Full transcript
0:00Most business owners work 60 hours a
0:02week and still aren't growing the way
0:03they want to. And that used to be me as
0:05well until I built a system which let me
0:07work 50% less but grow my business twice
0:10as fast. And it hasn't just worked for
0:12me, it's exactly what I give to my six,
0:13seven, and 8 figureure clients to help
0:15them do the same. So in this video, I'm
0:18going to show you what that system is
0:20and how you can use it to both scale
0:22faster and work [music] less. Because
0:25guess what? See, if you do things right,
0:27then you don't need to work more to
0:28grow. And in fact, doing more is often
0:30the thing that's holding you back. Let
0:32me show you why. See, as business
0:34owners, there's always this underlying
0:35feeling that we're not working hard
0:37enough, that if we did more, we grow
0:38faster, and that there's always more to
0:40do. So, most entrepreneurs try to do
0:42more. They look for new [music] offers
0:43to sell a new marketing channel, a new
0:45strategy. And that's exactly what I used
0:47to do. I'd find success one thing, then
0:49try to build a new marketing funnel or
0:51set up a second business, and next thing
0:52you know, I was actually getting worse
0:54results doing more. Because it's like
0:57imagine you had to play both tennis and
0:59golf. If you went all in on one of them,
1:01you'd likely do pretty well. But if you
1:02try to be amazing at both, or worse,
1:05play both at the same time, then you're
1:06going to be crap at both. See, when it
1:08comes to doing more to scale, it doesn't
1:10mean doing more things. It means doing
1:12more of what's already working. Because
1:14as a business owner, you're probably not
1:16underworking. I've never met a business
1:18owner that is underworking that actually
1:20has a business and makes money, right?
1:21But you are likely underfocused. And the
1:23best business owners are the most
1:25focused business owners, which means
1:27they consciously keep their business
1:28simple. So, they can be focused, which
1:30is what lets them scale faster. And I'll
1:33prove it to you right now. See, if I
1:34throw one ball at you, you'll be able to
1:36catch it. But if I throw forward once,
1:38you're not going to catch any. There's
1:39too much going on, too much to focus on.
1:41Business is no different. If you sell
1:42one thing, you've got one offer, one
1:44avatar, one funnel, one sales process,
1:46one delivery system. That's 1* 1* 1 * 1
1:50* 1. That's a lot of ones. multiply them
1:52together, it still gives you a
1:54complexity of one. But if you sell two
1:56things, you've got two offers, two
1:57avatars, two funnels, two sales
1:59processes, two delivery systems, that's
2:012
2:01>> [music]
2:01>> * 2 * 2 * 2 * 2, a complexity of 32. And
2:06that complexity isn't just for you
2:07running the business. That is for your
2:09team. They have something new to learn,
2:11something else to focus on. And so you
2:12end up with two competing priorities.
2:14Which offer do you focus on? Well, your
2:16team has to focus on both. And so do
2:17your customers. And more choice means
2:19more decisions, which means more
2:21friction. and less sales. See, when
2:23things are simple, you can make better
2:25decisions. You [music] can execute
2:26faster. It's easier for your team to do
2:28the work, and it's easier for your
2:29customers to buy, which means it's
2:31easier to run and easier to scale.
2:34Obviously, this goes without saying, but
2:35there's times for offering multiple
2:37things to sell. Like, if you sell
2:39clothes, [music] you don't sell one
2:40t-shirt skew. You sell different
2:42clothes. That's fine. But it doesn't
2:44mean you start selling water bottles and
2:45backpacks. Or if you sell a carpentry
2:48service, that's fine. That means you can
2:49fit kitchens or you can lay a floor or
2:52you can frame an extension. It doesn't
2:54mean you start offering electrical work.
2:56Because see, the more you do, the more
2:58you spread yourself thin. And there's
3:00only one way to really guarantee that
3:02your business can grow consistently over
3:05a year. So imagine you needed heart
3:07surgery. Who do you go to? Your general
3:09family doctor or the heart surgeon?
3:11Well, you go to the heart surgeon,
3:12right? It'll cost you a ton of money,
3:14but you know that the person is good and
3:16they're specialized and that they'll get
3:18you the result that you want. So, you're
3:19happy to pay the extra money. Your
3:21customers are no different. And
3:22obviously, there will always be a subset
3:24of the market which wants to pay the
3:27lowest price because they don't have
3:28much money. That's fine. Doesn't mean
3:29you have to serve them. Okay? Because
3:31when you go for when you compete in
3:33price and try to get that bottom
3:34percentile of the market, you end up
3:36crushing your margins. You make it way
3:38harder to run, way harder to scale. It's
3:40not a business that you want to be in.
3:42You don't want to be competing [music]
3:43on price. So most customers though, they
3:46want the best result. So they'll go to a
3:48specialist. Like if you want electrical
3:50work done to your house, you go to an
3:52electrician, not some random handyman
3:54who claims he can wire your house
3:55because that is bloody risky. And if you
3:57do a bit of everything in your business,
3:58then in your customer's eyes, you're not
4:00the specialist. Which means you have to
4:03charge less to get customers because
4:04they don't believe that you're worth the
4:06higher price, which destroys your unit
4:07economics, destroys your margins. See,
4:10scaling consistently over years only
4:12happens to businesses between the 90th
4:13and 99th percentile. See, all these
4:15other ones between 0 and the 89th
4:17percentile, they don't scale
4:18consistently over years because they are
4:20not the go-to. The businesses in the
4:2290th and the 99th percentile are the
4:25go-to businesses. And you can only get
4:26there by going deep on one thing,
4:29mastering it, and becoming the go-to
4:31business. Because if you don't all if
4:33you don't, you'll always get beat by the
4:35businesses that do. In fact, it's
4:36actually safer to go all in on one
4:38because five things which you're okay at
4:40is way riskier in business in the long
4:41run than one thing that you're the best
4:43at. But how do you know what to focus
4:45on? What to go all in on. And how do you
4:47do it without [ __ ] up your business?
4:49Because that is the last thing you want.
4:51Well, most business owners pick what to
4:53focus on emotionally. They keep the
4:55offer that they enjoy the most or the
4:57newest one that they're most excited
4:58about or the one that sounds the most
4:59impressive when someone asks what they
5:01do. But that's not the best way to do
5:03it. There is a way to know what you
5:05should focus on in your business. Okay?
5:06So, let me show you now. What I want you
5:08to do is list out every single thing you
5:10sell. So, every product or service. Then
5:13score each one of them out of 10 on free
5:16things where 10 is the best. Okay? So,
5:18firstly, we want to look at profit per
5:20sale. And I mean profit, okay, not
5:22revenue because your biggest revenue
5:23driver might have the highest delivery
5:25cost and therefore the lowest margins.
5:27So, we don't want to worry about that.
5:28We want to look at profit per sale.
5:30Secondly, demand. Now this might be a
5:32bit more subjective depending on your
5:34business, your marketing system, your
5:36data, but what do people keep coming to
5:38you for? What do you get the most leads
5:40for? What are people most interested in
5:42buying from you? And thirdly, how much
5:44does it depend on you? Because see an
5:46offer, it can make you brilliant money,
5:49but it can still trap you in the
5:50business. So score how easily it runs
5:52without you because that is how you get
5:54freedom. Now, what you want to do now is
5:56add up the free scores [music] for each
5:57offer. And whichever has the highest
5:59score is the thing that you go all in
6:01on. And going allin really means three
6:04things. Firstly, you stop selling
6:06everything else. Now, you don't have to
6:07stop selling everything today, but wind
6:10them down over time. And then secondly,
6:11as you do that, you take all that freed
6:13up energy and you pour it into making
6:15the one thing exceptional and becoming
6:17the go-to person for that thing. Okay?
6:20And then thirdly, you want to hold the
6:21line because the pull to add something
6:23new never fully goes away. And staying
6:25simple is harder than getting simple.
6:27But it is well worth it because that is
6:29how you become the go-to person in your
6:31industry, [music] which is how you get
6:32to charge premium prices, have the best
6:34margins, hire the best talent, scale
6:36faster, keep things simple, and have a
6:38business that [music] runs without
6:40relying on you. And of course, there can
6:42be nuance here. Not every business needs
6:44to sell [music] just one thing. You can
6:46add on more things to sell in the
6:47future, but every single business should
6:49be as simple as possible. And most sell
6:52way too many things, which makes them
6:54too complex, demands far too much time
6:56from the business owner, and makes
6:57business way way way way
7:03harder than it needs to, especially if
7:05you have zero systems and your business
7:06is full of chaos. So, if you do want me
7:09to personally help you systemize your
7:10business so that you can scale in 4
7:12hours a day, click the link in the
7:13description below for more info on how
7:15we can work together. But even at that,
7:17if you're not careful, you can have one
7:19offer and still work 80our weeks. So,
7:21here's how you turn your focus into
7:23freedom. And the best way to explain
7:25this is to think about why you're still
7:27doing everything yourself right now.
7:29Even the stuff that you know you should
7:31have handed off a long time ago. See,
7:33when you're running five offers, every
7:35single one needs its own process, its
7:36own system, its own standard, its own
7:38checking up on, and not one of them ever
7:40sits still long enough for you to
7:41properly document it or hand it over.
7:43You know, you think, right, I'm going to
7:44systemize this one thing. You start
7:45doing the work and next thing you know,
7:47there's a fire over here. So, you have
7:48to run that. And so, you never finish
7:50anything that you start. So, basically
7:52what happens is it all stays in your
7:54head. And a business that lives in your
7:55head can only ever be run by you. So,
7:58you want to take that one thing and you
8:00want to systemize it. So how this looks
8:03on a highle overview is you want to map
8:05out the workflow from start to finish
8:07how it's done. Okay, and the customer
8:09journey aspect of it as well. You want
8:11to then write down the exact
8:12step-by-step process for how each step
8:14is done. Build scorecards for it to
8:16track data. Decide exactly what good
8:19looks like for each data point and put a
8:21number on it and build all the assets
8:23that are needed for someone else to do
8:25it. Then you can delegate it. So, you
8:27scale faster by going all in on in the
8:29most profitable and scalable thing that
8:31you sell. Then you work less by
8:33systemizing your business around it. But
8:35of course, this means that you need to
8:36know how to build systems. So, click the
8:38video on screen now and I'll show you
8:40exactly how to do