Jaime Masters Making Millionaire Status Easy

Foreigners. Ryan Daniel Moran here. Welcome to Freedom Fast Lane. Today we're going to be joined by my good friend, Jamie Masters. Now, Jamie and I met several years ago, and I always knew that Jamie had a really great podcast called Eventual Millionaire. And I knew she had some really successful clients. But to be honest with you, I never really knew the process that she ran her clients through or how she helped them grow their businesses. But I kept hearing from my network how helpful working with her had been. So I wanted her to come on to Freedom Fast Lane and share a little bit about how she works with entrepreneurs. Her typical entrepreneur tends to have a million dollar business, and she works on scaling their business and helping them identify the things that will help them move forward faster. And I kept hearing from several friends that working with her had been really helpful. So I wanted to hear what her process was for looking at a business and working with the entrepreneur in order to identify what those pieces were that drove it forward. One of the things that she talks about is something that we've been working on a lot in the office of Freedom Fast Lane, and that's knowing our metrics and being able to scale our metrics and set projections based on those metrics. So Jamie talks about how she sets those as targets, because if you miss those targets, you're more likely to adjust to stay on track with the goal. And that's one of the things that she works on with her clients. We also talk about some of her processes for hiring and team building, and we work on how to identify those pieces that are really moving the business. One of the things that has kind of been a recurring theme here lately on Freedom Fast Lane, and certainly on this show as well with Jamie, has been really how we as entrepreneurs complicate the process so much and how we need to stay in that place of ease and flow because that's actually where we generate the most results. I have been practicing that lately and realizing it more and more that I've been in my way, my own way for quite some time just by complicating the process and not staying in those activities that really drive progress and are actually fun. So if you can relate to that, I think you'll get a lot out of this chat with Jamie Masters.

Jamie Masters, welcome to Freedom Fast Lane. Thanks for hanging out with us.

Thanks so much for having me, Ryan.

So, Jamie, we were on stage together at Freedom Fast Lane Live, and we were talking about the fact that you've interviewed maybe more millionaires than at least anyone I know, maybe anyone alive besides Maybe Amy Wilkinson, you guys can duke that one out. But what I'm curious about, something we talked about from stage that I kind of want to recap with you is those crossovers from those who really, who really made a big leap from playing small to playing big. And I know you've interviewed.

How many millionaires on eventual millionaire?

Over 300.

Over 300. Okay, so what have you seen be some of the correlations between some of your most successful millionaires that you've had on the show.

So I think that's a distinction. I think there's like levels of millionaires, no offense to them. I go based on net worth, by the way. So it's not just seven figure businesses, it's can you actually make a profit also? Because you know, that's kind of important in the role of business. So there's quite a few that are in the 1 to 3 or 4 million dollar net worth, but there's a lot more in the bigger camps that I want to pay attention to. And that's what you asked me for. Freedom, fast lane. So I ended up calling a bunch of people, a bunch of the millionaires that I interviewed that had done, you know, sold a $25 million company or more just to really go deeper and go, okay, what's that one thing, right? Because I know lots of pieces of this considering I've interviewed so many. But I wanted them to single out the one thing and the thing that came up over and over and over again was that they especially going from a million to 10 million right to eight figures instead of seven figures, was to know their strengths in business and only do those things and build a team around you. That's badass and amazing. I don't know if I'm allowed to swear with all the other stuff. You can bleep me out. Okay.

We've had Grant Cardone on the show. You can say whatever you want.

Jamie, Gary, Vee. Yeah.

That sounds normal. And that's the thing that's tough. And this is what we talked about on stage. Right? Okay, great. Thanks, Jamie. Appreciate it. I've heard that before. But letting that actually sink in and actually doing those things is different.

How have you, since putting that piece together, how have you started to implement that in your own business, in your own practice?

So what's so funny is, I mean, it's a constant tweaking process anyway. It's not as though you can just go one day, oh, done. I'm just going to only do my strengths. Right. But the interesting thing is, is that just in general, in the practice that we keep moving forward with, I try and get off of my plate as many of the small things. I know that I am horrible at details, right? That's why I have other people around me that are way better at details than I am. And so as long as you keep pushing things off your plate over and over and over again, the things that your strengths rise to the top, right? The things that you and only you can do in your business start rising to the top. So it's sort of an amalgam of doing more of what you have. But that's only after you free up the time by giving the other stuff because that stuff still has to be done to somebody else.

How did you identify when first going through that process of what your strengths are? A lot of people think that they're strong at something, but really it's just they're the only one on the team that currently does it. It really has nothing to do with what their actual strengths are. So how did you identify that?

This is what's so hilarious, because I was a project manager in my corporate career for a video on demand company and yet I hate details. So I didn't. I was like gritting my teeth and just doing it. And I was good at it. Don't get me wrong. I got promoted a lot and man, it was not necessarily fun. Now I'm a planner, so it sort of worked out okay. I just assumed that was my strengths. Even when I started interviewing millionaires, I had no idea if I was actually going to be good at it or not. To tell you the truth, I never interviewed anyone. I was a coach, so I was like, I can ask questions, right? Yay. So but what it turns out is I started doing the millionaire interviews and it comes so easy to me now, especially after I've done 300. Right at the beginning, it wasn't so easy. And the detail stuff has continued to be difficult for me where it takes a lot more effort and I have to like. My brain goes into like zombie mode when I start looking at too many details and I really have to make myself do the work right. But with interviews or with coaching or with whatever, it becomes so easy. There's a thing called Einstein time. Have you ever heard of Einstein time?

I don't think I ever have, no.

So there's a difference between Newtonian time, which is beforehand what we believed was.

True, which I feel like I'm about to get smarter. Whatever is about to happen, I'm about to get smarter.

You Totally. Will hang out with me a little more, right? No, I'm kidding. So time is that time is fixed, right? So it is a second is a second is a second is a second. But when Einstein came up, he was like, okay, that's actually not true. So you know when you put your hand on a hot stove and it feels like forever, you're like, oh, my gosh, the second that I had it on there feels like forever. Or when you're doing something really, really difficult. Right. It can be like, ah. But when you're in the flow and you're working on an article and things seem to be going really, really amazing, you can get a ridiculous amount done in a short period of time. Or the time just goes by so quickly. Let's say you're in love and you're going out on a date, and it's like, oh, my gosh, I can't believe it's been three hours. That was utterly fantastic. So time is flexible. I mean, it's a created thing, right? So when we start noticing when the time starts to flow, that, to me, is one indication that that's your strength. Does that make sense?

I'm interested in the fact that in. Nowhere in that did you identify revenue. Yeah. You didn't identify any piece of what drives revenue. But I have noticed that when I'm in that state, that revenue is almost. It just kind of shows up because I'm operating at my best. Have you had the same experience or do you put more of a number to each activity?

Okay, so there's the logic side and there's the flow side. Right. And I love both of them. Don't get me wrong, you cannot not pay attention to revenue. That's sort of the whole point. But in order to start identifying what those key things are, it's not necessarily just revenue. Like, if you're the CEO, but you're amazing at sales, you. You could also hire a better sales guy than you. Right? And then you don't have to do that stuff. And he's necessarily driving revenue, more revenue than you are. So to me, it's not necessarily just about I'm bringing in this much revenue, and me being strategic makes a huge difference. And whatever those pieces are, don't get me wrong, like, do not forget about those. Like, if you're amazing at being a salesperson and you can't find anybody that's even close to you, stick with that. That's awesome. That's definitely one of your strengths. And. And if you feel like you're pulling teeth every single time you do it. That sucks. That's not the life you want to live. Right. So even if you're really amazing at it, that doesn't necessarily mean that's one of your quote unquote strengths. Right. Because we want happiness and money, not just money. Does that make sense?

I am learning this lesson slower than I should, and I'm learning it as a result of pain points because I've built certain businesses that are plateaued unless I get out of the way. And this has been. This has been a difficult thing for me to do. I'm getting better at it. But I know you work with a lot of students like me. You coach a lot of people.

Scott Volker has been on the show and publicly said you helped him really scale a business that he wasn't sure how he was going to scale. So how are you identifying that in some of your students? And you can use me as the example of how are you identifying those pieces that you can move around and prioritize in order to help that business scale?

That is a great question. So it's really diving in to what's going on right now and what's working and what's not working. It is really not rocket science. Right. So I like to say that business is simple. It's not easy. Right. So when you actually look at all the pieces and parts, one of the things we usually do is hash out all of the things we're working on. Right. Great. Yay. These are all the hats I'm wearing. So we usually be like an org chart or something like that. Most people are like, really, Jamie? Do I have to do an org chart? Come on. Right. But I usually work with million dollar plus businesses. They usually some type of team or something like that that they're working with. So we start with that. And there's usually never enough resources anyway. Right. As a small business owner, you're like dealing with cash flow and you're dealing with trying to make everything work and leveling up stuff and having marketing tactics not necessarily work like you hope them to. There's just a thousand things going on. So what we do is we just map it all out because their leverage and scaling is usually logic. Right. Get in front of more of the right type of people, sell more things, assuming you have the conversions. Right, Right. So I mean, it's not. It's not this crazy nutso type thing. And then when you have an issue, Right. You look at that one thing. What I think people do is they just get so overwhelmed with all the little problems that we have. This is why we need an outside perspective of someone going, oh, well, why don't you just flip this? And it's amazing what those little tweaks end up doing or putting a process around it so they feel like, oh, all I have to do first is this. All I have to do second is this. And it makes it way easier to accomplish the things and the small tweaks that they want to accomplish. And I know that's sort of high level because it depends on different businesses.

Let's micro that a bit.

Sure.

So it sounds like you start off with what is working and what isn't. And we look at, okay, are these things that aren't working really? First of all, are they ever going to work? Are they ever going to drive revenues or drive happiness? Either one. And which ones can we spin off as soon as possible so that we free up time in order to focus on the things that are working or do create revenue or do create that growth that we need? And I've known from my life that that's a constant process I'm doing. When I get to a different level, it's a different set of things that are working and aren't working and that I need to hand off to somebody else. You mentioned sales, something I just recently handed off to somebody else because I've got other. I've got to drive leads and attention and growth advising. Well, thank you. So I've noticed that I have to constantly repeat that process. Am I getting the process that you're outlining down correctly?

Yes. And it. So each process, there's a system that I like to say for each different level that you're at. Right. So if you, if your goal is to make 10 grand a month, your focus mostly is reiterating your sales and marketing processes. Right. You're just like, keep going and then delegating all the admin stuff that you can and just trying to really get that machine with distribution and marketing all working. Right. So you're like, okay, and then 20,000, 30,000, right. As you keep going and keep going and keep going, it's less about that because you already know what is working currently. Right. So we try and level those pieces up. It's like a, it's a, it's a circle, Right. Like you're saying. So it's problem solving and testing. So what I like to say is you, you get knowledge, right? You're like, oh, okay, I think I understand this. Right. And you have to test it and you get the Results on whether it worked or not. And if it didn't work, you got to go get new knowledge.

Right.

And then test it again and then get the results back. Right. Keep what's working, get rid of what's not working. Again, I know this sounds really simplistic. It's so hard to do in your own business unless you are sort of that main problem solver testing type person. So. But that's pretty much the process, right? Knowledge testing results. Knowledge testing results over and over and over again.

Jamie, I want to talk a little bit about eventual Millionaire as a business because you have built up an audience and that was kind of how it started. And then you had to transition out of the corporate world. I know that you built up an audience and that has become your business that did that. But I don't think that it was a straight jump that you had. You just left the corporate world, started a podcast and money floated from the sky. I actually floats from the sky. I actually don't know how that evolved. And there's a lot of people who have audiences or want to have audiences, but they don't know how to scale them. So how did you scale yours and make it profitable?

We're not really good friends if you don't know my story.

All right.

So, yeah. So what ended up happening? I quit my corporate job when I was pregnant, by the way, and I had nothing to go to afterwards. It was great. I paid off 70 grand in debt, so that way I didn't have to worry about that sort of thing and saved up six months of expenses because I made six figures when I was 22, 23, which was awesome and sucked, by the way. So moving to, oh crap, I have no money coming in. I called it income at the time. Right. I'm so used to business notes. It's revenue. I just did project managing stuff to sort of make ends meet, even though I wasn't very good at it, apparently. And then I found a mentor. So I've actually been a business coach for over nine years. My site has only been up for six. So I was sort of offline pounding the pavement, working with plumbing companies and landscaping companies and really like blue collar businesses that were usually doing 1 to 3 million a year when I was 24, 25, before I ever went online. But I'm a geek, I have a degree in it. So I was like, why am I running around? And I'm from Maine, right? So when I was in Maine, I was like driving around constantly because I. Everything in Maine is really far away. Like I am wasting so much time. So I decided to go online. Had no idea anything about online marketing really, just that I like social media. And I was geeky again six years ago. So podcasts weren't even really that big way back then. So I started a blog just to test and start learning some of those pieces. And what's funny is I got people that knew online marketing way better than me surrounding me in order to figure that stuff out. Because I knew I'm not the type of person that wants to just read everything. Don't get me wrong, I love reading. I just want someone to tell me what to do, right? Like look at my situation. You know more than me. Just tell me what to do, I'll go do it. That's way faster than me researching forever. And I love research, don't get me wrong. But I was in a hurry. So I ended up asking people like Pat Flynn to be in my mastermind group. He ended up saying yes. After saying no at first, I ended up getting a mentor. I did project management work. Actually. I ended up doing business coaching work for him just so that way I could get him to just tell me what to do on my site. So that was sort of getting the foundational pieces correct. Because I feel like if you don't have the foundational pieces or you're wishy washy about the whole thing. Because I was quite wishy washy at first. I had a site called businesslevelup.com too. It was going to be all about. I know, right? Come on. Awesome. I'm such a geek. It was about leveling up anyway. You don't even get it. You're not a geek like me. So. But I built out the website and everything and I was like going back and forth on it, right? And having somebody just sort of slap me across the face and be like, work on one thing. This is good. Like keep moving forward on this. I almost gave up eventual millionaire six months in.

Yeah, well, I thought it wasn't working, right? I had 500 subscribers and I was like, this is getting a little ridiculous. I'm spending so much time and I didn't really get any good qualified prospects out of it at all. Like everybody I talked to had no money. I'm like, these are not million dollar businesses in any way, shape or form. I'm not sure this isn't working. My messaging was very off. So being able to have somebody tell you like what to do and what to change. And the only reason why I kept going with it to Tell you the truth, because I was actually going to stop it completely was because CNN called me. They. They saw one of the articles that I wrote on a guest post, and then I was on Yahoo's homepage and a whole bunch of magazines all in a week, and I was like, huh, Maybe I'm onto something.

So I kept it.

I want to go into that, actually, because so many people give up so early, and it's not for any lack of reason. They've justified to themselves that there is indeed nothing here and that nothing's working. So as a result, they give up. And it's cool to hear the story of, well, then one day it happened, you know, then one day I stumbled into some success. Do you think that it's possible to manufacture that? And do you think that if concerted effort was given to those breakthroughs, that people could succeed a lot faster? I ask this in the context of you coach successful people, and people come to you when they're either stuck or they come to you when they've got something moving, but they're not sure how they're gonna make it, quote, work. So do you. Do you think that those breakthroughs can be manufactured? And if so, how.

So? Luck favors people that take a bunch of action, right? So. So, yeah, so it can't, quote, unquote, be manufactured, right? But we can put enough things in to get more things out, right? So what we talk about, I have a program called Six Figure Mastermind, right? So it's everybody that's making over six figures and they want to do a million. And what we talk about every single week are small wins, right? We don't talk about huge wins. Those small wins are those things that add up as long as we're doing. I call them active actions, right? The ones that get you outside of your comfort zone and actually align with your goal. I think people do what I call passive actions way too much. They're just randomly doing stuff that doesn't actually affect the bottom line, the goal that they have, and it doesn't really push them. So I have them focus on these active actions, and the more. And the more they do seed what happens later. Does that make sense? So it's not as though we can, quote, unquote, manufacture it. I don't know if your business isn't doing that well and it's a market problem, like a trend, like the whole entire place is crashing. Well, no, I don't think we can manufacture something like that. But if you keep seeding as much as humanly possible, and putting more and more and more in, you'll get more out. It really. It really makes a huge difference to know how much you're putting in versus how much you're getting out. I mean, I had a client, she was mate, she was in my Hustlers program. I have this group coaching program also. And she was making maybe $5,000 at the beginning, right. She ended up being in Hustlers for. It's a three month program, but she kept joining, rejoining. Right, because we allow you to just keep being in it. So she was in it for about eight months or so this year. She did it all of last year. This year she went from making, you know, about $5,000 a month at the beginning of last year, she already closed. I think it was like $214,000 in business so far by February of this year. And she goes, oh, it's because I seeded so much. I'm like, yes, exactly. So it takes that commitment to one thing and then the action to actually go into it and see results. And I think people give up. It takes a freaking lot longer than anybody expects. Just double the time that you think it's gonna take and give yourself at least that.

I completely agree. And I love the verbiage that you're using as well. I have said this in an old episode that if you haven't heard, it's worth going back listening to the first one I ever did with Jesse Elder in which he said, life is the process of harvesting seeds that have been planned, planted months and years before. And you can't change situations immediately. What you can do is plant new seeds. And that process of looking ahead and saying, what do I want my life to look like six months from now? And starting to plant those seeds has been a completely different shift than this reactivity of, I'm not happy with this, so I got to change it or burn it down or cut it or do something different, go in a different direction of simply just planting new seeds. That's how most of my businesses started planting seeds and harvesting the ones that grew the fastest. And that's totally cool to do rather than just following a formula or doing what worked for somebody else. That has been my experience. So I completely agree with what you're saying. And so would one of my favorite books ever, the Slight Edge, Jeff Olson, where he says, we expect these quantum leaps. We expect to get on Yahoo. We expect to get on cnn. Those are quantum leaps and they happen, but they happen as the result of those daily habits that you are doing in Order to drive whatever result you want. So, Jamie, how are you identifying those daily habits that some of your clients or your students are looking to develop? I have my process. I'd be curious in hearing yours.

Definitely. So I've asked a ton of millionaires this, right? I want to learn from people that are doing it on exactly what they do, and then just take what they do. And I always want the numbers to show me I'm very analytical. So it's not about, oh, this guy said, this is the most important thing. I'm just going to follow that. I want to know what 300 people that our millionaires think, and then I'll do what they. What the majority says, Right? So for me, specifically, what I have a lot of my clients do and what I do too, is we break down whatever the goals are, right? Because the problem is that when you have a big goal, right, let's say I want to make six figures or I want to make a million or whatever it is, you're like, okay, great. So you break it up to a month, and even at a month level, you're like, okay, $83,333. That's to a million. What do we have to do every single day? So we'll actually break it down to a revenue goal every day, depending on what type of business model you have. Right? Same thing with health. Same thing with whatever it possibly is. We metric the heck out of it as much as humanly possible. So you know what has to happen every single day. So for my six figure mastermind, they're completely broken up into what needs to happen every single month and every single day. And then they go and they. I really look for inspired action. As much as you can, right? Because when we get really inspired and excited, like, I do daily meditation, and so in my meditations, I actually keep a little piece of paper next to me. I'm. I'm. It's hard for me to turn off my brain, right? So I have to meditate more. But during those meditation sessions, I get the best ideas ever. This is also why in the shower, I have, like, a notepad, right? A waterproof notepad. So you can write stuff down. Oh, yeah. So being able to really write down those ideas that make a difference, that will start to change the things in your business. I do that all the time, as much as humanly possible, because those are those. Those things you get really excited of, especially if you can do them quickly, then you can be like, oh, this is fun. And then I do that. That's that where I feel that flow state a lot more. Right. So I've learned those things along the way. I mean, I even asked millionaires like, what they eat because I was, I was curious, are they all like paleo or whatever?

Right.

Because I know that eating better also affects my mental state in general. There was not one specific eating pattern in any way, shape or form from any of them. So there goes. But I guess that's the whole point, right? Finding out what works for you specifically if there isn't a majority also makes a huge difference. But it's, it's again, it's that slight edge thing, which I haven't read that book though I've heard it's amazing. It's tweaking small things that really make a difference. Like at the very beginning, when I started meditating over eight years ago and I had children, I was like, I need to meditate. So you know. Right. And so I would, I could only do five to 10 minutes at a time. I was like, this is ridiculous. And now I do like an hour as often as I possibly can, depending on my schedule. So it's an evolutionary process. And when you were talking about that succeeding that six months and what Jesse Elder was saying, hey, Jesse is so eloquent. He's insane. It's annoying. Sometimes I say things great. He does, man, I'm gonna see him on Saturday. But that's the thing that's so amazing what you were talking about this, the six months. Right. It's the commitment to that six months. So whatever those habits are, need to align with that commitment. Instead of being all wishy washy of going like, oh, I, I'm gonna do this every single day. Because I heard Miracle morning, Hal Elrond told me to wake up early, so I'm gonna wake up early.

I hate wake up. I a hundred percent agree.

If you have not heard my process for basically gamifying this, I call it the Tribe 5, which is essentially setting your 90 day targets and then developing your daily habits out of those targets. There's a podcast you can go listen to called Tribe 5. It's on the morning routine in each of those five areas. Giving yourself a daily habit in order to drive that result. Sounds like you're doing the same thing in a business. What activities or what input revenue did you drive here? And let's scale that so that we can hit this goal of a million dollars or a six figure business or whatever it is.

The thing about breaking it up from a year to 90 days means that 90 days is a short enough period of time that you can feel like it's coming soon, right? It's like, okay, this movie's coming out, it's soon. Three months, okay, six months, I'm gonna forget, right? But 90 days where you can actually end up seeing the results and actually making sure that you take the time to measure those results to make sure that they're true. Because our brains sometimes are inaccurate with numbers. I'm usually like, oh, I think it was like our CPL for this was like this much, right? And then my guys are like, no, Jamie, it was this. I was like, oh, okay. Make sure that you're not going after your brain. You're actually keeping track of it as much as humanly possible. Does that make sense?

It makes, it makes total sense. And I found that even we even had Todd Herman on the podcast who's talked about how that amount of time is just enough to inspire your brain to go after it. Like you said, it's like the thing is coming out, 90 days is enough to look forward to it, and yet long enough for you to able to break it up into a chunkable set of actions that you can fulfill on a daily basis.

Well, I think the thing is too, is that because we're constantly tweaking that year long goal, what your action plan is for each one is most likely going to change now that you have more information. So like with Six Figure Mastermind, we do a quarterly goal setting session again to revamp the goal every single time. Because let's say you're in the first quarter and you end up making more or less than you expected, that changes what your targets are daily for the entire rest of the year. Right. So we really need to make sure we are tweaking those things. My mentor when I first started in business would always say, a business plan is never finished. Right. And now I don't believe in business plans. I believe in like a two page document that sort of says our outline of exactly what we need to do. But it's always moving, it's always changing. We learn something new every single day about ourselves, about the company, about the marketing, about our avatar. And that affects our decisions for what we do moving forward.

Anyway, Jamie, I want to pivot a bit here because we made a promise and we haven't fulfilled that promise yet. And that was on stage at Freedom Fast Lane Live. We promised that we would do at least a short talk on something that you called, I think the culture Index, which was something that I wasn't familiar with. And you said that it kind of turned your company on its head. And that was about all we said about it. And we promised that we would follow up via podcast about it. So would you talk a little bit about that process and how it impacted your business?

Yes. So I am all for tests. Right. Myers Briggs, Colby, like, everything I could get my hands on. I take tests just because I'm always looking for a little more information. Right. I told you I was a little analytical and logistical. Right.

You said you're a geek and I'm a dork, so we're related somehow.

Nobody self identifies as a dork. Wow, I'm impressed with you.

Right. I'm a big dork with a big dream, Jamie.

Aw, that's so cute. So when you're. When I'm moving forward and trying to figure out what the best options are, a lot of the times when I was hiring beforehand, I would use the disc assessment and a values assessment that I have. Sometimes I'd find out they're Myers Briggs, but I was just trying to get more information besides what they were just telling me. Right. Because anybody can say that they're awesome in an interview and be like, no, I'm amazing. These are all the amazing things I did. Right. And of course, they're putting their best foot forward. And I want to know behind the scenes, what happens. So the story we talked about before is that I met a millionaire. His name is Doug Kisgen. And he ended up going, oh, let me have you take a whole bunch of tests. My whole team before I interviewed him. And I was just like, okay, whatever. I didn't even know what it was for, to tell you the truth. I didn't even think it was, like, an assessment. He said it was a survey. I was like, oh, okay, I'll take a survey. Great. And it turned out that. That my executive assistant was not a good fit for the role, which I had found out beforehand because I fired her two days before I ended up interviewing. Yeah. So when he's like, I don't think she's a good fit, I was like, I fired her two days ago, so I'm really glad you confirmed it. And he said all the exact reasons as to why it wasn't a very good fit. One is, I really needed somebody that was really detail oriented. She's great at customer service. Super sweet, but not detail oriented. Things kept dropping over and over and over again, and I was like, what the heck is this thing that tells me whether somebody's detail oriented or not? Like, to a Crazy degree. And so he went over my results too, and he said that my personality is perfect for interviewing and went over all the stuff as to the reasons why. And I'm like, really? So one of the things that it does, which is really great, is it talks about.

What role you. Because that's the whole point of the culture, right? What role for your strengths are you good for within the company? So it doesn't necessarily mean that because you have always been an executive assistant, you make a good executive assistant, even if you know all the roles and responsibilities. Right. It's like, what is those strengths that you innately have? How do those align with the position? And so what I ended up doing, I ended up hiring him. And then whenever I've hired in the past year before we have them take the Culture index as the very first step, I don't even get their resume beforehand. I don't care about their qualifications. Oh, yeah, it saves me so much time because if they aren't close, I don't have to do anything. So they'll take out the culture. They'll take the culture index. And I think out of. I mean, for my executive assistant that we rehired, I think we had like 400 resumes. And I literally only talked to like maybe five people.

Oh, wow.

Because only five. Well, yeah, it makes a huge difference in general just for time wise, but it's really hard to score really well for the specific positions. Like, it's kind of crazy. And so he would give me the best candidates and he would tell me a little bit about each one. Like, this person is not good at making decisions. So as long as you tell them exactly what to do, they will carry it out really, really well. But don't expect them to ever move up into like a CMO role or a COO role because they can't actually make decisions. And it's like, oh, interesting. Because that. And don't get me wrong, take every test with a grain of salt. Of course, I still have them take the disc and a bunch of other tests. They hate my hiring process, I'm sure, because we go through like four different tests that we run them through, but take all of that information and then make the best decision with what you have. Does that make sense?

Yeah, it makes total sense. And so this is basically an evaluation and they give you a score, they put you into a different. A specific profile to where you would be best. Is that accurate?

Yeah. So at the very beginning, you determine what the role is first. And Culture index has a ridiculous amount Already predetermined. Right. And then you get a percentage of how well they match. So what's interesting is, like, if I take that test for that role, I'll get a zero percent, because I want the opposite of me. Right. So when you look at other people, sometimes they'll get, you know, 5%, 20%, something like that. What you're looking for, and the highest I've ever seen anybody take it out, which is what my executive assistant now has, she had a long time ago when she took it, is 89%. Right. So there is no. I mean, I've never seen 100%. So what you're looking for is getting a little bit closer. So it doesn't necessarily mean that they have to be 89%, because each. There's different nuances within it. I hired somebody that was only 66% technically, but had a lot of the other things. So I knew. And Doug let me know. These are going to be the issues that you're going to see with them. As long as you're okay with that, you're good. It's a really interesting piece that you can know some of the issues in advance as much as you can, and start trying to make processes and systems to make it better.

Yeah. Thank you for that. It sounds like something I don't incorporate, but should we just use the Colby for now? Which has been very, very helpful, but adding in a different layer like that sounds incredibly helpful, especially for those who are in that position that want to implement what you've talked about, identifying these pieces that are effortless and drive growth and getting these things off of our plate that are holding us back, that take up our time and being able to build that team that helps us build a company that's bigger than ourselves and allows us to both make money and be happy. And that seems like a really nice tool in the tool belt to make that process a lot easier.

Definitely.

Well, Jamie, this has been so valuable. Thank you for sharing some of your wisdom with us on Freedom Fast Lane. Thanks for hanging out with us. Keep on changing the world. And it was good hanging out with you.

You too. Take care. Have an amazing day, everyone.

One of the things that Jamie clarified after this podcast was that the Culture Index is often done by a consultant, somebody who is well versed in the process and can advise you on the results of the Culture Index. So she gave a referral link. She didn't. She was not affiliated with this person at all, but someone that she used when she was running the process. And that link was@kisgingroup.com that was K I S G E.

And she recommended that person as an outside advisor for the Culture Index. So if that's something that you want to run with your company, if you're scaling your team, that's who she used when she was running the Culture Index process. Hey, I hope you enjoyed today's chat with Jamie Masters. If you found value in it and you know of an entrepreneur who's scaling their business, please share this episode with them. And please subscribe over at itunes or on your podcast app so you don't miss any of the shows. Here at Freedom Fast Lane. We believe here that entrepreneurs and capitalism are the way forward, are the way that we solve the world's problems, and we need as many empowered entrepreneurs as possible. We believe that wealth is infinite and then it can be created with innovation, with new products and services, and that it is your duty to maximize your position in the marketplace. And it is the greatest gift that you can give to both the world, to those less fortunate, to your family. And that is how we progress as a society. As always, thanks for listening to the show and we'll see you on the next episode.