs to sign off on decisions for the next 60 days instead of this guy signing off on decision for the next 60 days rather than say, this guy can never make a decision again or to fire him because it just sounds to me like a little red arrow. You are here. The guy’s not even quite aware of this. He’s got a long standing relationship with that individual. I’m looking for a phase one solution, not an optimal solution where this guy gets shown the door because it sounds like that’s what you’re thinking, right? Something.
[00:44:02.830] – RodeDog
Yeah, it has to be right. The thing that actually blow my mind the most, dude, is the fact of how completely unaware and the lack of urgency by the owners that strikes me as just like so I’m sitting there going, sorry.
[00:44:21.170] – Karl Bryan
These guys raise money as part of their solution. That’s what they do. Exactly.
[00:44:26.630] – RodeDog
That’s sort of the next stage as well. And I’m like, I don’t know how you’re selling anything, I don’t know how you’re getting people to invest at this stage, but it just blows my mind. And I think this just is general, right? Like business owners fall into such a strong belief and mindset that they don’t even realize the mistakes that they’re making and they’re completely unaware of just the reality. So when you always say that little red arrow, you are here, do they even acknowledge and understand what that means? And I don’t think they do.
[00:45:05.810] – Karl Bryan
I said money follows management and then trouble and fires follow mismanagement. Let me give you another frame shoots that might help you, right? So what most people do is they come in a situation and then it’s like yes or no. So as an example from Business Coaching Mastery that frankly I love and I think has been tremendous learnings in is in. Should I sell my business or should I not sell my business, right? So that’s option number one or option number two. And then I’ve said for years, like the real money and the reason why coaches, consultants and good ones like us get paid very well and then back it up hardcore is option number three that they’re not thinking of, right? So should I sell my company? Should I not sell my company? One and two? Well, what’s number? Just immediately go to option number three. The same way that I went to a phase one, phase two, phase three, like suspending his decision making ability for 60 days. And that’s not that he can’t make the decisions. It’s that you want the signature of the big boss on every decision between now and 60 days so that we can make sure we’re all on the same page and that we’re thinking 2nd, 3rd, 4th order consequences through and deciding if this is a good game plan, right?
[00:46:25.610] – Karl Bryan
So should I sell my business? Should I not? Right? And then option number three could be to license, could be to franchise, could be to shore things up over the next three years so that we exit in 36 months time. More to the point, I think really. So again, what I do in Business Coaching Mastery, put your hand up if you’d like to sell your company for $5 million and would say yes again, guess what happens? Every single hand in the room goes up, including mine. I’m like, oh yeah, $5 million, that sounds great. Well, real quick, we do the math and I say, okay, so depends. Some people know a lot. We got people like Alan Best in the room who’s like heavy heavyweight in the M and A world. And then others that just frankly, they don’t have a clue. And they would tell you that, right, about buying and selling companies. They said, okay, well, here’s what happens. I got to give you a multiple on your company, and I’m going to give you a five multiple, by the way, which would be a pretty darn good one. Well, if I gave you $5 million and a five multiple, guess what?
[00:47:27.810] – Karl Bryan
You were making a million dollars a year a minute ago, and I’m going to give you five Schmill. Well, when we take five schmil and then we subtract the fees that we got to pay the broker, the M and A guy, the investment banker, it’s going to look like X. Call it 500 grand, right? So that would be 10%. Going to pay a little thing called tax, right? Boom. Wipe off 20%. There’s a million. 1.5 has been lit on fire. There’s going to be some debt. You’re going to have to pay off some staff, write off some contracts. There’s going to be some debt there. So again, call that whatever. At the end of the day, I started knocking things down, and we came to the conclusion and audience participation that we were going to end up with 2.75 million once everything was paid. And I said to a minute ago you were making a million, remember, there’s option number one, do I sell the company? Option number two, do I not sell the company? And I’m thinking, what’s option number three, right? And that’s where my mind and by the way, option number three has often got ten different variables or ten different high level considerations that could be the solution.
[00:48:30.110] – Karl Bryan
So anyway, I said, so really knowing what you now know with more info, because really the answer is I don’t have enough information, right? And that’s super critical here. If you are making a million dollars a year and then you take a check for 2.75 by the time everything was paid off, is this really a good decision? Then I have to ask a question about your health, and I got to ask a question about your age, and then I want to ask a question about your industry, and I got to ask you a question about how much work you’re putting on and how important different individuals are, et cetera, et cetera, et cetera. But that the conclusion that the room very quickly came to, was that this, you know, I led everybody down this, but why don’t we hire a guy and we’ll pay him with incentives, 250 grand, we’ll let him run the company, and then I said, Help me out. If we were paying him 250 grand, which is a hell of a lot of money, how much am I taking home? And it’s very great for math. It’s 750 grand. So I’m making 750 grand.
[00:49:32.700] – Karl Bryan
I got a guy coming in to do the company. And I said, often what happens is this guy sells the company and then what does he end up doing? And the answer is, oh, he becomes a consultant like us because he enjoys doing that. I said, well, guess who he could consult? How about his own company and what company is he going to ever know better than his own company? So you see how option number three, the story went on and there’s some other variables here that we won’t have to worry about. But no doubt, hopefully, if you thought selling your company for $5 million was a great idea and you put up your hands, it might not be the best decision. So remember, you want to own a business that you want to own forever, but if you needed to, you could sell it tomorrow with the drop of a hat. Now that’s a business worth owning, right? Anyway, so you bring the guy to run the company. So that could be option number three. If we talked a little, in fact, on the pre show, we were talking about business brokers, m and A, folks, and then investment bankers.
[00:50:32.800] – Karl Bryan
For those listening, business brokers, it’s like the wild, wild west of selling business. Like no fiduciary responsibility. M and A guys got some fiduciary responsibilities and investment bankers have big time fiduciary responsibilities. And if they provide financial statements and do a bad job, there’s regulation where they can lose their license and they’ve got some responsibility. So translation, if you’re going to sell your company, an investment banker would be a million times more expensive, far more expensive, but would be a better investment than a business broker, quite possibly. Anyway, you see there’s option one, there’s option two, and then there’s option number three. And it’s like, what’s, always looking at 3333. So rather than sacking this guy, getting him not that you’re saying you want to get him fired, but you know what I mean, like ripping him control. What’s option number three? I like that.
[00:51:28.330] – RodeDog
By the way, I’m just going to launch something brand new for our insiders. I’m launching a question here for you guys. So there it is. Anyways, I just wanted to just say real quick with that, Karl, and again, I don’t need to take all of this stuff on at once, right? Like I think that’s kind of reality. I think my actionable items that I’m going to take from this is create a timeline because I know they want to exit. So I’m going to create a timeline and have that conversation and create that gap of when do you want to exit? By little red arrow, you are here and I’m going to create that gap and I’m going to then ask the question of, is the current game plan going to get you there by the time that you want? And then once we’ve solved this, then I’m going to have that conversation of, is it really worth it to sell. And I think that’s just sort of now be putting that one in my back pocket for later. So anyways, just wanted to throw that out there and I hope that these real life examples are helpful and that’s what I’m kind of pulling right now.
[00:52:34.120] – RodeDog
And Karl’s probably wondering what is happening on my dashboard right now, but there you are. I just wanted to get some feedback on that, too. So I appreciate that. Any other thoughts on that, Karl? And while we’re at it, I’m going about to close this poll to our insiders. Any final thoughts? What are some things that people can take? Tangible advice. Obviously, these real life examples, let’s get those in. But what else can somebody take from today’s episode and implementing their business today?
[00:53:06.090] – Karl Bryan
I want to say this. There’s a saying that I have used for years. Old money equals never sell. Right. Therefore, again, you think of the richest people in the world, the Waltons, as an example. Difference between Sam Walton and everybody else is he never sold. Because you don’t realize that Walton, which Walmart, by the way, he never sold it’s broken up. All the different family members have still got a good chunk of Walmart. That’s the difference between him. He never sold it. Right. So an example of do you know a family with old money? Okay, you probably do, right? Well, let me tell you that if you introduce me to the I’ll introduce you to the great great grandfather and the great great grandmother, and guess what? They had the guts and wherewithal to never sell. So just think of that house, downtown Vancouver, downtown New York, downtown La. Downtown Sydney, downtown London, et cetera, Paris. Old money equals never sell. So there is a debate, like exit, like I said, just so common. People want to exit, especially these young guys in Silicon Valley, et cetera. They literally start their company with the goal of exiting.
[00:54:25.740] – Karl Bryan
In fact, we talked about this in the last couple of weeks, and I just think that I would not invest my hard earned money and I like to think myself as pretty as an investor. Do you know what I mean? I like to think that I’m thinking at a decent level before I’m going and handing over my check. But if you started talking to me about an exit while fasting me for my check, it would just be a very polite hard. I’m not going to probably tell you why I’m not going to get into it because I don’t want you coming back and giving me the hard sales pitch and bothering me, whatever. But it was just in my mind, it’s just like a hard no, right? So old money equals never sell. I think there’s tremendous value in that. And, yeah, again, we kind of talked about football was the theme of the day. If you operated your business and your clients operated their business, really tight and defined whereby there’s a game, it’s what you just did a minute ago, shoots right where you’re like, I’m going to help them. You guys want to exit.
[00:55:33.510] – Karl Bryan
And because at the end of the day, the situation is a situation with these guys, right, you’re not going to magically convince them that they don’t want to exit at all. That might end up being I can tell you, if they decide that they don’t want to exit, one word will have solved that problem or defined the outcome. And that would be education. Right. You get a homeless guy and a multimillionaire the gap education. You got a guy with a 1 million or a six figure company and a guy with a seven figure company in the same industry. Education. You get a seven figure company, an eight figure company, gap education. Right. So what do they say? What got us here won’t get us there? Education. Education. Education. So the way that you’re going to need to take the story that I just gave and then do it in probably a more powerful way and very strategic way if you want them to come to the determination that selling the company would actually be a mistake. And a significantly better idea would be to bring in somebody to run it and they can sit on the beach and do whatever the heck they want to do and pay other people to run the company.
[00:56:42.270] – RodeDog
The education that you talk of, that goes back to one of the other things that we talked about and that is making decisions. That’s how you get that education.
[00:56:51.010] – Karl Bryan
There you go.
[00:56:51.650] – RodeDog
Would you agree?
[00:56:54.290] – Karl Bryan
Yes and yes. It’s hard again. But what do I decision making, understanding that people will fight for their comfort zone at a level that will make your eyes water will make all of this a lot easier, right? So yeah, you what know, I mean, like making decisions is hard because what you’re really doing is saying no. When you make a decision, you really got to think about it as like bypassing and saying no to 14 other options. Do you know what I mean? Just saying yes to this one, that’s hard for the average person. And accepting and knowing that it’s hard and that there’s going to be a lot of fear and anxiety around it will allow you to do what we talked about earlier, but to help them with the real problem, as opposed to help them with the make believe problem of what do I say? If you introduce me to a business coach for the lack of leads, I’ll introduce you a business coach for the lack of confidence. Right. I truly, truly believe that. So if that were to be right, for you to agree, that means that you need to solve the fear problem, not the lead generation problem.
[00:57:58.790] – Karl Bryan
Right. And then the anecdote of that for a coach, as an example, gave this a. Thousand times, but I’ll continue to what you really got to do is write down a business owner, call it a landscaper, put your baker candlestick maker and write down 50 ways to help that landscaping company. And believe me, after you’ve taken and not like goal setting and time management, like fictitious lane platitudinal, of course that will help. But I want you to type you’re going to help a lawyer, help them with a do you want a will with that? Right, help them with that. That would go significantly further. So yeah, you what know, I mean that will give the coach the confidence to pick up the phone, do the work and do what they got to do to start generating leads and feeling comfortable. That’s solving the fear problem instead of solving the lead gen problem. It’s really not that challenging. If you’re a business coach, you got ten clients, you’re good. All you need to do is go for one joint venture with an accountant, a business broker and a bank manager and you’d have ten clients, right.
[00:59:06.000] – Karl Bryan
Go to the networking function and you’ll end up getting ten clients. You’ll get ten bad clients and you’re in the sandbox. But that’s okay. But as you get better at it, the referrals and your reputation, it’ll have a compounding effect and better clients will come. But just go to networking functions and you’ll get ten clients if you’re any good. What do you think?
[00:59:25.590] – RodeDog
Shoots.
[00:59:25.880] – Karl Bryan
That’s mine.
[00:59:26.590] – RodeDog
Yeah, I’m just going to add in fear of you rambling on for another 15 minutes. That not making a decision is making a decision in and of itself. And that’s the thing. I remember I heard Jordan Peterson say you’re screwed your way so you might as well just move forward. You know what I mean? That’s it. You just are people are going to hate on you no matter what you do. So I’d rather have other people hate on my success than my failures. So there’s that.
[00:59:55.230] – Karl Bryan
Here you go, bud. I love it.
[00:59:56.670] – RodeDog
All right, well, everybody, thanks for tuning into another person of business coaching secrets with the king of the Caribbean himself, the man who talks to himself in the shower and the car, Karl Brian. If you’re not on the inside, I’m getting access to the preshow and you are getting Karl’s daily emails or just want more information on how to build and grow and scale your business coaching company, visit focus.com and subscribe today. And again, if you enjoyed the podcast, please leave a review, please share it, do all the things that are going to move up to, well, hopefully to get me closer to Karl’s starting lineup phase. That would be much appreciated. And that is it for another week, folks. We’ll see you on the next episode. And remember, progress equals happiness. Take care, everybody. Have an awesome week.
Karl Bryan built profit acceleration software 2.0 to train business coaches how to find any small business owner more than 100 percent $100,000 in 45 minutes without them spending an extra dollar on marketing or advertising. This becomes a business coach’s superpower. So as a business coach, you’ll never again have to worry about working with business owners that can’t afford your high-end coaching fees. Check us out at Focused.com. You may also see our Business Coaching Secrets with Karl Bryan: Finding The Business Lesson In Sports & Helping Clients Be More Decisive .