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The holy grail of business: automation. How great would it be to have your business run on its own without you?

Everybody wants this. But not everybody is willing to lose the romanticism that is keeping you from being able to attain it.

We talk about automating and scaling your business with replicable systems that you can reuse and repurpose. Take something that works and make carbon copies of it. This is how you build an empire.

We get very specific about establishing your process, teaching and training people, systems vs. employees, and when to invest in new systems vs. when to do the best you can with what you have right now.

Highlights, Takeaways, Quick Wins
  • You have to write down your process—if you don’t have it written down, you don’t have a process.
  • When your systems are written down, they are now assets.
  • If you find yourself doing something more than twice, you need to automate it.
  • Always be looking for ways you can improve your process and automate things.
  • Your vision is future focused, and that’s not something you want to outsource.
  • If you want to optimize and scale your business, you have to give up everything except two things: your voice and your vision.
  • Every time you level up your business, it’s going to require a leap.
  • Replicating your systems is how you build an empire.
Show Notes
  • 01:41 Sean: In the last episode, we talked about maxizing—find that’s working and do more of it (Related: e205 Level Up Your Business (Part 3 of 4): Maximize). Don’t jump to optimizing prematurely when you don’t have anything to optimize. You need to put that energy into growing. If you’re worried about increasing your conversion rate from 2% to 2.5% or if you think that you should be doing A/B testing, you should probably be reaching out to your 23 subscribers personally and having conversations with them. You shouldn’t be split testing. That’s why this is the last part of this series—optimizing what’s already working to make it even more effective. We’re also going to be talking about systematizing and replicating those systems. This is an exciting topic that I like because it helps your business be more autonomous and do things without you, as well as scale.

Establish Your Process

  • 03:03 You’re going to have a lot of processes in your business, and you need to have a process. If it’s only been you up to this point and you haven’t brought on help, you probably know the way that you do things, but it’s going to be difficult to tell someone else. A lot of it is intuition and things you know to do, but these people don’t know. It’s the same with design projects and professionalism.

You have to write down your process.

If you don’t have it written down, you don’t have a process.

  • 03:37 Ben: When I’m working on design files for clients, I give them the actual file, not a jpg, because they’re going to use it for various mediums. Maybe their design team is going to do something with it or tweak it. I used to have a habit where, if I wasn’t giving the file away, I would make the layers without worrying about naming anything and everything would be in a weird order. Because I knew it was there, I could fish around and look for it, but that’s problematic when you’re giving it to a client.
  • 04:21 You need to label stuff and have an order that makes sense, even if you don’t have layers that are overlapping so you have to worry about what’s on top of the other. There’s an order things should appear that makes the most sense. With any process, I like to imagine that, one day, I’m going to hand this off to somebody. I would rather do the work now of writing the process down and listing things out while it’s fresh in my mind, so that when and if I hand this off, I don’t have to do all of that work. As I tighten things up or change the order of things, all I have to do it adjust things.
  • 05:23 Sean: It’s really difficult to write down your process and show someone how to do something when you’d really just like to do the work. It’s like trying to get your kid to clean up their toys when it would take five seconds for you to do it yourself. You’ve got to slow down. Don’t write down your process when you’re mentally absent from the act of doing it. Don’t say, “I’ll just remember back. Cory, what goes into seanwes TV? Can you make a list right now?” You could probably think of most of it, but it would be better if you went through the steps of actually doing it and and wrote down the steps or showed someone along the way.
  • 06:12 Cory, I made a mistake. When we’re done with the episode, I’ll go in the other room to write the tagline, the cover image text, the excerpt, and the newsletter conclusion. While I’m doing that, Cory’s prepping the episode, cutting out the excess parts, and packaging it up to sync it over to Aaron, who’s going to edit the podcast. What I did right was this: when I taught Cory, I didn’t just throw him at it, give him some steps, and let him come up with those while I wasn’t actually doing it. I said, “I’m going to prep the episode. Instead of doing this the fast way myself, Cory, come sit by me and I’m going to show you step by step how to do this.” We did that several times and then I let him take over.
  • 07:04 I watched him and walked him through it multiple times. Then, I let him do it on his own and checked his work, and eventually he did it on his own completely. What I should have done, but I didn’t do, was to also write down or record a screen cast of these steps. That would have been a lot smarter, because what if the department grows and that’s no longer Cory’s thing, but we get another person who could be doing that? We’re back at square one. We have to train them again, and there’s problems. If we had written the process down while I went through the steps, we would have that and we could refer back to it. I messed up there.

Having your system in writing is an asset.

  • 07:41 Learn from my mistake. Robert observed, “We are finding with our business that the notion of ‘optimizing’ looks different for a solo-preneur than it does when you hire on employees. It’s too easy to skip steps or write up a process that only you—the founder—can truly understand. If you’re looking to level-up, the systems and documentation you put in place to optimize your business should always be written so that other employees can implement it easily.”
  • 08:12 Ben: I had to do an exercise in second or third grade where the teacher made us write down how to make a peanut butter and jelly sandwich. We wrote down our list, and he would say, “That’s not enough detail.” He would keep doing that with us until we got to the point of explaining what bread was and where a person could get it. You don’t necessarily have to go into that level of detail when outlining your process, but go into more detail than you would think. It’s not natural for us to get out of our own heads and put ourselves into the mindset of the employee, who doesn’t know all the things you know or have all the experience you have.
  • 09:15 Sean: You might be thinking, “When you edit this group of shownotes here, highlight the important things,” but what are the important things? You’ve got to teach that, and that’s really hard.
  • 09:39 Ben: Sean, did you ever have someone you had to explain things to over the phone with your computer repair business? It’s funny, because there are so many things that you understand, and you take that for granted. People don’t understand some of the simple things, like, “Click on your start menu.” They might say, “What’s my start menu?” “It’s the little box in the lefthand corner of your screen.”
  • 10:09 Sean: The best is when you’re looking at a screen and describing it perfectly, but they’re either not looking at the same window or they have a different version and it’s just not there. Think about the assumptions you’re making and start from scratch when you’re explaining a process. Say, “It sounds like we’re not looking at the same thing. What is the very top left thing that you see?” You’ve got to be really specific. In the case of shownotes, if I say, “Bold the important things,” or, “Do pull quotes for the takeaways,” I have to define those things. Everything is like a mind map or a tree, something that branches off. Branch it off until you can’t possibly branch off anymore; what are the important things?
  • 11:03 The important things are not necessarily things that I emphasize verbally, but the things I would want people to take away if they only ever see that one phrase and none of the other notes. If you are bolding the words “very important” in the phrase “this is a very important thing,” someone’s going to skim this page, see very important, and think, “What is?” You need to bold the entirety of the takeaway. I tell my employees to ask themselves the question, “Would Sean tweet this?” That’s how you know it’s a takeaway, because it’s something that works by itself. That’s one example of honing in and defining everything. Have that process written down—nothing can be an assumption.
  • 11:53 Ben: Even if you don’t have an employee to hand that off to, one of the great things you can get out of doing that is that now you can shift line items if you need to. You have an overview, a clear picture of what your process is. A couple of weeks ago, I did a “video blitz.” I decided that, from scratch, I would come up with a topic, write a title, write an outline, write the script, put it on the teleprompter, deliver it, and edit it. I wanted to see how long it would take me and what my process would be. Before I set out to do it, I wrote out what I thought my process would be. Some people get stuck there.
  • 12:40 They think, “I don’t know what my process would be,” and they just launch into it. Even before you launch into something, you can write down a process. You can write down your best guess of the order in which you think you’ll do things, and then after you’ve done them, you can see where you felt resistance or where things went slowly. Go back to that and say, “I wrote down my process; this was my guess, this was what I found to be true, and these are the things that I can shift.” As you continue to do that, you can get better and better.

Get Systems in Place

  • 13:23 Sean: Automate. I always say, “Don’t ever do something more than twice.” If you find yourself doing something more than twice, you need to automate it. In a previous episode, I talked about always making sure that you’re not repeating something unnecessarily (Related: e193 Automating When You Can’t Afford to Hire Yet). If you’re doing a task over and over like processing a bunch of photos, applying the same pre-sets to a bunch of things in your business, or if you’re always doing one thing in a certain way over and over, that is something you need to automate.

Repeating anything in your business is an indication that you need to put a system in place.

  • 14:07 Later on, Sarah asked, “What should be a system and what should be an employee?” Either way, identify the things that should be automated as far as you, the business owner, are concerned. Automation might mean an employee or it might mean a system, but you have to look out for those things.
  • 14:28 Ben: It’s a mindset thing. Don’t assume that something can’t be automated. Unless you investigate and know for sure, there may be some way to do it. The programs you use have ways to automate, so you owe it to yourself to listen to Sean’s automation episode.
  • 15:04 Sean: Even if you’re exploring how to automate something that may not be possible, I can’t imagine exploring how you might automate it won’t be fruitful. I bet you’re going to find ways to shave off seconds and make things more streamlined, less hick-ups, or things like that.
  • 15:23 Ben: You might even be able to make a product out of whatever solution you come up with, or at the very least, use that knowledge as a way to provide value to the people who follow you.
  • 15:38 Sean: People ask me what program I use for shownotes. It’s a program called blood, sweat, and tears. Right now, you can’t really automate that, but we have automated it to the degree that is possible. For shownotes, we break up things into sections. We have different paragraphs, different speakers alternating back and forth, so I’ve created keyboard shortcuts. If you’re using a full-sized keyboard, you can use “/*” because those keys are right next to each other, so you can just roll your fingers off of them. It’s really quick, and that pops up a box where someone can enter the four digits of the time stamp.

Optimizing allows you to up your game.

  • 17:19 Ben: You could optimize and cash in on that saved time and keep procrastinating, or you could cash in on that saved time and improve what you’re doing. Shownotes could be done at a level that’s above what most people are doing without the optimization. You can go in and do basic shownotes, and it’s still valuable. You’re still putting valuable information out there in a form that people can consume differently than audio, but if you optimized it, you would have room and time to do even more with that. Optimizing could allow you to increase the value of what you’re producing instead of just making it easier to put out.
  • 18:08 Sean: Someone writing shownotes will look at where Ben starts saying a statement or where Sean starts saying something else—time is 45 minutes and 10 seconds. They run the shortcut for Sean, type 4510, and hit enter. Auto-magically, you get the bullet and the timestamp link. For any episode of the seanwes podcast, you can type in, in this case. That takes you straight to the shownotes so you can search the page and find anything that was said. This creates a linked timestamp that, when clicked, will start the audio player and go to the specific time where I said that specific thing. It’s pretty fantastic. People see this and say, “That’s a lot of work.” Yeah, it is a lot of work. It’s someone’s full time job.
  • 19:32 People see this and say, “How do you do that?” We do it manually, but what we can automate, we do. We could be typing all of those things by hand, but we find as many things as get repeated and automate those. We do blockquotes here, so we have a shortcut for imbedding the selected text as a blockquote, converting the selected text to an h3 header, converting the selected text to bold, italic, etc.
  • 20:03 Ben: If you’re somebody who knows how to do these things, like how html works, the formatting that goes into creating this stuff, you have some idea of what goes into this stuff when you see it. Maybe you know what goes into editing a video. Maybe you see all these things that people are putting out and you admire them because you see how much effort it took to do that, but you don’t see the ways they might be automating. One of our Community members, Levi, posted a video that talked about the short keys you could use for the ripple editing tool. It was so good, and several people commented on how much time it saved them.
  • 20:54 Sean: What is your time worth? How much money is that saving people? There are people saying, “I don’t want to sign up for the Community and spend $39. I’d rather edit my premiere projects the slow way and spend extra hours I don’t need to editing when I could be doing more projects and making money.” Okay.
  • 21:30 Ben: You look at those things from the outside and you think, “Man, they’re putting out so much stuff,” but you might not be seeing the optimization that’s going on. They’re tweaking their workflow and automating things so they can have that level of output. That might be possible for you if you take the time to explore instead of assuming that you’ve optimized as much as you can.

Always be looking for ways you can improve your process and automate things.

  • 22:25 Sean: Sarah said, “In the spirit of what Robert said, before you start optimizing, how should you go about putting systems in place in the best possible way so future employees can take over easily?” I’m not exactly sure what she’s getting at, but we have a training folder on the shared Cloud drive that has videos I’ve made in the past. That’s one way. Make your training material as though someone doesn’t know anything, so when someone new comes in you can point them right to that.
  • 22:53 Ben: I’ve used one of those videos before. You might feel hesitant because you’re worried that the technology is going to change in the amount of time it’s going to take for you to grow to the place where you have employees. You might be worried about the medium. “If I put it in a video format, is that going to be the easiest way for my employee to consume the information? Maybe they’ll work better off of paper.” Think about it the same way you think about repurposing content. Do whatever the long-form version is of that training in a specific medium, and let that trickle down to other mediums as it makes sense.
  • 23:40 Don’t worry about it being irrelevant; you can always go back and make edits if you need to or you can add notes. You can say, “I recorded this video three years ago, and these things are true, but here are some amendments I need to make to this training.”
  • 24:00 Sean: Nathan just shared Levi’s video, How to Double Your Editing Speed in Premier Pro. This video is just a sample of the kinds of things that are shared in the Community. As much as I give away, it’s only the tip of the iceberg. There’s a reason why people are still in the Community—that’s how much value there is, and that’s how I’m not afraid to give all this away.

Stop Doing Things You Shouldn’t Be Doing

  • 24:55 Robert says, “For a lot of people, the business is an enabler to help people to do what they love. But in order to maximize and optimize your business, you have to invest a lot of time and energy in areas that take you away from your passion. Am I thinking about this too short-term? Will growing the business eventually allow me to return to my passion in the long-term?”
  • 25:21 Ben: Should you have a minimum requirement for how much time you spend keeping the embers of your passion alive while you build your business? Should you have a target date in mind? How far out should that be? These are the questions I hear in Robert’s question.
  • 25:41 Sean: There are a few ways to address this that could apply to numerous people even beyond what Robert meant. If you find yourself in a business and you feel like it’s taking you away from your passion, ask yourself: is that business your day job, your foundation? You need to think of it that way. Is it your foundation and, if so, if what you’re doing is not what you’re passionate about, is it the kind of day job that charges you for your passion or is it depleting you? Also, maybe this business started off as what Robert was passionate about, but it got to the point where what he was actually doing isn’t something that fulfills him. This could either come from thinking you’ll enjoy something and finding that you don’t or simply growing the business in a lot of ways that end up having him doing a lot of things that aren’t the thing that got him into the game.
  • 26:47 First of all, don’t kid yourself in thinking, “I started this business from my passion, so even though I wake up every day and I hate what I actually do on a day to day basis, I guess this is my passion.” Don’t do that. Don’t let yourself get stuck in this. If the actual work you’re doing on a day to day basis is not what you enjoy or what fulfills you, then it doesn’t matter what got you into it. Right now, that’s not what you’re doing. That’s probably not where Robert is coming from, so this is for anyone else who might be thinking along similar lines. I think Robert’s talking about how, in the interest of maximizing, you’re going to be doing stuff that doesn’t fulfill you.

Maximize with a long-term mindset.

Eventually, you’ll have systems in place that free you up in the long-run.

  • 27:46 Ben: It’s an investment. I hear fear in that question that says, “I’m going to stay busy with this stuff indefinitely, and I’m never going to have time to get to my passion.” I would encourage Robert to think of it this way. Optimize and go above and beyond what you normally would do to make the investment you need to so that you can get to that passion, but also build that into your time. Don’t put all of your eggs into one basket and just focus on building the business at the expense of your passion; there needs to be a balance there. It’s going to take a lot more of your time building a business for yourself to make an income that satisfies your monthly bills than you would working for a job.
  • 28:47 Most of the time, when you work for someone else, you don’t have as much stuff to keep up with; you’re probably just playing your role. To make the same amount of money working for yourself, you have to do more, but then you get to this place where your time multiplies. You can’t do that in your job; your time doesn’t multiply in the same way when you’re working for somebody else as it does when you’re working for yourself, but don’t get carried away with that.

Take your business to the place it needs to be for the kind of growth you want, but leave room for your passion.

  • 29:26 Sean: I think 80% of what people are doing are things they should not be doing. That’s a lot. Most of us are doing things we should not be doing because we’re caught up in it romantically. We think it’s something that requires us, and we like to feel needed and like certain things are only as good as they are because of us and no one else can do as good of a job as we can. Featured images are one of those things I’ve enjoyed doing, but eventually I realize that it’s not what I should be focusing on. I would like to hire someone, but it’s a matter of money at this point. Even I’m still doing things I should not be doing.
  • 30:29 When figuring out how you know what you should and shouldn’t be doing, it comes down to voice and vision. What are the things that require your voice, your message, the thing that you have to share with people? Whether that’s blog posts or the types of topics you’re talking about, and you have to decide for your business how close you will allow yourself and other people to be to the material that goes out. Maybe you’re comfortable with other people writing blog posts for your business, but maybe you determine the pillar content. You say, “I want to make sure we hit on these three parts, and I want you to take a rough draft pass at that.” Maybe some of you would be comfortable with that. Some of you might not be comfortable with that. For you, your voice means you need to write something.
  • 31:37 You’re going to have to decide on this. I’ve wrestled with this, and it’s something you’re going to wrestle with. I used to think editing the podcast was a part of my voice. Editing is part of the story we’re telling; what am I including and removing from that? How can someone else do that? I know the story I want to tell. I believed that for a while, and that’s why I edited this podcast for a long time, but that’s when I realized that there are people who care, who know, who understand, and who can do a good job at this, people I can give this up to and it’s going to be okay. That’s the voice thing. You need to audit yourself and make sure you’re not tricking yourself like I was, thinking, “Editing my podcast is a part of my voice.” That was just me trying to hold on to it; I didn’t want to let go of it.
  • 32:34 The other thing is your vision. This is probably the most important thing for the CEO, the business owner—your vision. Your vision is not something you want to outsource. Unless you’re completely done with your business and you’re ready to throw in the towel, don’t outsource that. Your vision is key; it’s what got the business here. It’s what got you this far, especially if you have a long-game mindset. Everyone else is going to think the thing that got you here is what you did yesterday, but you know that it’s because of what you did three years ago. You also know that what you’re doing now is only going to come to fruition three years from now, and you can’t expect other people to understand that. They’re not going to get it because they don’t have the vision.
  • 33:20 They haven’t been here all along. They haven’t been putting in the blood, sweat, and tears—that’s you. You’re job should be voice and vision, and for the vast majority out there, that’s 20% of what they’re doing. That’s generous. It’s accurate for me, but I’ve been working really hard towards that. I’ve had to really audit myself and give up a lot of things that I felt were a part of me to expand, grow, and scale this thing.

If you want to optimize and scale your business, you have to give up the other things and only focus on your voice and your vision.

  • 34:15 Ben: Cory says, “I tried to apply this to being an employee, but I don’t think it’s relevant wrestling with some of these ideas.” Regardless of your position, your employer wants you to do certain things, but if there’s a way to optimize systems, you’re adding value. You’re not hiring or subcontracting things out so you can get more done, but be creative about what optimizing could look like. Think of it in terms of adding value because you’re making systems work better.
  • 34:58 That’s what you should be after. It’s not just about saving your time; it’s about saving time across the board. Going back to the conversation on what percentage of your business you should be involved in, I’m wondering how far that line could go? What if Sean’s only job was to sit down and deliver a script that somebody else wrote in his voice? What if his job was to sit down and have a podcast for which somebody else wrote the outline?
  • 36:09 Sean: I would take issue with the fact that even though it would be written in my voice, it would only be my voice retroactively in as much as the person writing it could observe from the things I wrote in the past. I could not write in my voice with my vision because vision is future focused, and that’s not something you can outsource. It could work for repurposing, but it wouldn’t be moving forward to the next thing.

Replicate Your Systems

  • 37:10 By replicate, I mean that you should make new versions. The first thing is to focus in, do more of what works, find what’s working, systemize it, write down your processes, and automate it. You can do that either with systems or employees. Get people in place to take care of the 80% of things you should not be doing. I’m not just talking about 80% of the things in the world, but 80% of the things you are doing right now as you listen to this podcast. You need to audit yourself; only 20% of those things are crucial. If you aren’t to the point where you’ve done something that works, you’ve maximized it, you’ve tripled it, you’ve launched multiple things like Learn Lettering, or your version of that, and you’re not to this point yet, then this message isn’t for you.
  • 38:13 Don’t get carried away and do this prematurely. You shouldn’t be focusing on optimizing if you’re not here yet. For the people who are here, the person with 1, 4, or 400 employees, you are doing things you should not be doing. Come back to focusing on voice and vision. Your goal is to maximize what’s working and build up a system that’s humming along and working wonderfully, where everyone’s doing their job and you’re working on overseeing it. This is where you replicate and where you scale. Replicating your systems is how you build an empire. You find something that works and you make a new version of it. That’s how you have franchises. That’s how you have so many of these restaurants in every single city on the side of the highway.

Successful franchises found something that worked and replicated it.

  • 39:16 “Okay, we know how to build a restaurant. We know exactly what it takes. We allocate the funds according to the budget. We hire the people, we open the doors, and we open another one and another one and another one.”
  • 39:34 Ben: I’m working with a client now who said that his long-term vision was three to five years out. He wasn’t one of those guys thinking, “Six months from now…” He’s thinking long-term, and he’s an older gentleman. From his experience, he probably realizes that this isn’t something that happens overnight. He’s talking about making this work smoothly here, building a solid foundation and a process in place, knowing what works and what doesn’t work so he can take that and replicate it in other markets. He’s talking about expanding to different places in the area, and beyond that, statewide, and beyond that, nationwide.
  • 40:37 The same kind of thing works with bands who are very successful in their local area. That’s really attractive to record labels or management companies, anyone who’s going to be able to potentially profit off of the success of a band. When they see a band that has been able to make something work, that’s sustainable, they can replicate that in other markets.
  • 41:04 Sean: Robert asks, “At what point does it make sense to spend the money and invest in better equipment or software to make your processes more efficient? When is it prudent to hold off on that big purchase and go with what works ‘for now’?” When your time is more valuable than your money. You’ve got to think about what you’re saying your time is worth and how you’re spending it. Are you spending it doing things that are not netting you the value that you’re claiming your time is worth? Then, you actually have to have the funds to back it up. You can’t just say, “My time is worth $1,000, so I’m not going to do that because it’s not worth $1,000,” if you can’t actually get $1,000 out of that time spent elsewhere. That’s the real litmus test.
  • 41:59 I started to realize that if I added a few more emails to the Learn Lettering autoresponder that could get me 2% more conversions. I have 33,000 subscribers on the Lettering list now but back then it was 15,000. If I got 2% more conversions by adding more emails to what was only a five-email autoresponder, what if those people were gone for that week that I sent out those five emails and they didn’t see it? They come back from vacation, they don’t go back to their old emails, and it’s just lost. If I had spent an hour writing three more emails and it got the conversion that I expected, it would result in an additional $42,000 in revenue. I’m thinking, “What am I doing? I’m getting so caught up in these stupid little things.” There are times to get all the silly things on your plate out of the way; there are times to clean up your desk. There are times when it would be nice to have a clean desk or to not have 391 unread emails in your inbox.

It would be nice to do the things you feel like you need to do, but sometimes you need to hone in on the things you should do.

  • 43:06 Those are the things that are actually working and that will net the best results. Only you are going to know that. Maybe that means your desk is a little bit dirty right now, and take this metaphorically, but clear out a space on your desk and do the work that matters. Sign the papers that are going to get you that big deal instead of throwing away the papers that are junk mail so they’re filed neatly.
  • 43:55 Ben: Focusing on cleaning the messy desk can be good; maybe you find that you’re doing that once or twice a week, or once a month if you let it go too far. The messy desk is something many people can relate to, metaphorically. It’s probably something somewhere in your process that’s not quite what it should be that is causing the desk to get messy. Maybe you’re seeing that in other ways—your schedule is getting loose, you’re losing time somewhere, or you’re having to recalibrate more often than you’d like to. That takes mental energy and focus away from what you should be doing. Maybe there’s something in your process that would prevent your desk from getting messy.
  • 44:55 That’s not to discount what Sean was saying. You should be using your time and focus for the things that really matter, when cleaning up your desk isn’t going to change the fact that you have to finish this other thing by the deadline, or you aren’t going to be able to pay your bills this month. Let yourself be aware of the fact that the mess isn’t the thing to focus on; focus on what’s causing it. Focus on the things in your process that you can tighten up.
  • 45:41 Sean: Going back to Robert’s question, it comes down to the difference between what your time is worth, if you spend it elsewhere, and what money you have. If it makes sense, do the math. What is your time worth? How much time are you spending? When do you want to recoup this investment? If it’s a year long, you multiply the time each day, by the days in a month, by the months in a year, you come up with a figure versus a software that automates that. If it’s less, it makes sense. You could optionally extent that to two or three years, or however long.
  • 46:29 Ben: It takes time to figure out those things. It takes time to work through those equations and decide between looking at it as a one or a five year thing.
  • 46:48 Sean: Imagine there is this massive spring, human sized. You can push yourself back into it and it’s going to launch you forward, but you have to go back. If you’re thinking in terms of going forward as progress, at some point you have to go over to the spring and pull yourself back into it. These may look like days, weeks, or hours, whatever it is for you, but it will launch you forward.

Every time you want to level up your business, it’s going to require a leap.

  • 47:32 It’s never seamless. You’re never suddenly on the next level. You have to take that step up. You don’t know what’s going to be there; it is a leap, and it is an investment, but it’s going to take that if you want to level up. Robert says, “What Sean’s saying right now is so humbling. Each episode of this four-parter has been a major look in the mirror for me.” I’m glad he said that for two reasons: I never get fiery unless I’m envisioning a past version of myself. I don’t get fiery if I’m not convicted or sure about something, and I’m pretty much only sure if I’ve experienced it first hand. I’m getting fiery at my past self; this is what I wish I knew then that I could have done better. I’m also glad Robert said that because I was picturing him for this series. He was my avatar. I’m really glad he got a lot out of it. Thank you Robert; thanks for all the value.