Short Summary:
This episode of Business Coaching Secrets with Karl Bryan discusses the benefits of offering freebies to attract potential clients and grow a business, using the example of a newspaper owner selling consulting services instead of full-page ads. Karl Bryan shares business advice from Charlie Munger, emphasizing the importance of incentives and managing things for improvement. He also talks about the software used by coaches on the Focused.com platform to create a game plan for the year. The episode concludes with a discussion on the difference between local live events and virtual events and the importance of preparation for such events. 
To learn more about this exciting opportunity to become a high-paid coach and consultant, contact us today at Focused.com. Additionally, you can listen to the podcast on Spotify to hear more about it yourself!
Long Summary:
In this episode of Business Coaching Secrets, Karl Bryan and RodeDog talked about the benefit of doing things for free for clients. They discuss the power of offering freebies to attract potential clients and grow a business. They use the example of a newspaper owner selling advertising space to highlight that a full-page ad may not solve the problem of business owners who want to grow their businesses. Instead, they suggest selling consulting services for $10,000 to $50,000. Offering free ads can attract potential clients to the consulting services. They also discuss the importance of creating VIP experiences to offer added value. They mentioned that some clients may resist the idea of giving away free ads, but they stressed the importance of shifting their focus to long-term benefits of it.
In this conversation, Karl Bryan shares some top business advice from Charlie Munger, Warren Buffet’s longtime business partner. One of Munger’s most known mental models is inversion, which involves looking at the downside versus the upside, or testing the bridge by stacking the weight up until the bridge gives. Another important quote from Munger is “show me the incentives, and I’ll show you the outcomes,” which emphasizes the importance of incentives in achieving desired outcomes. Karl also mentions that managing things is crucial to improvement, and thinking in percentages is also important in business.
Karl adds that an ideal meeting schedule with a client should start with weekly meetings for the first 12 weeks to build momentum, then move to every two weeks. He cautions against groupthink and advises coaches to think independently and make sure clients get results. He also emphasizes that coaching involves asking good questions to guide clients and make sure that the clients’ ideas are driving the process. Bryan uses the Challenger space shuttle disaster as an example of groupthink gone wrong.
Furthermore, Karl Bryan, the CEO of Focused.com, talks about the software used by coaches on the platform to create a game plan for the year. The software comprises 497 million weighted algorithmic sequences that prioritize certain actions based on their potential impact. For instance, a compelling offer is ranked higher than a joint venture in terms of its potential to convert. Bryan emphasizes the importance of tactics over strategy in the initial 90 days of coaching, aiming to help clients put some runs on the board. By paying off the smallest debt first, clients can gain momentum and build confidence. Bryan suggests that the coach should take into account the client’s cash flow and the fees charged when deciding which plan of action to adopt.
Finally, they discuss the difference between local live events and virtual events. They acknowledge that virtual events have become more common over the past couple of years. Karl suggests that consistency in scheduling is key, and the cadence of events will depend on the audience. For instance, virtual events may be more suitable for a coaching audience but less so for a plumber’s audience. Karl also notes the importance of preparation, emphasizing that one should come ready with a list of questions and answers from the previous week, as well as details about clients’ personal lives and relationships.
In conclusion, Karl Bryan and RodeDog offer valuable insights into growing a successful business through offering freebies, creating VIP experiences, and focusing on long-term benefits. They also emphasize the importance of mental models like inversion and the significance of incentives in achieving desired outcomes. Managing things, thinking in percentages, and avoiding groupthink are crucial to success in coaching, as is the use of effective software and tactics to help clients gain momentum and build confidence. Additionally, they highlight the differences between local live events and virtual events and stress the importance of preparation and consistency in scheduling. Overall, these insights provide valuable guidance for entrepreneurs and coaches looking to build successful businesses.
To learn more about this exciting opportunity to become a high-paid coach and consultant, contact us today at Focused.com.
Additionally, you can listen to the podcast on Spotify to hear more about it yourself!
Transcription:
Intro 00:02
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’ve 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.
RodeDog 00:42
Ladies and gentlemen, boys and girls coaches around the world. Welcome to another episode of Business Coaching Secrets with none other than the man, the myth, the Madonna loving legend, Karl Bryan. Shoots, welcome to the show.
Karl Bryan 00:56
Shoots. RodeDog, how are you, buddy?
RodeDog 00:59
Buddy, I’ve seen some pictures of her lately. She looks horrible. Like, like.. do you.. would.. Wow, what a way to start the podcast? Would you? Like would you just for the memory of who she was? Or like, you know, or is that..
Karl Bryan 01:15
I have not answered that question. But I love Madonna.
RodeDog 01:19
Perfect, Well, that’s one thing I know, no matter how old Tom Brady gets, you still have a man crush. So that’s that’s all good. Hey, listen, we were just talking the pre show. If you’re not on the part of the pre show, what do you.. what do you.. what are you doing? And there was a conversation in regards to giving away stuff for free to just, you know, add fuel to the fire of your lead gen. You know, it’s what I wanted to say there. And I just want to add to that point is yeah, 100%. Like, like you said it everyone’s so scared to give things away for free. But even if you’re hesitant on it, just throw it an order bump, right? Like just go hey, by the way, like we’re talking about, like a networking event. So you know, like, Oh, you want to networking met cool. Yeah, you can turn them all for free. But if you want to sit at the VIP section, maybe, maybe that’s where you have your order bump, and you can sell that.
Karl Bryan 02:14
Perfect, sell at VIP. So networking, networking is free. But if you want to sit in the first three spots, or you want to have a red band around your glass, or you want to have a, do you know what I mean, you want to have a bell on your drinks, every time you pick it up, it makes a noise. Do you have any? Like, do you want to draw attention? Tony Robbins will have you know, like the top, do you know what I mean, like the VIPs. If you come it’s $1,500 become but if you pay 10 grand, just sit in the first 10 rows. And if Oprah is there and a celebrity is there, you’re always going to be that’s where they’re going to be and you’ll be knocking you know, rubbing shoulders with them, and have a private dinner, etc. So yeah, like a VIP. There you go. That’s it. But that’s it. And maybe for context real quick, RodeDog, we should explain. So So basically, one of our coaches is getting a new client. And she owns five newspapers and just said so what is little red arrow you are here. She’s got five newspapers, she’s super busy. selling advertising said how much are the ads? It’s a local newspaper, not huge readership. So they’re like whatever $1,000 call what for the full page said, so you really think about it like $1,000? And does that solve the problem of the business owner? So the chiropractor, the dentist, butcher, baker, candlestick maker, are buying those ads? Do they really? Why do they buy the ads? And the answer is to try and grow their business and get their brand out there? So the question is, does the ad really work? And the answer is kinda, you have an ad like maybe, but it’s not solving what they really need, what they really want, you want to grow a business, you need consulting significantly more than you do an ad, right.? So therefore, and so the, you know, the conversation went on, and it was just kind of the frame, right? Where I’d give you the dog for free to sell you the dog food, I would give you the coffeemaker for free to sell you the coffee, I would give you the keg for free to sell you the beer. And I would just how much do you think I would charge for the ads to get you into my Hopper get you into my world so that I could sell you 10 to $50,000 Consulting. And your instincts would be correct, I would give those ads away for free to make it really, really easy to get in front of them. And then what we’d really be doing is selling consulting, but you have the psychology so to no doubt you could work out that that would be a better business model instead of selling $1,000 full page ad. You’re selling 10 to $50,000 Consulting. Well, one of those is a significantly better business model and your instincts are correct the $50,000 consulting is a better business model and again brought in with freebies. But the challenge is the psychology is that she’s been doing that her dad owned the business for a long time and you know she’s been at it but you know it’s a 20 year publication. They’re not going to want to do just go for free, right? That’s gonna be really difficult to get their head around. And but again, then I would introduce you. So you want an example of that there’s a little company called Facebook, that’s apparently allowing people to have a free account is a really good idea. Just think of the functionality and the utility of Facebook, whether you love it or hate it irrelevant, that thing is free. And you can load as many photos as you want, you can have as many friends as you want to 5,000. But let’s get serious, right, nobody’s really got 5,000 friends. So as many friends as you want every high school person you ever knew, you can build a business page, you can build a group, you know, the group, software on Facebook is absolutely lights out, when they did a Super Bowl ad Facebook, right, they promoted, you know, the group component of Facebook, Facebook, you know, the groups. So anyway, so that’s where the conversation went, that it was just, you know, but they got to be able to get their head around, doing something for free and having three in 10 people buy from them, and then have seven people take advantage of their services, go to their networking, advertising their publication, go to their events and not pay $1. And then knowing that three and 10 are gonna pay significantly more, which by the way, needs dependent upon the business and dependent upon the market and dependent dependent upon you know, the owners capabilities. And do they want to build a really, really big business or do they want to keep it tight, you know, the psychology, the little red arrow you are here, and then establishing what it is that they want. So there are nuances to all of that. But strictly speaking, if you’ve really turned things upside down, you’ll see that most people have a pretty flawed business model and their poop scared like RodeDog started with the to do anything for free up front. And that would be a mistake, in most cases,
RodeDog 06:48
So, personal experience there, Karl, I’ll just.. I’ll say this. How many times have I been in a situation? I’m like, Man, I really want to make some money. And then I’m like, okay, so I need to charge? How about and then guess what, three months later, I’m probably having the same conversation with myself. Whereas if three months prior, if I had just maybe worked for free for a month or two, I’ll actually be billing.
Karl Bryan 07:12
Exactly, buddy high five, you are exactly.. that is exactly, that is the roller coaster that business coaches and business owners follow. So the solutions here, like you know what I’m gonna go in, I’m gonna do this look live, let’s get live event mastery, get a local live event, every Tuesday 7am at the Chamber of Commerce, but 10 people in that room do a bang up job, you may or may not get clients and your first one, you may or may not get 10 people be your first one. But go all in and do it over and over and over again. And I assure you, you’ll get a compounding effect and it will work. But again, you how much you gonna get paid to do that event. And the answer is nothing. But presumably, a percentage of the audience is gonna put up their hand and by consulting. So if you spent say, $1,000 to put on a local event, and you got two clients, at say, two grand a month, which would be 24 grand each would be $48,000. A return of $48,000 on 1,000 bucks would be seen to be a warren buffett would be very impressive. What that has this asymmetrical risk reward, where there’s very little risk and a huge upside. So that would be worth doing. Or you could get on the phone and start interviewing local business owners, and then have those interviews parlay into, hey, let’s get together and have a look at my software. Let’s get together. And let me let me try and critique your business and your business model and your practices to see if you could be significantly more profitable really quickly. So just
RodeDog 08:43
Start a podcast. Right? Like there’s there’s an easy way to interview people. Hey, by the way, the only thing that’s more surprising than how simple, like the live event strategy, actually like how effective it is the only thing that’s more surprising than that, is that we we actually got some positive feedback about your jokes last week. So like that, that is shocking. So at the risk of bombing completely in losing absolutely all of our listeners, do you have a good one this week?
Karl Bryan 09:18
Do I have a joke? Well, my heavens. Preparation would be good. So my mind automatically I go into my emails like you know, I sent the daily email surely I can remember one of them. Oh, I know. I said. So I recently traveled to San Francisco and I am not sure what exactly is going on in that city. But it’s either they either have a horrific homeless issue or it’s a monster camping success story.
RodeDog 09:49
Oh my god. Here we go.
Karl Bryan 09:55
Is that bad, is that good?
RodeDog 09:57
About 50% of the United States right now. Oh, it’s awesome.
Karl Bryan 10:01
What? Sorry. Sorry, San Francisco. We love you. We love you, but some weird going on there. Anyways, that’s enough shoots.
RodeDog 10:09
That’s it. Okay. All right. Last, Last episode, we did a brief thing of like top tips from, like Tony Robbins Warren Buffett, we actually had somebody come in and really good point actually. You didn’t.. you didn’t include Charlie Munger in that. So like, I thought brilliant. Like, let’s just quickly sum that up or button that up with if you have anything by the way. If not, we’ll just move straight along. But Charlie Munger, do you have any of his sort of top business advice?
Karl Bryan 10:40
Yup. So top business tips from Charlie Munger. Him and Warren Buffett or his longtime business partners, right Berkshire Hathaway, so a lot of that would probably mirror one another, and look, I think he’s most known for inversion. And that’s looking at the downside versus the upside, or nope, not, that’s not the way to work. Like what he will say is okay, you want to test the bridge. And what they will do is put weight on top and say, how much can it hold? How much can it hold? How much can it hold? How much can it hold? How much can it hold? It’s like, oh, okay, well, it held enough, the bridge held enough that if there was a car, or a truck on every square centimeter of the bridge, it wouldn’t collapse. So this passes the smell test, and that bridge is approved, right? Well, what Charlie Munger would do is and what he’s one of the examples that he has of inversion, is that he says no, go approach it the opposite way. Take it, you got to stack the wait up until the bridge gives, and then acknowledge it obviously, at what point does it does it give? And then where does it give? How does it give. And now you’ve got like what could go wrong. And you can basically, you know what I mean? Like, you know, you know, where you need to do a little bit of extra welding, a little bit of extra hold, etc. So, so you know, avoiding pitfalls, avoiding pitfalls, versus put together a better step by step roadmap or plan. Okay, so avoiding pitfalls to stoicism would fall into their Bill Belichick right? He plans for what could go wrong versus what could go right. Anyway. So inversion, mental model. You know, another one, he says, literally said this last week in a very important call. But show me the incentives. And I’ll show you the rewards are no, no, no, sorry, show me the incentives. And I’ll show you the outcomes. And again, he’s got a, you know, more impressive version of that. But that basically is, in a nutshell, you show me the incentivs and I will show you the outcomes example, out of the top of mind, my daughter had to get her to clean her room yesterday, right. And it’s like what was in it for her. And if she didn’t do it, you know, she’s going to be sitting in a room for a long time. So that is, you know, incentive to be able to get out of her room. Pay her 10 bucks, you know, for doing your chores, you know, and she cleans up the bathroom, she cleans up, you know, her closet, cleans up the room makes her bed, etc. You know, so now she gets 10 bucks. So again, the incentives, but by the way, as she gets a little bit older, do you think 10 bucks is going to incentivize her? And the answer is obviously going to be no, it’s going to become, it’s going to need to become more and more and more, right? I don’t know that she’s doing much for 10 bucks, either, by the way, just quitely. But anyways. So show me the incentives. I’ll show you the rewards. One of the things internally like we’ve got some some work that we’re doing, and then we’ve got it. So, you know, our folks are rewarded for five star reviews. Like that’s what we’re acknowledging. And one of the things that I said, which this is, this is not a black and white thing. But at the end of the day, we’re incentivizing for five star reviews. So guess what, we’re getting five star reviews. And I said, Okay, hang on a second, what we really need to do is look at the incentives and make sure that we’re incentivizing in the right way. Because are we really looking to get five star reviews, of course, five star reviews is better than a three star review, or one star review, or maybe no review. But that’s ultimately, you know, we’re looking for our clients to get clients, and that should be incentivized. So that’s an example. And that’s a quote straight from Charlie Munger, which I think’s got huge power. If you can’t manage it, you can’t measure it. That might have been Peter Drucker, or that might be Charlie Munger. But no doubt they both gonna sing a.. that you’re going to struggle to find a billionaire that’s not telling you, you should be managing things. And then if you do manage it, you know, it’s going to increase or it’s going to improve, and if you don’t manage it, it is not going to improve. I think that also, I don’t know that this is Charlie Munger. But thinking in percentages is something that I’ve talked about for a long time as being like a wealth hack, right? So I get, you know, if you go look for example, when you’re driving traffic to a landing page and you got a 2% conversion. And then you increase it from two to 3%. That’s probably not going to excite anybody, certainly not the chiropractor, the dentist, but 2 to 3% is not a 1% improvement. That’s a 50% improvement. Right? When you got 20% profit margins, and you increase them the 30% on the surface that feels like a 10% improvement, but it’s not, it’s a 50% improvement. And by the way, that’s a great way to close coaching clients. Because when you give them that example, and they all of a sudden raise their eyebrows, like oh my goodness, like, I don’t think like that, right? So what you do is you really you kind of, okay, it’s kind of like, you know, speaking against your gear, kind of you’re giving them example, where they lift their eyebrows to go Holy smokes, okay, this person is thinking at, you know, a slightly higher level than I am currently. So, yeah, shoots, so that would be a.. look, I think the premise of his whole message, this is Charlie Munger is you know, he sees people rise up. And they are never, you know, you can imagine when you’re, you know, worth, Lord knows how much he’s worth, but go at $200 billion, for the sake of the argument, some obscene number, that might be 100 million, it might be 200 million or billion. Got no idea. But he’s, you know, the guy’s worth many, many, many billions of dollars. That doesn’t happen by accident. And you don’t see a lot when doing that. So he just says that he sees people rise up. And they’re not the smartest, they’re not the most diligent, you know, they’re basically you say, Well, what are they then okay, if they’re not the smartest, and they’re not the most diligent, they are learning machines, like they go to bed every night, just a little bit wiser, a little bit wiser, a little bit wiser when they woke up. And over the long haul, he’ll tell you that that’s just got a, an incredible impact. But unfortunately, you don’t feel it. You know, it’s that thing. You know, when you take a penny and you double it for 31 days, guess how much you got on day 31? And the answer is 10 million. The problem is it’s day 15, 16, 17, 18, 19, 20, 21 forever. And I just like, you know, when you play Monopoly properly, how do you feel halfway through? And the answer is you feel like you’re losing, because you buy everything, you run out of cash, and you gotta flip over your cards. People want to avoid that, when in actuality, it’s basically, you know, part of the roadmap to success, so, so just imagine if every single.. So Charlie Munger would tell you that if you just improved 1%, every day, 1% every day, 1% every day, 1% every day, you get this compounding effect, and 365 days from now, you wouldn’t recognize yourself. So that’s, that’s the premise, you know, a little bit wiser, a little bit wiser every single day is the foundation, I think of what you’ll find the Charlie Munger message is all about shoots. So there you go.
RodeDog 17:47
Well, it’s interesting, my buddy, Dan Martell, he always says you’re either in an upward spiral or a downward spiral. And by choosing to not do anything, you are automatically stopping the upward motion and going backwards. So there you go. Hey, listen, I wanted to.. because I know we do have quite a few listeners that are either just getting into coaching or are just have some real more, I guess, i dont wanna say basic, because they’re not basic there anything but basic, because they spend a lot of time on these questions. And I really want to dive into some of these today. I’m excited because I thought of them. So there you go. Folks. That’s how you know they’re going to be good, right? Like, let’s not get hurt. But so one of the first questions is, I was thinking about, like, if I was to create an ideal meeting scheduled with a client, like what does that look like? Like, what’s the frequency? Am I meeting with them once a week? Because Oh, my God, like I only have so much time. Right. So I’d love to get your thoughts on that. What is the ideal meeting schedule with a client?
Karl Bryan 19:04
Agreed. Good question, RodeDog, high five. So once a week so once again, it’s, you know what I mean? Individual, how much experience do they have? What level is the client? We were talking earlier about? One of the challenges that our coach has was signing this one client that she just doesn’t have enough time when you go into, like, legitimately not Hocus Pocus, but like she is battling. You know, creating three hours a week is just really challenging for her right and the current state of affairs. She need to establish that but once a week for the first 12 weeks, think of it as a snowball, right? You got a snowball and once it starts to roll and once it starts to you know, build up what happens and it’s like, you know, the, you know, the momentum kind of looks after itself. So you go once a week for the first 12 weeks and then you go once every two weeks, because if you do one of the things you can do and you can overwhelm.. you hear that clients You’re overwhelmed all the time. Well, sometimes it’s the fact that they just, you know, it’s like every week, oh my gosh, again, again, again, like once a week doesn’t sound like a big deal until you’ve got a weekly meeting on your calendar. And it feels like it’s, it feels like it’s every day after a while, right? So, so that’s a good framework, once a week for 12 weeks, and then going once every second week, I would encourage anybody to do a bit of a, you know, at the 12 week mark, I wouldn’t just naturally and organically, definitely go to the once every second week, make sure that your snowball is starting to roll, I wouldn’t start to go to I wouldn’t go to every second week until I got a little bit of momentum. Right. So And remember, you know, if it’s their idea, they’ll fight you for it. And if it’s your idea, they’ll fight you on it. Right? If that makes sense. If their idea they’ll fight you for it. And if it’s your idea, they’ll fight you on it. So how do you do that? You know, coaching, guiding somebody, hypnotism is all about questions, just guiding you know, asking questions, thinking is nothing more than asking and answering questions to yourself. So when you ask somebody questions, especially good ones, strategic ones, probed ones, what you’re really doing is controlling the way they think. Right? So do.. I would be thinking about that you will get better at it over time. I certainly did. So, yeah, you want all this stuff to be their idea instead of you saying, Hey, do this, do that, etc. and careful the falling like you mentioned, like, once a week, you know, it’s like groupthink theory kind of falls into you know, he you don’t want to just because everybody else is doing once a week everybody else is doing every second week, because some big name told you that the right framework is to do it every second week, so that you can make more money per client that you don’t get too busy, etc, etc. Like, you gotta, you know, you need to do this your way. And most important thing you need to do is you need to get results for your client. So that and the characteristics of groupthink. I think it’s, you know, pressure to conform. I don’t think any coaches are kind of feeling that but that’s a groupthink thing. And it’s an illusion of invulnerability, self censorship, and then unquestioned beliefs, you want to make sure that groupthink doesn’t kick in. And, and by the way, if you want, like the prototypical flagship example, or horrific example, it’s the Chavez space shuttle, Challenger space shuttle disaster way back when, like, I don’t know if you know this, but they knew that they were issues and some faulty parts, weeks before takeoff, right? And then think about it, like they pushed on, why? Because they didn’t, you know, they had set a date, they didn’t want the negative press, they didn’t want to have to, they didn’t want to have to delay it. So they put those poor, you know, astronauts in harm’s way, and you saw the basic, you know, the result of it? Well, that was you know, groupthink theory at its finest. So, you know, very, very careful to fall into, you know, you got to be thinking on your own, you got to be thinking on behalf of your client. You know, let’s not just do what everybody else is doing. Because, you know, that’s that’s the way that it’s always been done, so to speak. It’s a little bit like we were talking about the the newspaper earlier, this lady’s got five local newspapers, charging pretty low advertising rates, doing the ads for free, and then selling five, the $50,000 consulting is not the norm, not the way they’ve been doing it. But maybe that’s exactly what they need. And to shake things up a little bit. By way of a business model. Imagine how much easier Imagine if they have 100 advertisers now and say, one of the publications, what if they had 500? How does that change readership? One thing I know that if you have an ad in the newspaper, guess what you do? You pick it up, and you read it. And when you pick it up and read it, guess what happens? Other people see it, picking it up and reading it, right, so you get this network effect happening. Anyway, so there you go, larger clients probably gonna need a little more TLC than smaller clients, somebody who’s paying you more will get more TLC, I would presume, then somebody’s paying you a little bit less. So I think that all those frameworks should be. If you can only get together like you can, you could do an online series of lessons. Like we have group coaching software, and you punch out, you know, four lessons, and you could get together with them once a week after the four lessons, right? Like, again, ideal, no, but at the end of the day, if they’re, you know, on a budget, and you’re pretty busy, and you’re just trying to get them, you know what I mean a little bit of knowledge, they can get their ducks in a row so they could actually be able to afford you that might not be a bad way of doing it. So anywho shoots that’s what I would say, but once a week for 12 weeks, and then moving to every second week is the frame that I would encourage.
RodeDog 24:51
And I know that this, this is shocking. And this will blow your mind. But maybe just ask them Hey, how’s the frequency? Do you know and not to pull like an REM? How’s.. what’s the frequency? But like, just hey, are you? Are you happy with the way things are going? Do you? What do you need me? You want to speed up this 12 week cycle? Like heaven forbid you actually ask your clients
Karl Bryan 25:15
Nicely said.
RodeDog 25:17
All right. Next, you mentioned spitting like things out from the software. So obviously, if you are a coach with Focused.com, you’re aware of the software and all that it can provide. And basically, just to sum it up, that provides you a, like, a game plan for the year. Right. And there’s a sequential order there. So kind of just I was I was kind of stepping back and going well, yeah, okay, just because there’s a sequential order. I also know Karl, and and I know that he doesn’t necessaril.. he’s more of a chaos theory kind of a guy from time to time. So, and I know that you love numbers, you always talk about diving into the numbers. So is that where you would go first, like you meet with a client? You’re laying out the 12 week plan? Do you go with what the software tells you? Or as you always used to say, and still do? Do the boring work? Because you know, that’s going to, you know, pay for your coaching? Like, where do you go first? .
Karl Bryan 26:23
Once again, good question. So that this well, okay, so I’ll just start with the software. So the software is 497 million weighted algorithmic sequences, which basically a fancy way of saying that it’s weighted, right? So there’s certain things that we just know should come first. So as an example, let’s say you got a compelling offer, and then you’ve got a joint venture. And let’s say that it’s a business coach going to an accountant. Well, the compelling offer is going to wait wait significantly higher than joint venture, because when I go to the accountant, and I say, Hey, Mr. Accountant, I’m going to help your clients, you know, you know, help them get from where they’re at to where they want to be, right, which is a little bit of a throwaway line. But that’s not like some compelling offer. So that joint venture partner is probably is going to convert at a significantly lower percentage, and a lower percentage of the time versus if I go in and I say, Hey, mister accountant, I can find any of your clients 100 grand, 45 minutes without them spending an extra dollar on marketing or advertising. By the way, it’s all backed up with software with 497 million weighted algorithmic sequences that are going to populate a roadmap that you will then be able to use or your business owners will then be able to use to walk forward and not only find the 100 grand, but be able to realize it’s straight into their bank account. Would you like me to sit with some of your clients? Would you like to take me for a test drive? So do you see how that compelling offer is going to get me the joint venture down at a significantly higher rate. So that’s why the compelling offer will rank higher. And then by the way, like, you know, going into the numbers will again wait significantly higher than the others. So it’s like almost default comes towards the top because I think that you should you should dive in, but not always. So the answer is that, again, I’d be asking my client getting a little bit of a feel think tactical versus strategic, I would get tactical in the first 90 days because I’m trying to put some runs on the board. I’m trying to put some money in their bank account. So strategic but strategy eats tactics for breakfast, we all know that you’ve heard that that’s it’s a 101 and I totally agree. But I just got this client and if I can pay my way if I can make them feel good, short term, that’s a good thing. Like if let’s say that you’ve got a huge leap to say you got a client that they’ve got a lot of debt, let’s call a lot of debt $100,000 You know, credit cards, car payments, and everything else, right? Well, what you do is I take all of those and I would go to the smallest amount forget.. forget percentages, and 20 grand on the credit card, or 20% on the credit card, etc. All of that will be factored in but not immediately, what I would do is go to the One Card, let’s call it the Walmart credit card. Okay, that has a $1,300 balance and we would pay that off immediately. Right? That would be the first we haven’t put $1 anywhere else we put all extra you know extra payments would go on that one card, why? Because when they get the feeling and the satisfaction of taking that one card paying it off and being able to chop it up and throw it in the garbage and say never again and now they get to move to the next, the next bill the next debt, you get a lot more momentum because it’s it’s more about psychology at that point than anything else. So that’s my example. Like I would start tactical and then move into strategic knowing full well that you should always be strategic over tactical, but initially I want to put some runs on the board. But once again, I would gauge the business what’s their cash flow like, you know what I mean? Like you know my fees? Let’s just say I was $2,000 a month, 24 grand a year? Is this 2,000 a walk in the park? And it’s nothing to even consider? Or is it something that should be worried about, or something for them to worry about, and I gotta make sure that I pay my way immediately and I would adjust my approach a little bit, but starting with the numbers is what I would do. So what you do shoots is, look, I gotta get two points, little red arrow you are here. We talked about that on the pre show. I’ve gotta understand where my clients at, right, psychology wise, financially, cashflow wise, their debt position. You know what I mean? Just in psychology being a real important, they’re super aggressive, and they got massive opportunity and also want to understand where the industry is going and the company’s gone, you know, are they in decline of a stagnant and kind of plateauing. Are they on steep increase? Well, that would adjust the way I would approach my like, right now a lot of people their biggest problem is staff. So again, that would, you know, change my order of things pretty dramatically. Anyway, so I gotta establish little red arrow, you are here. And then what do you want? We got to establish that. Remember, Kobe Bryant, Kobe Bryant, when knew he wanted to be one of the greatest basketball players of all time. 15 years old, he said it straight into the camera. So, he didn’t deviate to sound like he changed his mind halfway through.. halfway through monopoly. He didn’t change his mind. He didn’t change his strategy didn’t change his game plan. So being Kobe Bryant was kind of easy. Train three times a day or once a day, you know the answer, eat broccoli or eat chocolate, you know the answer. Have a fight with your wife before the game or just take the damn trash out? You know the answer, right? So again, stay and watch film or go home? Because you’re tired? You know the answer you want to be.. if you want to be the greatest basketball player of all time. So by really helping them establish that what do you want, which is a million times harder than it sounds, by the way can make can make your coaching significantly more effective. So there you go shoots. That’s my answer.
RodeDog 32:08
Alright! Moving on. This, this is a big one in my personal opinion. So I.. there.. because there’s a lot of talk of one on one and group coaching. And it’s always like, well, which is better, right? So I’m not sure I’m going to ask you, which is better. But I’m just going to ask you more the general question of how do you feel about one on one versus group coaching?
Karl Bryan 32:39
Little Red Arrow, you were here. Do you know how much experience that the coach have? What do they want, they set like you know, earlier again, we got somebody who’s semi retired and an RV going from one center to the other. I’m like do a national speaking tour, right and like, stop and you know, and put LA,Vegas, New York and all the other big cities on the t shirt and the mug, and the website and the landing page. And then like Hope, let’s say Hope is a small town. And it’s got 25,000 people called the BNI called chamber.. the chamber called anybody who would have like a network in that area and say, Hey, I’m doing a national speaking to her and I just happen to become an I’m in an RV and I’m stopping in Hope. If you would like me to come and guess speak for an hour or two to your audience. I would be happy to do it during this week. Are you interested and sometimes they will be sometimes they wouldn’t be but what a home run strategy. The bottom line is semi retired in an RV cruising along is very different than a guy who is 35 years old two kids and needs to make you know 200, you know what I mean? Is hell bent on making $200,000 net profit. Because the job that he just left paid him that much and his wife’s on top of them, right? So little red arrow, you are here. But one to one versus group I mean group is better than one to one as a frame. I think if you’re getting going you do one to one and then you move into group if you don’t know how to do one to one, you’re going to have a hell of a time doing group. So I would say that, we’ve talked about this the not too distant past. So I’ll glaze over it. But one of the magics of group is the network effect where when people show up, and there’s you know, 10, 50, 100 people, you know what I mean? Sitting there taking notes being guided by you as the group coaching whether you own the business or not, frankly, that the individuals all want your attention, right? So it gets like a network effect. So a really good way of selling very high end one to one like, again 2005, way back in the day. I used to sell $600,000 was an inexpensive coaching program had $500,000 dollar coaching programs, right? So if you want that, that sounds good, you want to sell $100,000 coaching program, you’re going to have to, yeah, there’s going to need to be something working in your favor for them to choose you and a number that looks like that. If they don’t know who you are, that’s going to be a lot harder than if they’re been exposed to you week after week after week after week after week in a group dynamic, where you’re answering questions, solving problems, and really impressing them. So, so yeah, one to one, here’s this one more RodeDog, I’m gonna throw it back to you. But when you sell one to one, this is really important, you’re selling one to one, you’re kind of sell your results and who you are. And when you want to sell group, you have to sell the results or you should morph and graduate the selling results of your clients. Right so you see that so it’s one to one is about you out there pounding the pavement, this is how I do it, this is how it’s gonna work, this is the result that you’re gonna get. And then, you know, this is really importantly a frame, the results that you are going to get the benefits of my coaching are x, the way you sell group coaching, and the way you sell something, quite frankly, in a more powerful way is promoting the results of the clients are already working with you. That’s when you start to get you know, that’s what you want to morph and graduate towards so so one to one versus grip shoots up your your new I think your one to one, significantly more experienced, why wouldn’t you do group because you do the group, and then you still sell one to one, but you’ll sell at a significantly high, you know, like at a premium because of the network effect of being the person running the group. Does that makes sense? So that’s my, my answer. But for group, you can have 10, 50, 100 people at one time and One to One is you know, me and you and that’s that’s time for money on steroids, which is not the worst thing in the world. And people say oh I’m not a time for money guy. I’m not a time for money guy. I don’t want I don’t want to work for time for money. I mean, Warren Buffett earns, you know what I mean? Is time for money, just lots of money. But like it’s unrealistic. You know what I mean? Just be careful with the whole Oh, I don’t cold call. I don’t do this. You know, these binary statements. Remember? Very seldom, you know, do you have passion? Do you not have passion? It’s not binary, it’s what level of passion do you have? Do they have belief in you? Or do they not have belief in you? It’s not binary. It’s how much belief that they have in you. Right? So yeah, that’s my answer shoots. What do you think?
RodeDog 37:32
Okay, so the last question I have for you, and we gotta we gotta wrap here. But obviously, especially over the past couple of years, right? There’s been a lot more virtual events. So in you and I, man, if we had $1, for every time we talked about doing local live events, we would be hundredaires, like we would have hundreds of dollars. Right? But it’s totally not exaggerating. See what I did there. I kept it real. So anyways, local.. like a live event versus virtual event. Because you always say like, Hey, I’d be doing, you know, I’d be booking out the next 12 events, blah, blah, blah. Does that change? Does the cadence of that change? If you’re going virtual, like..
Karl Bryan 38:22
talking coaching calls, we’re talking events,
RodeDog 38:25
Correct. We’re talking events, we’re talking the actual going and getting client stuff. .
Karl Bryan 38:32
Yeah. And, like anything, it’s got to be tested, you know, so live, like, you gotta fight like live, you got to factor things like, you know, parking, and traffic, right? Super important for your event, like, you know, four o’clock in a really busy area, you’re in trouble because everybody is going to, you know, they’re going to see the traffic turn around and say, yeah, not happening, I’m going home, I can’t find a parking spot. Sorry, I just can’t find a parking spot. Like, they really want to come to your event and it’s really great. But it’s, it’s not worth 30 minutes of you know, hunting around for a parking spot. Got to.. you know, think these things through so you know, on timing in virtual, you don’t have that what you have.. if you’re wanting to do virtual, your audience needs to be a virtual.. like in the coaching space, we can do virtual easily because most of us are, you know, hanging out on Facebook, LinkedIn and behind our computers, right? Well, the plumber, if you’re doing a virtual event, and you’re doing it for plumbers, you got to do it before or after work, you know what I mean? Otherwise, you’re just not going to they’re not going to take you know, because it’s not your presentation is an hour, but it’s not because they’re gonna have to get to their computer, they’re gonna have to log on watch you and not to mention all the focus required in order to do that, which is not on their business, which is on the computer and getting on and then once it’s over, it’s not like they kick straight in the plumbing mode again. All right, they got to get back in the car and get to the job site, etc. Anyway, so, so yeah, the the cadence doesn’t it, it adjusts for, you know, audience as well. So but strictly speaking, the cadence is the word that I heard there, I will tell you consistency will out perform talent every day of the week and twice on Sunday. So, the trick is to call your shots, let’s call it Tuesday at 7am. And just do it every day, you know, like this, this podcast, right? Like, we record this at the exact same time every single week, right? That’s part of the magic of it. So anyway, so that you know, that consistency that scheduling I think is very important, you know, you know, if you don’t have it on your calendar, it’s not happening you want we want to see somebody’s priorities, go look at their calendar. Right? So there’s your priorities right in front of you so, book it, but that’s my answer shoots, does that help? anything you wanna..
RodeDog 40:59
I thought it was if you want to see somebody’s priorities, look at their bank account. I thought that’s what it was. I guess it’s a combination there. All right. All right. Close this out my man, one thing that you can only pick one, one only that somebody is going to take from this today and implement into their practice.
Karl Bryan 41:21
You know, I found I think we said little red arrow you are here even that answer of you know, if you’re going to plumbers versus going to coaches or you’re going to like a virtual environment, you know, that people are more likely to be virtual than you know, on you know, in a truck on their way from job site to job sites. I gotta say little red arrow you are here. In fact, I think what literally just sent that out was it today in an email? Yeah, it was today in an email and it would.. and have said it a few times here in the last number of podcasts, but like, it’s like prepare prepare, prepare, prepare, prepare, little red arrow you are here. If you.. you got to ask, are you coming ready to ask your client questions about.. you know what I mean? Like, do you have the list of questions ready? Do you have the answers from last week? Do you know how many kids they have, the age of those kids, the name of their wife, the relationship with their wife, like they work together, they don’t work together, the wife loves the business, the wife loves, you know helping out and loves the fact that you know hobby or the opposite, the husband loves the fact that wifey is working, you know 50, 60 hours on a business to be able to build something one day or is there pushback. Want to understand all of these dynamics because they go, you know what I mean? They’re gonna go into like, you know what I mean? That conversation and frankly the questions that I asked because I remember thinking is nothing more than asking and answering questions to yourself. So by asking you questions in a strategic prepared way I can direct your thinking at a higher level right? So, little red arrow you are here and I would challenge you if you’re listening to this what is your little red arrow you are here? Have you taken the time to you know do a diagnostic on your current situation and where you’re at and your prop you know your strengths your weaknesses etc and then you know really work that out and then once you work that out the job just starts, the hardest part starts and that’s what do you want and remember coaching is just the line in between those two points right. So little red arrow you are here the importance of it and you know part of that is just the importance what I said in the email you know, like come ready with you know, like a joke which should have done that today. But you know, like come ready with a joke for the you know coaching call what you may or may not use. Come ready with prepared materials come ready with a story that you want to deliver. And again, whatever, every good story have remember when you watch Seinfeld back in the day or might have been Three’s company and it might have been Friends or whatever the show is, Breaking Bad. They all have one thing in every movie, ET, whatever movie right? Oh, by the way, I watched Whale last night and that’s like insane movie. Oh my gosh, like, oh my god, Whale. Anyways, what did they.. what is every story every movie every sitcom have in common? If it has success, conflict. So you’re going to tell your client the story. Tell me what the conflict is going to be in the middle of that story. And then that story is going to work at a significantly higher level. And the better the story, you know, something weird about like, if you’re a really really good storyteller, you are a very entertaining person to listen to. And that is, I’m going to use the word attractive, Right? But like a magnetic is a.. is magnetic. Whether it’s people the opposite sex, the same sex or possible clients or you know, people that are never going to do business with you when you can spin a story in a, you know, tell a story in a compelling way, which again, a story has what has conflict right in the middle. That’s got power. So that would be part of.. if I’m gonna come to the coaching call with a story. First thing I’m gonna ask is, hey, what’s your story? What’s the conflict in the middle? And I want you to be able to tell me, so. I don’t know. There you go shoots, little red arrow you are here.
RodeDog 45:26
You know how I know that’s important? Because you said it about 10 times and about the past three minutes. I love it. Buddy, if we were playing Karl Bryan, bingo that butcher Baker, candlestick maker Anywho. Like, man, this has to happen. It’s gonna be magic when it does happen.
Karl Bryan 45:42
By the way, little red arrow you are here. I said that..
RodeDog 45:45
at least 15 times, at least. I want you to re listen to the last five minutes of the podcast when you get a chance. Hey, listen, I want to throw out one good quote here before I give my close. Because I heard it. Yesterday. And I just thought it was so so so good. Vision, because you talk about clarity of what do you want. Vision is the thing that gives pain purpose.
Karl Bryan 46:13
Love it. And I say it again.
RodeDog 46:16
Vision is the thing that gives pain, purpose, the pain of building your business, everything else. Listen, like as long as you’re clear on the vision as to why you’re building it. Then that pain, it’s got a purpose behind it. So keep going. On that note. Thank you for tuning in to another episode of Business Coaching Secrets with none other than the little red arrow man Karl Bryan. And if you’re not on the inside, getting access to the pre show, where we can actually have one on one conversations with you or you’re not getting Karl’s daily emails. Just to learn more go to Focused.com and subscribe today. And again, of course if you enjoyed the podcast, please rate, review, share, do all the things as we would greatly greatly appreciate that and that is it for another week. We will see you in the next episode. And remember buddy progress equals happiness. Take care everybody.
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: Doing Things For Free + Charlie Munger Advice – Business.