https://www.listennotes.com/e/d5fc4b3b165e44cbbee87ab83754bd8b

Howdy. I'm Leslie Hassler with your biz rules. And you're listening to EA interviews.

EA interviews, episode 545, inspiration, transformation, success stories and the imperfect action round. Seven days a week, join Mario Ficcini for today's expert authority effect interview. So you have a business, but do you really? Now this is kind of a trick question because there's a lot of you listening that have businesses and you go, I have a business and I'm an entrepreneur, founder, CEO, all these things. But when I get behind closed doors with you, like the mastermind I'm going to next week. And just one on one or even with talking to people with our authors and stuff, almost all of us, and I'll raise my hand first, it's like, do you have a business or does the business have you? And I was just having an illuminating conversation with Leslie before we got started. So much so that I was like, I actually have to hit these buttons and start this thing. But she is a super intelligent, forward focused businesswoman who is going to help us not only grow the business, fix the problems, but something we're all looking to do, scale it. Okay. And I already promised her I'm going to be asking her about how to grow the team and have a strong team. She was telling me stuff and I'm like, okay, we got to capture this on camera and I want to bring it to you. So I'm excited to have none other than Leslie Hassler right after we thank our sponsor. Every business needs a book, including yours. And that's why I'm launching my new book to help you, regardless of where you think your current writing abilities are. Visit eapublishingmethodbook.com today to learn the seven steps to publish and promote your nonfiction, lead and profit generating business book in eight weeks. Once again, that's eapublishingmethodbook.com Here she is, ladies and gentlemen, Leslie Hassler. Leslie, how are you feeling today?

Well, thanks for having me, Mario.

Oh, it's my pleasure. I mean, you're a total rock star and what you exemplify everything you're talking about. And what I loved about what you were saying is you help people build rockstar teams and help them scale and grow. And I was trying to get some of the secrets out of you. Like, how do you do this? Because I know so many entrepreneurs have had great ones on the show, clients of ours, whatever the case is, but behind the closed doors, almost everyone has some sort of problem. Is this what you find?

Yeah, you know, we're not going to go out into the marketplace or out at a networking event and air our dirty laundry at all. But the truth of it is, some do true that. The truth of it is, though growth, and growth especially is messy, it is inefficient, it creates problems, it. It is its own little beastie. But it's necessary, right? Scal scaling is often the opportunity to where it should go smoothly. If you built the foundations right, it should just churn and should be able to be profitable and attain a speed that you haven't seen before in your business. But, you know, as with everything, growth and scalability get intermixed and intermingled and one person's scaling is another person's growth. So it's suffice this to say, if you're going to be ambitious, if you're going to grow and scale, you're going to create some problems along the way that really, as an entrepreneur, it's your job to solve. I just think that we can get overwhelmed by the sheer number, especially if the growth that we're up against wasn't planned or we didn't know how to plan for it, how to mitigate all the risks that pop up. So, yeah, we all have issues that we're trying to solve. Even I have the same in my own business. But that's partly because today in your business, you've never been here. It's your first day, it's your first rodeo in a lot of ways. And I've been an entrepreneur for 17 years. I can't really say I've ever had two days the same.

That's very true, very true. Insightful. And I don't like it though, because isn't that picture where it says success, start down here and then wait, where are we going? Yeah, so it's like this, and you just go up that thing and it's a straight line and it's like, start a business, make your millions of dollars a month tomorrow. Isn't that how it works?

Yeah, that's. That makes a great social media meme.

So I'm tired of the loop de loops. And isn't there another rule that says if you've been doing this more than five or ten years, you can, you catch a break and it's smooth sailing from that point on?

No. So here's the difference and here's one of the things I think of. I think when you're in a corporate track, you can have a more line designation because every step is usually mapped out like, you know, I'M going to start out at this position in two years, I'll be at this position in four years, I'll be at a VP at five.

You're also insulated. All that other jazz is going on, but it might not be touching you.

Exactly. And there's probably a lot of structure around you, and you don't get to play outside the lines too often, depending on your job.

What?

Was that boring? Did I hear boring? A little bit, yeah. Welcome to entrepreneurship, which is why we're attracted to. Attracted to it, right? It's a lot of freedom. It's a lot of creativity. You get to craft your own reality. It's just sometimes along the way, we don't realize how we're crafting a reality we don't really want. And because there's more freedom to choose, we can sometimes make a decision in year one that actually turns out to be a really bad idea in year five. Or we could choose a really great decision in year one that works for us. 5, 10, and 20 years. I just like to say that owning a small business or any kind of business is a bit like the wild, wild west. Everything works. Nothing works. You know, you get some tumbleweeds blowing by one day and your gold rush the next. You know, it is just. It is unpredictable. It's the nature of the beast. I'm okay with it, though, because I thrive on change. One of the few people that actually does. But I do think that if you're looking for stability, security, and stableness in that vein, you might get a little disappointed, or you might get emotionally attached to the stage you're in when it's just part of the journey.

I agree 100%, and I'm going to say something I don't ever think I've ever done before and insult everyone listening. Why are entrepreneurs so stupid? Also, myself included? Because you have this chaotic thing. Your goal is to get it stable. You get it stable, and then you go, this is too boring, or, I need a new challenge. And then you go to that next level and you create the chaos over again instead of just riding out. Why is that?

Because we're addicted to the challenge in some ways. So I do think that there's a certain level of achievement we feel, when you've tamed the calm, the chaos, if you were. And to have that moment of stability. And actually, here's the thing, like, that moment where you start to feel a little bit of stability could be the indicator you're going into a period of scalability. And then that if you Break it all down too soon. You're actually pushing yourself backwards, then forwards. But we like the thrill of the chase.

What about complacency? What if you're going, I don't want to get complacent. What if that's the justification?

I'm all for that. Right. I truly believe in business, if you're not growing or scaling, you're dying. You're slowly dying. Right. So complacency isn't necessarily what I'm advocating for, but what I'm more advocating for is a more strategic approach in understanding that even Formula one cars, some of the most finely tuned machines, take pit stops. And those pit stops. I'm a big Formula one gal. I don't know. And I like.

I was just looking up some facts. They're bringing back the V10s.

Ooh. When we could have a whole nother conversation with that.

I think in a couple of years or something. They're phasing out the hybrids, and then I saw comments that were like, what about a hybrid V10?

Oh, interesting. Okay. So anyways, the. The.

That's a good point with the race driver, because they don't go 24 hours. You have to stop at some point.

And they're strategic about it. Right. It's like, where are they? How far apart are they? Did the person that's right behind them that's about to eclipse them, did they just go in? Do they think their position. They can get out of the pit stop, you know, in such a period of time to where they won't lose a lap? I mean, all of this strategy goes into that pit stop stop, along with tire changes and hardness of tires and weather conditions. Right. So it's as fast as they're moving. They still understand the value of a pause. I think to some extent, we can be adrenaline junkies as entrepreneurs and not use those pauses in a strategic measure to get us to the next level. Just a thought.

I like that. And I'll throw in how many people are running their business without active suspension? They're just hoping the whole. The whole race is going to be the same way and the corners are all going to be the same degrees.

That has never happened, I think, to a certain extent, because we're. We're goal oriented. I like to say, like an entrepreneur will run. Run a race, right. They'll have a finish. They'll get six inches in front of that finish line, and then they move it. Right. So we never quite get across the finish line because to your point, by the time we get There. It's not good enough. I could have done better, could have done faster. We need to try it bigger, whatever it is, so we diminish our thing, our results, instead of realizing that it's more, much more of a journey. It's not like you're running a single race. You're running a marathon over years, and you want to have enough leftover of you when you get to wherever you're going.

Yeah.

To make it all worth it, you know, so it's, It's. It is this delicate balance that we have to do. The ying and the yang, the pause and the go, the, you know, being inspired by intuition but taking strategic action. It is an art for sure, full of a lot of science.

So I'm going to do the smoothest transition here ever without letting anyone know, because it's a perfect point to bring up the team. And I know people that like entrepreneurship for they're in control. They can run it. They can have everything their way. But I do know it's nearly impossible to scale unless you build out a team. You can't do it all on your own. There's a breaking point at some point, and it's sooner than you think. So how do you segue into the team and go, okay, I need one person, I need two people, I need five people, I need 10 people. And I know it varies between business, but how do you balance that? I want to be aggressive, but to your point, I still want something left over so I can enjoy this. Or maybe with the team, you can still go as fast as you could on your own, but it's not going to burn you out.

Yeah, there's a lot in there. I think the first thing is to know what you're growing, where you're growing to, or what your ultimate goal is, you know, and I'll put my big, crazy goal out there. Like, ultimately, I'm building a $10 million business.

Good for you.

Today, am I making decision of the revenue that I have today, or am I making a decision as a $10 million business? That's a key question to be asking. That does put you on the hairy edge of scary, because you're making decisions outside of your comfort zone. But it's important to know what you're building to. So does a hiring decision today make sense and move me towards that goal, or does holding it off do better like you? Just when you start to take some of these decisions with a longer viewpoint, if you would. Which is exactly what we're saying with our racing analogy and. And the cars and everything is you've got to have a broader view of what your ultimate goal is to that you're trying to achieve. That's a big cue. Two is a lot of our businesses and the people that we're working with families a strong value proposition. So being at kid events or being there for vacations and things like that, we have to make this possible. Well, that's not sustainable if it's only you and the business relies on everything you do. Team, like you said, value an important aspect to building this out, but so are systems, processes and technology. They all go together to create leverage. And that is what we're trying to do in a small business is be able to do more with what you have, be able to get a bigger impact with the resources that you have and grow that over time. That first decision, you are right. I loved it when you said it's often sooner than you think. That first decision to hire that first person needs to be at a point in time that it's probably going to be about 150, $200,000 for a lot of people. Sometimes it's a little sooner, depending on what you want for your quality of life. But it' within that aspect. Here's why people find it to be such a challenging decision though. As human beings in the western world, we have been raised to value the work that we do ourselves.

Why is that?

I think one is we have that hard work ethic, right? And through the course of either growing up, education, corporate experience, whatever it is, somewhere along the way you were taught that the person that will get it across the finish line is yourself. You've had a partner or a team that didn't support you. You've had somebody else that was on a project with you that didn't pull their weight. You've proven to yourself that you can be successful through your own efforts in small business, hey, that is great. You're going to get. You're going to get some traction outside of the door. But it does get to a point to where it starts to work against you. Because your, your evolution as the owner needs to move from being the one who does all the work to ensuring that you're the one who gets the work, that ensures the work gets done, which generally means other people are doing the work. But you set up a system and a structure that gives an output nearly similar or better than what you would do yourself. That that process is not very strategic. For a lot of people, it's hey, Mario, I'm going to hire you to Do a task. Do the task. Because after all I hired you, you should know how to do it. Right? It doesn't. It falls. I think it falls flat on the face.

Are you saying it should be more strategic and have an SOP with a checklist and a some.

I think it should be more strategic. I think you should also be considering. One of the decisions we go through is are we hiring for a task or are we hiring for a result?

Oh.

Okay. So if you hire for a task and Mario, I'm hiring you to do my task, you come into my company to do the task. Now I'm managing you to manage the task versus I say, Mario, here's our goal, here's the result that I want from you. I am here to support you. Here's the process as we've had it. I want you to go through it about three times. Then I want you to tell me how we can improve it. If you find a bit of better, faster quality way phenomenal, let's document that. Let's turn it into our own system. Let's evolve and improve. There's a certain empowerment when I'm like, I'm hiring you for the result because now go back to our previous conversation about hard work. You're inspired to be successful versus me micromanaging. Have you, have you checked the email yet? Have you this up? Did you write that X, Y and Z as part of the task? Like there's just a different energy around, around how you, how you hire and how you manage? I truly believe that most people want to do a good job. They want to be, they want to add a girl out, a boy, right?

So otherwise why would they be working there or at all?

Majority of the employees that come to work for a small business, they're not necessarily coming for the pay, they're not necessarily coming for the benefits. Because those, let's be honest, nine times out of 10 are under par compared to a corporate organization. They're coming from the opportunity. They're coming for the ability to impact, to be a part of something, maybe to have more freedom, more autonomy, more flexibility. If you structure, in my, my viewpoint, if you over structure this in a corporate kind of mentality, you're working against all the reasons that somebody's come to you in the first place. But if you structure that job and that employee's experience to give them what it is that they said they wanted, freedom, autonomy, flexibility, then they show up differently.

I love everything you're saying. There is so much more I want to ask you and I'M like, okay, five questions. Which one do I go with? I'm going to ask you, where do you find them? Because I, I feel, I feel one of our listeners is going, okay, where do you find these magical people?

Magical people. I will first start off with saying I'm not looking. Like that word magical puts so much pressure on this. Higher, if you will. So I'm not looking for magical. Not off the bat. I, I create magical, if that makes sense. Once they're in my company or in our clients companies, we're finding as good of a fit as we possibly can. So our last two hires that we had in our own business came through. Indeed. We've done situations to where we're having recruiters come in for certain clients to take the heavy lifting. Sometimes you can do it in your network. Honestly though, you're going out into the big, big chaotic job market to, to attract these people. So the first thing that you're going to start with is a job description, a job ad. You can go the typical route. I just think you're, you should be hiring for attitude and teaching skill, not always hiring for skill and hoping they have the right attitude. So we really treat a job description almost as a marketing device if we're going to create a value proposition for our consumers, our target audience. You create a value proposition for that employee and you're speaking the love language, if you will. I don't know. I'm going to give you an example. Have you ever seen Happy Feet? Yeah, I don't. Okay, love it. So you know, mumble, he can't sing his heart song, but man, he can tap it out. Right. But you, every penguin has a different song and they, they find attraction with each other. Love this story. Lots of parable parallels to business too. You're essentially with your job description creating a heart song that matches somebody else. That's the way I look at hiring is we have to be so clear in the heart song that comes through the, you know, must have 10 years experience, blah, blah, blah, blah. All the technical stuff that it pulls the right individual forward. Is everyone that going to come through great?

No, it's interesting. It's the same thing I've told people for decades with marketing. You want to attract and repel.

Yes.

It's not just, oh, we're a great company. And I don't mean just with people. I'm saying for your product or your service, hey, we can help you with that. And so many people have it like we don't do anything wrong. Everything's Perfect. And the best ads are the ones that actually irritate some people because it's like, if you don't like this, great, I don't care. Go to the other person. You can. There's plenty of people out there.

So. Right. And I think this is what we fail to understand as a small business is that you are committed to an answer. You're just not attached to what the answer is. So I would rather we. A friend and I used to say, love me or hate me or leave me, I don't care. Choose one. Oh, right. I just need you to choose one because then I, I can move forward and it's the same thing. You do that in marketing. You should be doing that with your employment as well. Is your. You. You want people to like, lean in? Heck, yeah, that's me. Right? Or lean out and go, oh, no. You know, and you use, like, we'll say sometimes, if you were. If in school, you were the fastest person to finish the test. You should read this job description.

Yeah, I remember seeing a technical ad or it or something, and the whole thing was basically just a QR code. And it's like, if you have no clue what this is, don't even bother.

Don't, don't come right. If, if text scares you, as like, if you, if you have a hard time attaching an image to an email, this is not going to be a good fit for you. Yeah, super clear. Everybody knows how that is, so. But yeah, that's it exactly. It's like I said, you've got your, your consumer or your client value proposition. You have an employee value proposition. Knowing what that is makes it so super clear for the right people to lean in. But our last hire, one of the jobs that we were doing, I probably got 200 resumes. We booked 20 interviews. 10, 10 made. And we hired one who's looking pretty good. You know, they just started this week. We have lots of good indicators, but here's the question. Like most people, they said they had to go through 2, 200 interviews. They only invited 20 people to come to an interview. Half of them didn't show.

Yeah.

Do you get upset about any of this?

No, not anymore.

Not anymore. But a lot of people do, which is why they build up a resistance to hiring. Because, oh my gosh, they, they no showed. I'm like, I have enough to do on my plate. It doesn't matter to me if, you know, show or not.

If, if you can't show up to the interview, this is probably going to be a problem. Next week?

Yeah. You know, and I, I even had one person who called five minutes before their interview and they're like, yeah, so I have this appointment calendar. I was like, yes. And it was like, why? And I was like, you applied for a job? Yeah. With who? I was like, oh. I said, well, hey, if this. I was just cutting the conversation off. I was like, if this no longer fits your goals, I, I'm okay with that. She's like, no, but I'm just like, what is this for? And I was like, yeah, baby doll, I, I love you, you're awesome. But this not the right fit, you know, but thank you.

So do you think she was praying and praying and signed, signed up for 20 different companies and lost track?

Yeah. Oh, totally. Which is why we, we do little proofs. Proof, if you will, little moments of proof. So I'd like an, I'd like an open ended question that means you've read the resume. But even my open ended question gets half a million chat responses. And it's entertaining to me because we use AI a lot. So it doesn't bother me if you use they I. But it bothers me if you didn't have the detail to change the pronoun from they to me or I. What do I know? Now you're not detail oriented. Like, no, not going to work for me because.

Okay, I gotta ask you about like strength finders, Myers Briggs, Colby test, like how many of those do you put.

People through after either between the first and second interview or after the second interview is when we'll do them. We have decided to do the Enneagram for business and disc. So how you present yourself externally and then how you're motivated internally. So it's a two sided type thing. We happen to know if you're a high C, you, you're going to struggle in our business because we tend to move quickly. But we need some C in the disc profile. It adds value into the company. But really we are also looking at those internal motivations because that tells us so much more about the person and that will help us in the management and communication style with our employees. So we happen to have somebody on staff that's trained in Enneagram and if we have any questions they can go through and help us ferret some of those things out. But that's again, they're only snapshots is the way that I've always learned.

And how come you wait till after the first or second interview? Have you ever tried it where you just say do all this stuff and then if you pass it, we'll give you an underview.

Yeah. And there's benefits to putting up hurdles and seeing who clears the hurdles. But at that point in time, I liken it to the first date. If it's so hard to get a first date, are they going to continue? Sometimes when we put up these hurdles to qualify, which are valid hurdles to qualify, we actually discourage the right people because they see through the tactic or maneuver. And plus every test is an expense. So I would more strategically want to know after at least that first interview, usually within 15 minutes, our team and I, we can get to, we know, we know, don't know. And it's super clear to us really fast whether or not this person would be a good fit for us, a good fit for the position, whether they're actually qualified, the language, the vocabulary that they're using. And I don't know if it's because we do so much consulting and we have to get to know people super, super fast if that's just a skill that we've developed over time. But myself and my operations manager will do the interviewing. She takes half, I take half. And our, our rule is if either one of us disqualifies, we move on. Because we both know at the same time, you know, we're also protective, protective of our team. We're not going to bring in a, a negative Nelly, you know, somebody that's too negative or too coarse or too, too that way. But we still want diversity. We want diversity of opinion, we want diversity of experiences and, and things like that. So we're balancing a whole lot. But I tell you what, 15 minutes then, you know, and so we'll just, you know, we'll do our 30 minute interview and then if they make it through, they make it through. And then we'll kind of go each step of the way. But above all, we're looking for fit. First, ability to learn. Second, can they use technology? Third, because we're a fully remote business. All these things.

I was going to say not nowad like if you don't know, work a computer, have a working one, or the Internet doesn't work. It's like nothing against our company or you, but where do you think you're going to succeed? Easy and effortlessly. If you're, you know.

You would be amazed. It's not even age specific. It is, it is truly whether or not you get it or whether or not you can learn. I will say the ability to learn for us is, is almost paramount because so much is changing that we can't afford to rest on our laurels, if you would. We've got to be constantly learning in.

Order and innovating too. Not just the whole thing changed. We got to learn this new way because so and so changed. You know, let's just use Google because everyone likes using them. Like something changed, but also okay, cool, everyone's changing competition wise. How do we still beat them?

Yeah, and your, your attitude towards change is really important because we're, and this is, hey, a growth, a growth hack for you. We can experience so much change at such a hyper accelerated timeline right now that if we aren't adapting and innovating and learning at a similar time, that you know, speed, then that's where you get the disconnected, the businesses that get left behind and the businesses that catapult forward. So that is a growth knob if you will, a thing you can dial into in your business. But it means that you're going to have to let go of some old paradigms and for growth and for businesses. You know, if you think 10, 15 years ago, good growth was what 14% year over year results in a company doubling in five years. That was good aggressive growth. Now we can double a business in six months if it's ready. You know, it's not time bound so much anymore. And I think we have to look at that as our experience and our knowledge is not time bound. You can have somebody that has 5 years experience be more at effective than somebody with 50 years experience and vice versa. It is truly all about how that individual has chosen to harness the knowledge and the learning and the rate of change.

Wow, impressive. And you're right, it doesn't take as long to change. I'd have to say you have to have the right people and be personally ready for it, to receive it and not be intimidated because you might be able to do something in six months or 12 months like you and I could. But if you don't believe you can even double in five years, good luck Henry Ford.

Whether you think you can or you think you can't, you are right. Right. And, and you. We've had several clients come in. We had one client come in and we did an audit on their business and I gave them back their growth plan and I was like, I think you could quadruple. And it was like no, that's not possible. No, it's not possible. And I was like, but wouldn't it be fun to try? And they're like well. And it's like well, what if we just play what if this doesn't work. What if this is just play, let's see what can happen. We quadrupled the business in nine months. And so I think we're just too bound by old constraints to just open up the possibility that it's going to happen. Limiting beliefs, but it is a lot of it. So much of it is socioeconomical, what we grew up with versus what the environment is capable of today. And I really do think that we're going to see the hyper acceleration continue in over the next few years. We're already seeing it in since 2020, the last five years. You know, it's been a lot of change.

I've noticed. And I kind of assumed a few years ago there's really no limits to how quick you can do stuff. Now it's really more, are you ready for it? And I'd say, do you have the right company in place? Like team in place? Because you can implode stuff too. Like, you can grow it and the whole thing implodes. But if you have the right structure in the team and belief. I've heard of some crazy success stories. And I'm like, huh? And I actually asked someone, actually I did. On one of the Mastermind calls, I did a hot seat. And I was like, oh. And basically every single person was like, oh, yeah, you can do that in like five months. What? Yeah, it's taken me more than 10 years and did it, and I'm thankful. But it was. It wasn't even a thought because they had all. Some of them have bigger than 10 mil companies, like you're saying. So when you're around people that actually most of them, but they're like, oh, yeah, that's easy. You can do that like by lunch. Like, okay, I'm going to need a few days to process this, but thank you for the candor.

You're bringing home a lot of the tidbits that we've been dropping so far in this. In this episode. So one is that making decisions as if you were already there. Because if money's no object, and half the time we're putting up obstacles because money is an object. If money was no object, what would the answer be? Would it be yes or would it be no? If it's yes, then you as a small business owner, you can make more money. You're really good at it. You've been here forever. So why is it that we feel like we can't? Why do we live in the scarcity that we feel in the moment instead of the abundance of what we know we've proven we're able to do. There's also another important question that we like to do when we're coming into a new client is I'll go. If I were to quadruple your business in the next six months, what would break?

Oh, I like that.

Right. We need to go fix that first. We need to go fix that. The people would break, they would burn out, we would, you know, run out of money because we would need to be investing blah blah, blah, blah, blah, like it, the, the holes in the plan pop up. Fix those first, then hit your growth. But if you can detach from time just long enough and not it about time, change the question you're asking. Because even when we went back and we're talking about team and, and all those tests and putting the hurdles at the front of it, this is what we like to do to prove value is put hurdles in the, in the way. If you removed all the hurdles, how easy could it be? How quick could it happen? What, what would we need in order for us to get out of the way? We tend to stop things is aggressive and lovely as our chaotic little problem solving hearts can be the same thing that would get us to break down any stability and go for the chaos again. We also fight against that and we will stand in the way of the business who's primed and ready to go. So there's that concept of control I think that we'd like to have is why we like to be in leadership, so to speak, and, and letting go. And in order to grow, you've got to be able to let go.

I love everything you're saying. I wish we had more time to go into even more detail. But it's clear, clear. It's very clear why you're successful and I have no doubt you're going to go surpass that 10 million easily.

Yeah, I have no doubt either. It's just how quickly can we make it happen?

Five to six months? What if it was possible this year and this isn't possible?

What if it was possible? Yeah. What would need to be in place? What would need.

And I think we all know when you were saying, okay, if we were to quadruple this, what would break? And I'm like, oh, I could tell you the first thing and the second. I'm already working on it though. Okay. I'm already working on it.

Me too. Me too. And that's the crazy thing I think.

All of us know, it's not like, oh, I got to go to this weekend seminar to figure it out, what it might be. It's like, what is it? Oh, but we avoid it. I try not to because I want to fix it and help more people and get their books out. But I have the wheel of whatever here for you.

Fun.

Do you want yellow or black?

Black.

Ooh, I like it. So my question for you is, have you ever driven a formula one car? And if not, when will you?

When will I? Well, I can make it happen. We have. We have a couple of racetracks in Texas where you can just go and pay for it. My husband's been on the track in Austin. I have. Not yet, but I. I'm. I haven't prioritized it. And I'm going to Tahiti first.

When's that?

April. The end of April.

Nice.

Yeah.

So how about Mayor's?

Oh, that's hot. In Texas. I'd go for October. Okay, well, then that's gonna be right around the races. I don't know. I'll go figure that out.

I think you should do it this year.

I think so too. And I'm a cargirl at heart.

And. And if you bring some camera crew and film it, you could use it for marketing and advertising and then you don't need to wait. And you could be showing it off all summer long and then maybe have an event in the fall where you bring people there and have a business training and you'd actually profit from it along with accomplishing it.

Okay, so we have a retreat that we're doing in Puerto Vallarta for strategic planning so that I'm like, now you made it a business expense. Now I'm like, oh, this could be.

No, no. Investment.

Investment. But it's. It's a deductible expense, too. I like the way you think.

It sounds like fun. Like, I want to do it too. I think Vegas has some tracks.

Vegas has. We've had some friends that have gone out there. You can do more than Formula one too.

Don't tempt me. I'm trying to keep everything on track here and stay focused. And I'm just like, okay, keep talking. I'll get the flights right now. We have to thank our sponsor. We'll come back for the imperfect action round. You've heard me say every business needs a book, including yours. And it's true. And that's why I'm launching my new book@eapublishingmethodbook.com so you can learn the seven steps to publish and promote your nonfiction lead and profit generating business book in eight weeks. But you know what? Don't take my word for it. Take it from a few of my authors like Lori, I went from having.

An idea and a possibility to actually.

Getting my book published.

Or Catherine, thank you for making my.

Mom number one best selling authority. Or Mary Alice, what he got done.

For me in three days regarding my book launch.

Unmanageable. John Cody. I've worked with Mario over the phone and online and he's been very helpful in getting me where I needed to go with promoting my books. Rocio, there's no way in the world I would have been able to do.

This with somebody else again. I've attempted it in the past.

It didn't serve me.

As a matter of fact, I ended up more frustrated than anything. So this has been a very seamless process. If you're looking for an amazing business coach, I highly recommend Mario Ficcini or Bill Benner.

I can't make a higher recommendation than to work with Mario Ficini. He has been great for me and.

Right now I won't work with anybody.

Else except for Mario. Hey, their words, not mine. Visit eapublishingmethodbook.com to get your copy and I look forward to hearing your transformation as our next video success story. Once again, that's eapublishingmethodbook.com and we are back with the imperfect action round. Leslie, are you ready to take imperfect action? I have three questions for you. Rapid fire answers. The first one is what is the fastest path to the profits?

Through pricing. So pricing your products to actually be profitable instead of pricing your products to meet your competition is probably one of the fastest paths to profitability. Industry standard doesn't mean it's profitable.

Oh, I love that. Number two, what is the biggest problem you see your prospects making in the fastest way for them to fix it?

They're not willing to take imperfect action quick enough.

Love it.

Hands down, imperfect action trumps no action any day of the week.

Agree 100%. Number three, what is the best way to maximize customer lifetime value?

To actually have a customer journey in mind. Understanding the problem that you're solving. And once you solve that problem, what's the next problem you're going to solve? Also, because you're so good at what you do, you don't solve everything all at once. Take time. Take your time. It actually will have sticking power for the client. They'll have a better client experience and.

It'S not so much pressure on them to begin with. Okay. Where would you like people to learn more?

So if you're hearing us today we actually have a fun link just for you. So it's yourbizrules.com you're going to be able to see a little bit more about what we do, but we also have some phenomenal books book guide that you can download for free. And then if you're ready to grow and scale your business without the burnout, you can schedule a time to talk with either myself or our team.

Very good Leslie. It's been a pleasure as well. I wish we had more time but I can't wait to stay connected. And I can't wait to hear about your Formula one racing.

I know now I have someone to.

Be accountable to October this year. All right Leslie, thank you for a great episode Expert Authority World. We'll see you on the next one. Have a great day and God bless. You're already the expert, but have you transformed your expertise into a tangible asset that will generate qualified leads while increasing profit for you 247 and if so, how well are you promoting it? With my new book, the Expert Authority Effect Publishing Method, I take you through my process step by step. Visit eapublishingmethodbook.com today to learn the seven steps to publish and promote your nonfiction, lead and profit generating business book in eight weeks. Visit eapublishingmethodbook.com to get started. Now. Once again, that's eapublishing method book.com thanks for listening to today's episode. I would love to know what you enjoyed most from it if you haven't done so already. I invite you to connect with me on my new LinkedIn. You can go to it directly at eainterviews.com LinkedIn Once again, that's eainterviews.com LinkedIn lastly, check out the full eainterviews.com site for complete show notes, the full interview video experience, links to the resources we mentioned, and more. Have a blessed day day and I'll see you on the next one.