Plan Profit Scale W3 / Mistakes Modern Entrepreneurs Make

Get ready because everything is about to change. There's a new way of living life and doing business that will blow your mind. This is a podcast all about the timing of life and the timing of success. It's what we call the Right on Time life. And you are listening to the Right on Time podcast with Amber McHugh. Hey, hey. Happy Wednesday. If you are joining us live, if you are catching the replay of the third workshop in our Plan Profit Scale series, welcome to the replay. So excited to hang out with everyone live and on the replay. Excited for you to be here. Excited for what you're creating in your business. I see Brenda, I see Melissa in the chat. Oh my goodness, how wonderful. We've got tea. I see we've got coffee. I should have grabbed some water. I feel myself sometimes when I get busy. It is my habit now. I'm a new coffee drinker. Be curious, if you're coffee, tea, water, what's your go to? I am a fairly new coffee drinker. I've only been drinking coffee for about 4 years now. Not even fully 4 years. I picked up coffee because we were living in Ethiopia for a period of time and I was in Ethiopia. So I said to myself, I have to learn to love coffee. I'm in Ethiopia. I have to drink coffee. And boy did I learn to love coffee. I am now a little bit particular about my coffee. I like specific flavors. I like a specific, I like like my coffee smooth. I don't like a tart berry flavored coffee. I like a smooth coffee. And then I sometimes notice, I'm starting to notice regions that I prefer coffee from. Oh my gosh. Only four years in and it is my go to. Now. It is totally my go to. This cup is a mess. But I need to make sure I have water by my side. So I need to get some water. If you needed a reminder to hydrate before we start this workshop, maybe that's it. Right on time. Hey, Jean Marie. Hey, Alita. So pumped to be here with you. We are going to have a great workshop today. We're going to start in just one minute here. Want to start pretty close to right on time. It's always right on time. But right on time by the clock because I know you've got a lot going on. People have been attending the workshops in between other meetings and commitments you have on your calendar. And that is incredible. It means so much because I know you have a lot going on as modern entrepreneurs and modern CEOs. And I know we also have some good insights to Share too. So you are in the right place. It is the right time. Hey, Nat is totally outnumbered. Good to see you. Okay. Glad that stream is looking good. We made some tech updates, made some change rooms, so hopefully that fixes any of our issues. We are, in fact, we talked yesterday about how even when we have an established business that we've been running, you know, for more than 10 years, sometimes we're working the stairs and we go back down to startup mode. And when we try new things in our business, when we step into new things, we're going to feel like, wait, I thought I had this. Wait, wait, wait, wait, wait. But it is so good and fun and exciting to try new things as well. Just don't, as we talked about yesterday, burn it down if you are right there. Making progress. Oh. Oh, thank you. I mixed some colors today. It's a little bit of yesterday's color was on my brush. Somebody Brenda shared off topic, but I love your lip color. So that pink, the, the red pink was in my brush and I went for a more neutral. Then I had to pink up my cheeks a little bit so they didn't clash. Ah, so fun. All right, is go time. Today in our third workshop in the Plan Profit Scale series, we are stepping into mistakes modern entrepreneurs make. Why are we talking about the mistakes? Because we want to make sure we are not making the mistakes. Am I right? Yeah, exactly. Somebody else has made those mistakes before. Let's learn from what other people have done. Let's learn from what other people are doing now. And then we're going to create a bit of your crystal ball and identify what do you need to be focused on as modern CEO in your business? As we elevate from solopreneur, as we elevate from a Solopreneur mindset, you may still stay solopreneur, but. Right. But as we elevate from independent, as we elevate from Solopreneur, as we elevate from a one off freelancer. Right. And we move into this elevated place where I am also playing the role of modern CEO in my business. Yeah. I'm going to work with my clients, I'm going to consult, I'm going to strategize. Right. I'm going to step into a hiring manager role from time to time. But one of the most important roles you play in your business is the one of business leader because you hold this vision. So we're going to dive into that today. You may want to have up with you the workbook. The workbook pages Actually, I'm not going to say the pages, but I'm going to say the workshop numbers. They're right up here in the corner. Workshop three. And Workshop three, it has two pages in your workbook that we're going to go through today. This is just a place to make notes and then the second slide will be the place to do your assignment assessment, your personal assessment. But for now, welcome to Plan Profit Scale Day 3. We have already gone through in Workshop 1 the number one step to take to 3x or more. Whatever it is you're going for right now, your growth, the no mess scale up, plan to seven or beyond, wherever you want it to be. Today we're looking at the mistake modern entrepreneurs make. Then we tomorrow we've got the Moneymaker workshop and on Friday we have a catch up where we're also going to infuse conversation about detaching from the journey that we are on and detaching from the outcome and enjoying the journey that we are on. And if you missed any of these, you can absolutely catch the replays later. Stay with us here in today's live workshop because this is where it's at. And then you can go check out those replays later. Also tonight, reminder, we've got the VIP workshop. So if you're available tonight and you want to build out your one page business plan, join us for that VIP workshop. You'll also get direct access to me for private Q and A on the hotline which is typically reserved only for our modern CEOs but I pulled it out for our VIPs just this week and next week and one page workshop. We're gonna build out that one page business plan tonight. So hop on in there if you are available and also if you want to catch the recording, you can get the recording of that also to get on the priority list. So something else is happening tomorrow that we haven't talked a lot about yet. But tomorrow we'll actually be opening enrollment with some special surprises for the modern CEO for new members to join us inside the modern CEO community. And if you are on the priority list for that, we have some special surprises for you. So if you want to hop on the priority list and see what those specials are, what we are cooking up some unique bonuses just for those people who are on our priority list. You can zip on over to Amber mchugh.com forward/modernceo and we will get you those specials. And then I also just want to call out because you are here and there are limited space basis one of our clients. Someone that I worked with for I think six years now is opening up her calendar to talk with you about real experiences inside the Modern CEO. And she is also ready to answer any questions you may have about the Modern CEO. If you are thinking about joining us and you can sign up for a call with her with her calendar@amber McHugh.com forward/modern CEO chat. I just wanted to make sure you have those two links, especially this priority list so you can see the surprises I'm cooking up for you. Don't forget in our plan profit scale event this week we also have prizes coming. So the bingo card is at the back of your workbook. There's going to be. Oh Melissa, I see you. I love to hear that the modern CEO is 100% worth it. Oh love it. Modern CEO is in the house this week also with Plan Profit scale Play Bingo to be entered to win the grand prize. One person, the first person to call bingo this week is entering to win or is going to receive all of these things. And everyone who enters their bingo card is going to be entered to win one of these things. And that yellow phone represents a strategy call that you and I will do together to get you clarity, get focused so your plans are laid out and you know exactly what your specific moves are to grow. There's bingo card. You're going to be able to check a whole bunch more off today at the end of this workshop. And here's just a quick reference for the links. I'll let you grab a screenshot of this real quick. If you want any of this for the links, grab it. Get it. Go. Awesome. Oh, more prizes, more bingo, more prizes. And now let's dive into today's workshop mistakes modern CEOs make. And I'm going to be a little bit of a game show host today. So I might be bringing some fresh energy, some excitement, some enthusiasm because I'm putting my game show host hat on. My first question in our show today is what does it take to succeed as a modern CEO? What about some good old fashioned hard work? Has anyone ever said that to you? Let us know in the comments if you're here alive. If anyone has ever said to you work harder. You got to put the hard work in to get where you want to be going. This was absolutely my story growing up. I worked hard and I sure as heck got rewarded. But I was challenged later in life to ask myself, you know, I work a little bit easier. If I work a little bit more in alignment, will I still get rewarded. And the answer was yes. And I was so excited to come across research that shows, you know what the highest performing CEOs they're not working harder. Even low performing CEOs have strong work ethic. Right? Good old fashioned hard work isn't what we need. Work hard, get rewarded. Yes. You've said it to others. I love it. It's all about the hustle. No, no, we're going to dive into what it is about and the mindset shifts and the strategies we specifically need to start employing in our business to get results with a little bit more ease. I am not saying it's always going to be easy. Let me be clear, let me be clear. It will not always be easy. But man, when I was grinding and I was hustling, my results were certainly not better than when I operated in alignment. And I started to be more strategic in my business, in my CEO systems, in my sales systems, in my client success systems. And sales systems and client success systems are exactly what we're going to cover in tomorrow's workshop. And we're diving into some elements of the CEO systems today. Even low performing CEOs have high work ethic. So what is it that will differentiate you? What is it that sets out apart top performers from the others? We've already talked about some of the differences, right? The messy marketer. Ping, ping, ping, ping, ping, ping, ping. Let me try all the things. My mindset on this was, hey, I need to learn all the things. I need to try all the things so I can strategize with them on my clients. So I can say this is what's working and this didn't work and this is how it worked for me. And you may want to think about this, but was that necessary? Nope, it definitely wasn't. It definitely wasn't necessary for the growth of my business or my client's business. The modern CEO role, the company with the modern CEO that operated more like an ATM machine. One consistent offer, going to market with one consistent message versus trying different offers, trying different messages, trying slightly different audiences. Like, I'm going to get it, we're going to dial it in. Okay, yes, there is a point where we need to test and try things, but there is a point where we need to hop in that car and keep that analogy going all week. Hop in that car and go stay the course. So what do we really need? What do we need to think about? We're getting super practical because this is not about you creating a J O B for yourself. In fact, companies now in the last three years, three to four years, and probably more and more intensely, even now, are recognizing that we have trained great employees. We have trained great greatly for people to execute and implement their job. But when we need managers, especially when we need leaders, we have not prepared people to lead. So if you've ever had any sort of a job before, right. You were probably trained really well to do the work, to be an expert. And so often when we start our businesses, we are an expert at something. In fact, I want to know right now, what are you an expert at? Tell us in the chat, because I know you are an expert at health coaching. You are an expert at writing incredible books and incredible stories that I can't wait to read. You are incredible at. Right, fill in the blank. You are an expert at something. But where did we learn? Where did we practice becoming a CEO and leading our business forward? So let's look at some of those mistakes that people are making when we dive into a round of CEO feud. We are diving now into a round of CEO feud. And the first question is, do leading CEOs make no mistakes on the right, or have leading CEOs made some mistakes in the past? What do we think? Make no mistakes or they've made mistakes in the past? If you are feeling that they have made mistakes in the past, you are in fact, right. The most successful business leaders have absolutely made mistakes in the past. You've probably heard about companies who foster failure, who embrace those mistakes. We don't want to have mistakes on a big scale, but every now and then, something's going to come up, and leading CEOs know it, and they know how to move through it. And they can adapt and navigate those rocky waves and those rocky waters. There's a funny story in the book Business Brilliant that Louis Schiff wrote that. He talks about the JetBlue CEO who was responsible for keeping some people in an airplane on the tarmac unable to get off for a very long time. And he had a group of unhappy customers. Why did they have to stay on the tarmac? And why did they make this decision? There was a snow, a storm brewing. Snow. Snow was coming. And, you know, I've been in situations like that where everybody stay in your seats. We want to be ready to go when they say we can go. And it's been, you know, five or so minutes. But this group stayed on the tarmac for hours. I feel like it was a full day, a long day on the tarmac, unable to get around, just stuck there, right? Not knowing when or what they were going to be doing and they did not get good press. And you know What? That, that JetBlue CEO owned it, right? He made a mistake. He owned it. Was it the end of his career? No, it was not. You know what he did? He relocated and became a CEO at a location in South America where there was no snow. It's like, I don't want to deal with that ever again. I made that mistake. I have learned my lesson. Right? He really flipped that pancake. So we're making mistakes. It's going to happen, right? But we're going to navigate it. Question number two in our game of CEO versus CEO feud, leading CEOs. Oh, build a profit strategy or build a profit strategy. Well, I gave that one away, didn't I? Yes, this is non negotiable. Leaders of success, successful companies have a profit plan in place. They have a profit strategy in place. And yes, they have a revenue strategy in place. Now, do I believe that this is because the spreadsheet and the plan has been created so it will be. No, not necessarily. But what I do believe and what I know from my own experiences, that by creating our profit plan, creating our revenue plan, we're going to get focused and we're going to get intentional around what it is that we are creating, where our money is coming from. In fact, this week people have already identified that, hey, I am focusing on an activity that is not actually profitable for my business, that's not even actually generating that much revenue. More than anything, it's fun, it's exciting, it's nice to be recognized in this way and have this profit stream. But it's not $100 bill. It's not the most important thing in my business. So they're cutting it. In addition, the profit and the revenue strategy are going to inform your offer design and they are absolutely going to inform our marketing strategy. So when we talk about embracing this modern CEO role, you can kind of see how things start to weave together. We are not independently looking at your marketing strategy. There are places to look at those marketing tactics to look at if you're going to do a small offer, right? I am not hating on any marketing strategy or tactic. What my invitation to you is, is to consider what is the right marketing strategy for me based on my profit strategy, based on my revenue plan, based on my business goals and objectives, Right? So it may be a small offer, it may be one on one coaching, it may be a hybrid one on one and program that is more scalable, which we will talk about. And share about tomorrow very specifically. So we have to build this because one informs the other, and it's going to help you make decisions around where your time goes. I build this circle because one of the things that I recommend is to build a. A pie chart showing where your revenue comes from and, frankly, where your profit comes from as well, and where we've got small slivers of a pie that are taking up a lot of our time. That is a place to evaluate should I be spending my time there or not? All right, we are moving now to question number three in our game of CEO versus CEO. I want to see some answers in the chat. Leading CEOs stick to the vision or leading CEOs adapt and deviate as needed to align with client wants and changes in the market. Oh, oh, oh. I cannot wait to see the guesses in the chat. Leading CEOs stick to the vision or they adapt and deviate as needed to align with client wants and changes in the marketplace. All right, this is what I call the myth of the visionary. The myth of the visionary has us thinking that, hey, you are the visionary of this business. Somebody else will do all that work. You are the visionary of this business. You need to work on the business, not in the business. You're the visionary. It's time for you to lead and get out of the weeds. Now, do I agree that we need to find some balance here? We absolutely have to work on the business. We absolutely have to step into that visionary role. We absolutely, especially as small business owners, have to be careful that we are not doing all of the things and we embrace that leadership role in our business. In fact, that's what we've been talking about the last three days. But we cannot. We are running small businesses, right? We are here running small businesses. I mean, even if we're at 5 million, even if you're at 6, 7, 8, 9, 10 million, this is small business, and we're going to be tapped in. We want to stay tapped in. We need to stay tapped in to what is happening in the market so we know when we need to adapt, so we know when we need to adjust. And oftentimes, man, the best CEOs that I see are so tapped in. They've got that crystal ball and they can see there's a change coming, and they start thinking ahead and they start observing and watching. We don't necessarily act every time there's a specific change, Right? We're not necessarily gonna, like, okay, everybody, we're gonna go this direction now. Every time there's a change we would not get anywhere because our destination is over there, right? So we don't wanna, we don't wanna pivot and totally 180, not 360. We might do some three 60s, come right back around, think about it, look at the landscape, look at the market, and then get back on track to where we want to be going. But your vision will become clearer as you get in action. Just stay the course. And also know when your tires need to be changed. Right. Also recognize when it's raining and you cannot see where you need to be going because your wipers aren't working. Right. So we have to stay tapped into what is happening in our environment so we can adapt and make changes and continue on the path to get to our destination. And there's absolutely a connection to our clients there, whether that's being in direct conversation through the work that we do. I am absolutely in direct conversation with my clients in my consulting business through the modern CEO. And we are having conversations about that. So I can observe and I can see and I can listen and I can hear. But if you're running a business at scale and you don't have those one on one conversations on a regular basis in your business model, you can absolutely set up something like a customer advisory board. You can absolutely set up surveys and touch points. You can absolutely do focus groups, right? So these are things that you'll want to think about as you grow your business. Loving all the car metaphors. Oh my gosh. We thrive in metaphors too. To over here. I love that. Stick to your vision while adapting. Great rework. Great rework. All right. If you were tricked on this, that was a tricky one, by the way. That was a tricky one. And there's so much conversation. And there are great books on being the visionary in your business to book recommendations. Rocket Fuel and E. Myth. Both books I love. We absolutely need to work on the business. In fact, I talk about systems and structure all the time. But we have to stay plugged into. So we can't only be here. And this is actually the priority in when we look at CEO versus CEO feud. All right, next question. In our game of CEO versus CEO feud, do leading CEOs those that are top performing. Now, let's face it, if you are at CEO level, you are likely a high performer. This is the peak, the top. Those who are running successful modern businesses make decisions swiftly or make great decisions slowly. I want this to be right when we're going to put energy and resources behind this. I want it to be great or we've got to keep moving. I know my business. Let's go, let's go. Oh yeah, you got it, Tanya. Make decisions swiftly. Now here's the deal. That's right, Alita. That is right. Because when you are staying plugged in and tapped into your market, it is going to empower you to make decisions swiftly. There are absolutely times when I am in a meeting with my team. In fact, today I had an idea. I did not share it right away. As soon as I had it, I shared it in a meeting and we will make a decision on it swiftly like in the next week. I am not saying every time someone asks you a question you have to have the answer. We are going to be thoughtful. We're strategic, we're focused. Right. Sometimes I've got to double check. Let me double check the numbers on that then I will get back to you. Let me think on that for a minute. Sometimes I'll take a hotline inquiry from our modern CEO clients and like I got to think on that for a second. This is a good question. There's some strategy, there's some pieces I want to pull together here before I give a solid reply. But man, we do not want to wait until it's great because we will be stuck in the parking lot and I do not want you stuck in the parking lot as you build this vision and you build this dream. The next question in our game of CEO vs CEO feud. I love this. I love playing CEO vs CEO feud grounds me and it reminds me, yes, this is the embodiment that has happening or in some of these things is still happening because we're still practicing some things. Now clients, this is another. Okay, okay, okay. Do leading CEOs spend time on business operations or do they spend time on those external client facing activities? We talked about this a little bit in the stick to the vision versus be ready to adapt and deviate. What do we say on the business or external client facing activities? We knew this. We knew this was coming with the preview that we had before clients. What do our clients need? What are our clients doing? How do we need to have adaptations? What is happening in the external world right now that is impacting our clients the way they may be thinking, the questions they may be asking. One of the big things that I am thinking about right now for my team and absolutely with my clients in mind is inflation. Right? Oh my goodness. Right. This is impacting so many people and a number of things are impacting all of our clients right now, especially Especially with the last two years that we have all had. Right. So we've got to be tapped into that. Yeah. We are going to work on those business operations. When you join us in the modern CEO, that is time working on your business, but it fuels those client facing activities. It fuels us leading and evolving and embodying our role as business owner and leader. What I call the modern CEO. CEO versus CEO feud. Question number 1, 2, 3, 4, 5, 6. CEOs who are leading are constantly changing things up to adapt to the market. Right. To adapt and test and learn and change it up or they do. Mundane, steady growth is their focus and it's reliable. Constantly changing things up or keep it a little bit boring. Keep it steady, keep it reliable. If you participated in our workshop yesterday, you got a clue as to this and Tanya nailed it in the chat. Leading CEOs let it be boring. Sometimes, you know, if it is boring, it's working. If it's predictable, if it's consistent. Right. Okay. This is why I built this business. There comes a point in our businesses, we're like, oh my gosh. For me, it was about 10 years later, I was like, I don't, I think I could break this, but I'm going to not. And it's working. So many business owners. A business owner who I adore, who's right there, she might actually be at a million now. Since the last time we talked, she was like, this is so boring. Another business owner, multimillionaire business owner, million dollar business in revenue. She's like, I'm getting really bored. Okay, do not burn it. Do not burn it. This is what you've been building and working towards. There are ways we can infuse fun. We're looking at this in our photography business. My business partner and I have conversations around this like, it's working. No, no. We are not changing what is working. We will adapt what's working to align with what's changing for our clients and what's changing in the external environment. Abso freaking lutely. But we are going to layer in other things that we get to put our creative energy into. We're going to layer in and work with the team in other ways that freshen things up and liven things up. But we are, are staying steady, steady, steady, steady with what is working. And we will embrace and enjoy every bit of boring. Because you know, there is a season in all of our businesses when it is far from boring. Ah, yeah. You know, I am a pretty impatient person. I am learning to become a little Bit more patient. And really, the. The patience isn't what I'm worried about. What I think about it now. My reframe is right on time. Right? That impatience, that energy fuels us, growing our businesses, but it's okay if it moves a little slower because it's right on time. So I stay in that space of impatient to bring it to life. I bring patience to my children. That is something I've worked on a lot over the years. But when it comes to my business and the goals and the dreams we want to manifest, there's an element of impatience, but it is also right on time. And I say steady with the plan, and we stay the course. Yeah, you have a shiny object thing, which is absolutely different than boredom as well. I completely see the difference there. The final question in our game of CEO vs CEO feud is do leading CEOs plan first or do they dive right in and execute? Go. Come on. What are you waiting for? What do we think? I'm gonna give it a second there in the chat. Are they planning first or are they diving right in and executing? Oh, yeah. Oh, yeah. Oh, Nat shared a lot of generators and manifesting generators. Struggle with the boredom thing. Always suggest finding a hobby outside of your business and going back to business. I love it. I love it, I love it, I love it, I love it, I love it. For everyone who has seen our final question of CEO versus CEO feud and commenting in the chat that leading CEOs make a plan first. Ding, ding, ding, ding. You are 100% right. We've got to get strategic. This is probably one of your number one roles as CEO, modern CEO of your growing entrepreneurial business. What are we doing here? What's everybody doing? Right. Where are we going? Who's going where? Right. Not each task item on the project list. Right. Although sometimes it evolves into that. But we've got a vision, and you've got a goal. I've got my goal right in front of me with my $100 bill, with my focus. I've got my goal, I've got my vision. I've got my goal for the year. I've got my strategic roadmap. I've got my game plan for my month, my six weeks, my 90 days, and it pulls through into my weekly intentions and my daily intentions. You can see how these things cascade. Right? When we have talked the last couple of days in our Q and A sessions about, okay, I got all the things swirling and I start to scroll, and I see someone else doing this other thing, and I got this shiny object that pops up. These plans cascade down through to our daily activities, our hourly activities, Right? And hey, if I don't have any work to do, walk away from that desk and go enjoy that hobby that Nat was talking about in the chat. Right? So we gotta strike this balance of doing all the things. No. And pulling it back up to what is most important. What do I need to put in my plan? And then you've got the plan. So when things come up, you're like, that's not in my plan right now. You can make a swift decision. All of these things absolutely fit together. So I wanted to put this up one more time to make sure that you can screenshot this. You may already have it in your workbook if you've been documenting in your workbook for the plan. Profit scale workshops as we go through. But let's remember these things like, hey, I screwed up. That's all right. We're gonna be good. Do I have my profit strategy in place? All right. If not, let's get it. Let's get it in place. Okay. Things need to change. We're gonna take that in stride and be strategic around it because we built a plan that we can adjust. I'm going to be okay spending time with my clients. Otherwise, how am I going to know if we need to adapt? Right. I'm going to make those decisions swiftly and I can because I have structures in place that allow me to do that. And if it gets boring, if it gets a little mundane, posting every day on social media, if it gets a little mundane, doing the same thing with my clients on repeat, I'm going to look for ways where I can infuse energy and freshness in without burning it all down. Deal. All right. We've been talking a lot about how to focus and stay accountable to your goals. This is something we really focus on with you inside of the modern CEO. And we've talked about how the goals and the to do's cascade. So it all starts up here. Yes. With your vision, with your goal card, your goal for the year, strategic roadmap. Right. What am I doing for the next month in line with that strategic roadmap or my six week or my 90 day plan, then all the way down to the daily and to the current moment. These things all pull through. And guess what? If you have a team, they not only pull through for you, but they pull through for your team too. So if you are not taking time to do some of the things we are about to talk about, not only is it detrimental to you, but it negatively impacts any team members that you hire and onboard as well. So inside our modern CEO framework and the areas that I really want you to be thinking about to scale and grow your business. Absolutely. CEO systems, right? Absolutely. Our CEO systems, but also our sales systems and also those client success systems. And we're going to back it up today and look at the modern CEO role specifically related to all of our CEO systems because it was a day of CEO feud, after all. So I want to invite you to grab the workbook. I'll also pop this up on the screen so we can do this assessment together. Now, we're going to take a couple minutes to do this assessment of your crystal ball. This is in the workbook. If you need the workbook or haven't grabbed that yet, feel free to take a moment to grab it now. But also I'm going to keep it right up here on the screen and you can just write down each one of these things and then score yourself. Sometimes, always, never. So you don't have the workbook and you're just working in a journal. No problem. No problem at all. You can just write these things down. So we'll walk through some of them now and then we're going to score ourselves at the end. I operate in alignment with my values. Sometimes, always, never. Or as it is on the screen, never, sometimes and always. I operate in alignment with my strategic priorities. Now, to operate in alignment with your strategic priorities, you have to have them first, right? So do I have my strategic priorities? Question number one. If not, we got to get those in place. And then question number two, which actually we're going to work on tonight in the one page business plan workshop as well. Never, sometimes, always. Strategic plan. I operate in alignment with my strategic plan. Never, sometimes, always. I look to and have my goal card right in front of me. Never, sometimes, always. And if you're wondering what is that gold card thing, I know some of you have them, but if you're wondering what is it? That is a no. I operate in alignment with my annual calendar. Never, sometimes, always. Again, first we've got to have an annual calendar or a strategic roadmap. Six week or 90 day plan. I operate in alignment with my six week or my 90 day plan. Never, sometimes, always. I operate in alignment with my monthly game plan. I'm cascading. We're pulling these through. Never, sometimes, always. Shimming on down to the second section here. I have in place and use my Monday CEO time. I have in place and use my Friday CEO Time for reflection. Never, sometimes, always. I have in place and use my org chart. Never, sometimes, always. And an org chart is relevant even if you are a team of one. I have in place and use my key performance indicators. I see you Nat. I love it Sometimes. I'm sorry, let me go in order. Never, sometimes, always. I have in place and use my lessons learned process. Never, sometimes, always. And the last few before we total them up. I direct and ensure these plans get implemented. The sales and marketing plan. Never, sometimes, always. I direct and ensure the hiring plan gets implemented. Never, sometimes, always. And I want to say if you're not hiring right now, just give yourself an always. Like yeah, I always do it. My plan is not to hire. I'm good. That's like a gimme. If you're not hiring right now. I direct and ensure my financial plans are created and get implemented. Never, sometimes, always. And yes, of course my next question to you is how did you score? Do you have more in the never? Do you have more in the sometimes or do you have more in the always? Never, sometimes, always. And if you are, it's hard to be in that always space all the time. I gotta say, while I'm updating our key performance indicators right now, we are abs freaking lutely working at them. I love my Monday Friday CEO time org charts. Always living, breathing. I'm doing pretty good don't pretty good right now and I'm going to celebrate that because it's not always the case. We're working the stairs, things come up and we may miss things. This is okay. But if you lean more towards sometimes and you know that you're sometimes more often than not sometimes, stay sometimes, never flips to always your majority sometimes or never. We have some work to do around the role we play in leading our business forward to reach our goals and reach our destination. That's it. It's just information. It's just data. And now we get to decide, right? Okay, what am I going to do with this? Am I going to start to think about these things? Am I going to start to look at my business differently? My hope is that you say yes to that. Because when we start to look at our business differently, life starts to look a lot different as well. And that is really what my love and my heart is for small business. Yes, I love business. But what do I love more than anything? When your business aligns with how you want to live in your life and these things are in sync and things are aligned and. And man, does that feel good. Because so many of us when we're starting businesses, have a dream for how we want to live our life and our business is going to support that. And when we operate with these things in place, it starts to look like a crystal ball. If I were talking to a business owner and they're like, nope, I never do any of these things. Like, oh, I have an idea how things are going. I have an idea how things will go for that business owner. So this starts to become your crystal ball. And there are very specific elements of this that are bigger components in that crystal ball as well. But these are absolutely things you want to have in place and move closer and closer to that. Always side on repeat. Really need a goal. Almost never. You are not alone, Tanya. Yep. Sometimes and never. So not alone in this. If you are feeling bad right now, don't. It is just data and now we get to do something with it. Need that gold card. Need that annual calendar. Have the intention checks. Awesome. Love the creating aspect of business. Hate the operations part. You know, it's funny, for me, this is so infused into who I am and what I do. This does not even feel like operations anymore. It is so embodied that it's like, oh, no, this is our crystal ball. This is what's going to get us to where we want to be going. And it doesn't feel. It doesn't actually even feel mundane to me anymore. This breathes so much life and energy into what I do because I look at these things and I see this is why things are or are not working. And, oh, boy, we got to make some changes. We've got to make some changes. So there's a way that we could go about this, that this becomes your crystal ball. Want to do this? Yes. Gold card. Love it. Love that gold card every year operations. Alita loves it. I know. I was thinking of you here, Alita especially. I'm like, oh, you just got that one down. Hate doing billing every month. Oh, yeah. But notice when we think about operations, none of this is like, I send the invoice. None of this is like, I got the tech set up. None of it is my email inbox. Right? Is I have inbox zero. If these are the things that we are focused on day in and day out in our business, we are missing things. Those are the things that I look at as operational. This is your magical, beautiful, lovely crystal ball. And I want to make sure you get this in place. Now we have some data. We have some data. And now I'm loving these comments. I love the transparency and I Love the openness because you are not alone. You are not alone. Such a great refocused Shan. I am so happy to hear that. So good. Now, tomorrow, tomorrow, let me zip back on over here real quick. Tomorrow we are going to dive deep into the other elements of the modern CEO framework and we're going to get real and we are going to get even more tactical when we dig into your sales systems and your client success systems. I am so flipping excited to dig into each one of these elements in the modern CEO core path and to identify. What are you missing? What is a shiny object? What is the. The wrong car. Wait, I thought it was going to be in the blue car. Oh, but I really love that black Tesla. I wrote it in my Uber last week. Can I not do it? No, stay the course right now because we have a destination that we're going after. Right. Change cars later down the road. We've got something that's in focus right now. So we're going to look at where we need to be. Focus. Where are you focused? Okay, shiny objects gone. I'm back on track to my goal. And it's feeling good. Feeling flipping good. So that's where I want you to be. Let's get focused on where do you need to focus in your sales systems, where do you need to focus in your client success systems? And what is your next step to really embody all of these things that we are talking about inside the modern CEO framework and path. That is your role. And remember, on Monday, I invited you to start to promote yourself into this modern CEO role. And when we promote ourselves into doing something different, into doing something new, might feel uncomfortable, might feel weird, might be a little bit annoying sometimes, but I promise you, it is going to pay off in. Oh, my gosh, it's going to pay off in ways that we can't even imagine right now. When I first started my business, I could not have imagined the path that I would go down. Even though I had the vision out there, even though I knew where I wanted to be going and what I wanted to be doing, it was still a little bit murky. Even on the days I thought it was clear. Things have come up and there have been surprises along the way, and it's just going to unlock things that we cannot even say right now. But we have to get focused. We have to get strategic. We have to start to prioritize. Because otherwise, shiny object marketing tactic, Great marketing idea, but does it fit in my plan? Does it align with my strategy? Well, if we said no to not having some of those plans, we will not be able to make a decision or answer that question swiftly. And this is how all of the incredible marketing that we see out there grabs us. Oh yeah, you're right. I gotta do that. That looks so good. That could be the thing. Wait, wait, wait. Go back to your plan. Right? Reinforcement of how important the clarity is. Oh, Trudy's rethinking some things. Oh, okay. Love this. Nat is starting to rethink. Maybe I need to hire some help. Love it. Alita sharing that she gets bogged down in the client work and doesn't get to work on the operational system design for your business. Oh man, so good. I got to tell you, the comments that are coming in, you are absolutely in the right place. You are surrounded by people that get it, that get you, that are on the same path and the same journey as you. And man, we are going to work through this together. We're going deeper tomorrow. Don't forget the links. Let me flip to my links page. I put it way at the end today, if you want to go through any of this again and check yourself, you can watch all of the replays and get all of the downloads and join the group over@amber McHugh.com forward slash links. I'm going to pop this up on the screen for you. In addition, Amber McHugh.com forward/pps live. Oh, that's where we are. We're hanging out live right now and we'll be back in the same place tomorrow, same time to dive into our systems around sales and our systems and structures and frameworks around our client success path. If you want to join for tonight's one page business plan, hop on over to Amber McHugh.com forward/ppsvip and don't forget to fill out your bingo card. And when you get that done on Friday or next week, enter to call bingo at PPS bingo. Amber McHugh.com forward slash PPS bingo. And we're playing for prizes. Grand prize winner. I'm hoping I have the grand prize winner on Friday is going to get all of these items. But everyone who continues to call bingo as you finish the workshops and you complete the live replays because we have a lot of people catching our replays here. Everybody who calls bingo is going to be entered to win a random drawing for one of each of these items. I'm going to beef up that sticker just a little bit. So today we completed. What did we complete here? A few different things. Workshop 3 I circled them already. I can't find them. Oh, here we go. Crystal ball assessment. And oh, give yourself a pat on the back for being awesome. If you didn't already, give yourself a pat on the back. We'll be back tomorrow for workshop four and we'll be back on Friday for workshop five and our catch up. I adore you. Yes. Alita. Whole card for bingo. It's a whole card bingo game. Great question. Whole card bingo. Actually, I wonder. I did not check it and set it up to see. Oh, we would have some of these already. Yeah, whole card, all the cards. Get it, get it, get it. You're amazing. It has been fantastic being here with you today for the third workshop in our plan Profit Scale workshop series. We're going deeper. We are stepping further into that modern CEO role that so many of you said, yes, I am ready to get promoted to. If you said that on Monday, you are exactly in the right place and we're going to keep going deeper and deeper into that as we move through this together this week. In addition, if you have not said yes, I am ready to step into that modern CEO role. I want to invite you to check out that assessment that we did today and see if there's anything on there that you think might help you get you to the next level. As I mentioned, I can look at businesses and see what we have in place, how we are operating, how we are leading in our businesses and identify how it is going. I want you to move closer and closer to those always. And when we get that always in place, we are embodying it, we are elevating and things operate and run a whole lot more smoothly and the growth comes in unexpected ways. You wake up like, oh, okay, not only is my business working and people are buying my stuff, but I feel so good about how my business operates around how my business and my life are operating in alignment. And we're just going to continue to step further and further into that because you are stepping into that modern CEO role and looking at the elements of your business that are most important and they're going to get you where you need to be going. So good, so fun. So much love. You're amazing. You're amazing. You're amazing and you're right on time. I'll see you tonight for our VIP crew and I will see you or first thing in the morning depending on if our VIP crew is on the other side of the world. And I will see you tomorrow at 1pm U.S. eastern for our 3rd 4th workshop and our plan, profit scale series. Have a great afternoon, great day, great night, all the love. Thank you, thank you, thank you. Yes. You got this. We're gonna make some magic. I'll see you tomorrow.