How I Run My Business Without Any Office

Do you want to know exactly how I run my business? You know, I got a request from my Quantum members recently saying that Sid, please tell us behind the scenes exactly what you do and what decisions you make. How do you operate within your organization so that you know and how are you able to scale without any office? So I put together a list of 16 points that I've been following so far and this is what has helped me build a multi million dollar business with a very lean and mean team and no office. Hi, my name is Sidharth Rajsekhar. I'm the founder of the Internet Lifestyle Hub and I'm the creator of this podcast called the Freedom Business Podcast. And I'm on a mission to help a million people build a super profitable business without any office from the comfort of their homes and to create a new breed of teachers and leaders because we want to redefine the whole education system. So in this particular podcast, I'm going to be walking you through exactly how I run my business. And because after running an agency for a long time, I didn't want to do the same mistakes. So take a lot of notes and let's get in.

Entrepreneurship is a pretty interesting thing. And there's no one way to achieving a goal or achieving success as an entrepreneur. Each one has their own style of doing things. When I was running an agency with 35 employees, it was really, really hard. I mean, I was really not cut out for that format of operating a business with a lot of moving parts and too many human components in the system. And I decided that I have to build a business that has lesser human components and more systems and processes that actually make it work. And I'm glad to tell all of you that been I've been able to build a very profitable business in the last four years. Starting from scratch, going steady, slow and steady, but building it on a few principles that has helped me scale and scaling with freedom. You know, there are some businesses where you have a lot of profitability, but you do not have any freedom. No time freedom. And there are some businesses where you have a lot of freedom, but there's no profitability. Okay. And you have some businesses which has a combination of both. And for me, the whole freedom business model was to build a business that is profitable and gives freedom and it allows me to do multiple things and work on different initiatives. So in this particular podcast, I want to share with you 16 ideas on which I've built my business. I'm going to go fast on this, so make sure you grab notes Especially if you're a part of my community and see how you can implement that right into your business right away. First, simplicity. Less is more. I don't take any appointments. I don't say yes to any projects unless it is in alignment with my bigger goal. And I like to keep my business very simple. Simple in terms of the resources, the people, the overheads, the costs. I'm very frugal when it comes to money. If it has to do anything to do with growing my business, I don't think twice about investing money in my business growth. But otherwise I don't just splurge on money and I respect that. So I like to keep things very, very, very simple. Second is I say no to a lot of opportunities that do not align with my bigger goal. I get tons of influencer gig opportunities. People want me to make a post on Instagram or YouTube or record a video and, you know, get some extra cash. So. So my thumb rule is I never make any decisions just for the sake of making money. If it's going to add value to my community, that's my only checkpoint. Otherwise I just say no. There are so many awards that came to me, which some of them were not so credible that I just politely said no to because that's not my purpose. I don't want to just make a post on Instagram and get 400 likes on that post just because there's an award. Third point is I don't have any meetings in my teams. Within my organization, I have only three employees. And many conventional business coaches may not agree with this, but for me, this is what works for me. No meetings unless it is required. I only see dashboards and look at numbers and I look at results and I tell my teams no news is good news. And as long as I've trained you to do what you got to do, unless there's an escalation, don't bring it to me. And I have a general manager of operations who handles multiple other things with the teams and he has a meetings. But personally, as a business owner, I don't have any meetings unless I'm really required for it. Okay, that's the third point. Number four, all my meetings are only 15 minutes or less unless it requires a deeper level of brainstorming. And every time I do a meeting with my team member or a vendor or anybody else, I make sure that I record that meeting so that I don't have to repeat the same thing again. And I get. I usually prepare myself before any meeting, meaning that if I know I'm going to be meeting a vendor or a supplier or a developer or a graphic designer or a video editor. I know exactly what I want and I get straight into the meeting telling, you know, thank them for being there. I express myself with clarity on what I require. I ask them to record on their side and it's documented so I don't have to repeat the same thing again. And in case it's not meeting the expectations, they always have to go back to that and check it out. And because of this level of 15 minute meeting formats, I've been able to get a lot more done. Number five, I use WhatsApp notes a lot. I have my dedicated teams, my design team, development team, have a lot of outsourced virtual vendors. If I need anything done, I just record a voice note, put it up in the respective group or the respective person with clear cut guided instructions. Less than one minute to two minutes. That gets a lot, lot of stuff done. Because previously I used to spend a lot of time, you know, requesting a call, let's discuss over a call and let's discuss. I mean, it's so unproductive if you ask me, because if the idea is in your head and if you have the right resources, you just need to guide them in within one or two minutes and they just need to get it done. Okay? Number six is I've kept my team lean and mean. I just have a general manager of operations, I have a content manager and a community manager. That's all you need in a knowledge business, okay? This is not like a physical product business and everything else is virtual. So my point number six is I have virtual vendors like Web Design Team, I've got a regular graphic design team, I've got a development team, I've got a shop team, my accounts and my pr. All of these are project based freelancers that do work for me whenever there's a requirement. There are some months where there's more work and some months there's less work. So based on the work that is there, they get paid for that. So there's nobody on my payroll on all of this external virtual vendor. So that's how I keep my overheads as low as possible and my profitability also really high. Number seven is I've systemized every single process that you can ever think of. Okay? Right from the webinar process, my sales process, my traffic generation as a process, community building as a process, there is a.

My communication, there's a process on how to interact with people as a process, gamification As a process. In fact, there is a podcast that I did some time back on Digital Business organism. Okay, all of you just search for digital business organism Siddharth on Google. And I actually describe how a digital business, just like a human body, has many systems within the system. Like we have the nervous system and the reproductive system and the cardiovascular system and the and multiple subsystems. Similarly, your business as a entity has many subsystems and all of them need to be working in place. So I have systemized every single process within my business. Number eight is I don't micromanage anything. I like to flow like water and if any task is given, I look at the results. In case it's not done, I find out why. And I'm very flexible with people. I'm very flexible with my vendors because of the clarity with which I actually give them the task to be done in case it's not up to the expectations. I give them multiple chances so they can evolve. I like to have a good relationship with people and I value everyone's creativity and I value their time. And because of that relationship, people value my time, they value my inputs and they get stuff done and there's hardly, you know, escalations. Number nine is I'm not a boss. I give people the freedom to fail and to be a one mistake learner. And if they do the same mistake once again, then there's a reminder. But usually people don't the second or third time. Okay. Number 10 is I love empowering leaders and facilitators within my own community. I don't have any, any of these people on my payroll, but many of them volunteer and come back to support fellow members in the tribe because they've got results. So those who have achieved my hall of fame, I invite them, I interview, I, you know, bring them on to my facilitators group so they can support others. And, and it happens with a sense of purity because there is no, you know, they're not doing it for the money. They're doing it to just give back to the community. So this takes a lot of load off my back to try to explain and give support to my community members because I've empowered leaders and facilitators. Number 11, I keep weeding out jokers instantly. People who are not aligned with the vision and values. Customers who feel that this, my product is not meeting their expectations, I don't think twice. I'm not very tight fisted on the refunds and I give the refunds instantly if people are not aligned for me, customer happiness and Customer service is the number one thing. And why do I say weed out jokers? Because sometimes people, they come with unrealistic expectations. They just come in expecting like to make money overnight. And those kind of people, I don't want to entertain my system. There are some people who are spammers and scammers who also come into the system just to, you know, disrupt things and make a quick buck out of tapping into my private network. Those kind of people, we have a very strong vigilant system in our community where any self promotion or any links, any kind of private messages that come it gets notified, we pick up their name and we just ban them from the system. So that is also a process which has been systemized within our community. Number 12 is I'm always focused on learning new things and, and I like to implement things on a daily basis. That is the, the crux of this knowledge business. Only when you're able to learn and have this time and space to learn new things and try new things will you be able to create a big difference to your students. Number 13, I, I'm always having the space to think out of the box. I in fact dedicate one day in a week just as a thinking day where I go spend time, assimilate, learn, check out new tools, try different things and if it's working, I bring it back to my community. Number 14, I give priority to give a great customer experience. That's my number one priority, every touch point. The way that people experience my webinar, the, the way people experience, you know, my courses, the way that the courses have been designed and the way that I have delivered the content, the way that they are experiencing the support within our private network, the way that they're able to get support from fellow members through our weekly meetups and daily meetups. So there are many, many touch points in customer service in a digital business. And my number one priority is to give a great customer experience so that my, my students and my customers feel that they're getting the best value for their money. Number 15, I invest big time back into my business. I have very few needs for my, myself personal needs are very less. I'm not a big shopper, I'm not a, I'm a very minimalist kind of a person and I put money back into the business a lot in terms of design, development tools, technology, experimenting, anything to do with feeding the engine and making this baby a much bigger, bigger, bigger and bigger baby as a business. So that's the 15th point. And number 16 is I'm 100% compliant. I love paying taxes. I love paying my GST. I believe that that's that it has to be a part of the equation. And I'm very proud to say that I recently got an award from the Government of India, a certificate of appreciation for paying my taxes on time, which is very hard to get. So these are 16 things that actually have helped me run my business based on my style. I'm going to recap the 16 things. Number one is simplicity. Two is I say no. Number three is I don't have any meetings unless it's really required. Number four all my meetings are just 15 minutes. Number five, I use WhatsApp notes to get stuff done. Number six I only have virtual teams for all the external stuff and my core team is only three people. Number seven I've systemized every process. Number eight I don't micromanage. Number nine I'm not being a boss. I give people freedom to fail. Number 10 I love empowering leaders and facilitators to take for them to take the load off my back. Number 11 I weed out the jokers and I'm not tight fisted on refunds. People are not aligning. I'll give it back to them. Number 12 I'm always focused on learning new things and implementing things on a daily basis. Number 13 I always have the space to think out of the box. Number 14 I love giving a priority to customer experience. Number 15 is I invest a lot back into the business. And finally, number 16 is I'm 100% compliant. This is how I run my business. Now. If you're able to resonate with this, I would highly appreciate that you share your notes below if you're a part of the community. To win a signed copy of my book, you can coach in my next inner circle Mastermind. And if you're not a part of my community and if you'd like to learn more, please go to sidsids Co Live Register for my next webinar. Learn more about how you can build a super profitable knowledge business just like this without any office, without any employees to start with. And then as you're scaling, just add. Add a lean and mean team and work with outsourced virtual freelancers to build a business that gives you more freedom. My name is Siddharth Rajshekhar. I'm the founder of Inter Lifestyle Hub once again and I'm truly on a mission to redefine the education employment system by creating a new breed of teachers and leaders. And if you like this podcast subscribe to this on Apple and Spotify, and I'm looking forward to sharing more like this in my future episodes. Cheers and God bless it.