The CEO Mindset…
You may have heard about it, but how does it relate to you in your coaching business?
In this episode of Influence by Design, Samantha with her special co-host for today, Leon Flitton have an insightful discussion about embracing the CEO mindset as an entrepreneur.
CEOs take the lead in driving vision. Employees follow the plan.
Entrepreneurs know they need to do things differently to employees, but it can be a struggle to break habits that have been instilled in us since we were at school.
Shifting your mentality from employee to CEO can be challenging, but a critical step needed to take your business to the next level.
If you’re a seasoned business owner or just starting your journey, Samantha and Leon will equip you with the right mindset needed to thrive in today’s dynamic world of business.
Discover how the characteristics discussed can reshape your business journey and achieve the CEO mindset, let’s dive in.
IN THIS EPISODE YOU’LL DISCOVER:
- The Secrets of Transitioning from Employee to CEO Mindset (03:06)
- The Power of Self-Awareness and Overcoming Accountability Issues (08:52)
- Explore The Power of Visionary Thinking and Long-term Planning (13:10)
- Understanding the Crucial Role of Delegation (15:46)
- The Value of Embracing Continuous Learning for Business Success (21:25)
- The Advantages of Welcoming Risks and Embracing Failures (24:50)
- “When you’re spending time doing something that you shouldn’t, it’s actually costing you money in a lot of different areas of your business. You’re paying Opportunity Tax” -Samantha Riley
- “As the CEO, one of the biggest investments we can make in our business is embracing relationships.” -Samantha Riley
- “The entrepreneurial mindset is understanding that things aren’t always going to work out the way you plan, because most of the time there are so many variables.” -Leon Flitton
- “If you don’t keep learning and evolving, you’re going to fall behind.” -Leon Flitton
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BOOK AN INFLUENCE AUDIT
If you want to be known as the leader in your industry, book a quick 15-minute Influence Audit.
We’ll work together to identify:
- Your current situation and immediate opportunities for growth
- Uncover the #1 thing holding you back from not being booked as an industry leader
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WHERE TO FIND LEON FLITTON
- Website: https://yourpodcastconcierge.com/
- LinkedIn: https://www.linkedin.com/in/leonflitton/
- Instagram: https://www.instagram.com/leonflitton
- Facebook: https://www.facebook.com/ChatWithLeon/
CONNECT WITH SAMANTHA RILEY
Samantha Riley Snippet (00:00):
Having that accountability and I agree with you, you know, we’ve also got another coach as well. And just having that accountability of saying, Okay, well, you said you were going to do this and have you done it is definitely something that’s super helpful.
Because it’s just part of being human and having a human experience. We need to have that accountability. Because when things are hard, it is easy to go out when to do that today. No one’s watching. Right?
Leon Flitton Snippet (00:26):
Yeah, the word vulnerable. And vulnerability is a key important factor in that, to be accountable to yourself, you need to be vulnerable to go and be honest with yourself and go, where am I at?
What could you do better, to make the business better, etc. You’ve got to be vulnerable, at least to yourself, and probably to your coach as well, to be honest about it and get wasn’t where I’m at, because you can lie to yourself or yet like, but wasn’t honest about where I was at would have made things a whole lot harder, and potentially that could be damaging to your business as well.
Samantha Riley Intro (00:56):
Welcome to the Influence By Design Podcast. I’m Samantha Riley, authority positioning strategist for coaches and experts. If you’re ready to build a business that gives you more than just a caffeine addiction, and you dream of making more money, having more time, and having the freedom to be living your best life, then you’re in the right place, it’s time to level up.
Welcome to today’s episode of influence by design. I’m your Thursday co host Samantha Riley. And I’m joined today by my husband and business partner, Leon Flitton, rather than Tim who is watching the World Cup. So thanks for joining me, Leon.
Leon Flitton (01:35):
Thank you. And Tim is obviously enjoying yourself watching the rugby somewhere over there. So it
Samantha Riley (01:41):
absolutely and we’re excited because here in Australia, it’s Baptist weekend, first day of Baptists today. For anyone that doesn’t know what that is, we are redheads, the cars are coming. It’s gonna be a fun weekend.
And I’m so looking forward to I’m so excited. Absolutely. But today we’re going to talk about a topic and it actually works out perfectly that you’re here. Or maybe I reverse engineered this, I want to talk about the C E O mindset.
And I want to talk about this because I think that this is one of the biggest challenges or roadblocks or hurdles, it was the biggest thing that slowed you down coming into the business was having to have a complete mindset shift of being the employee, and you were in high leadership positions.
But essentially, you were still the employee, you were still answering to a board a CEO, you know, people that were above you, as opposed to being the CEO and, and embracing I guess the CEO mindset because, you know, as business owners, the buck stops with us, we now are the CEOs.
And this you know, as I mentioned, this is something that you struggled with, I’d love you to share, I guess before we even jump in for you what was the most challenging thing about flipping your mindset.
And when I say this, I think that you still do sort of go back to the employee mindset every now and again. You told me you were listening to a recording that we recorded last week, just while we’re having a walk, and I was telling you off.
Leon Flitton (03:22):
Yeah, sorry. Look, if I go back to when I was in corporate, and I had made my way from being, you know, just one of the workers to being a leader to you know, moving up through the ranks, there was always something that intrigued me it was that shifting of the mindset going from someone that just manages the work as in, you just do the tasks to the next level up where you’re the one who’s more, more or less directing the tasks and actually managing the people, and then to more of a leadership position where you have a lot more saying what was going on.
But even in that making the, you know, responsibility of the business and you actually going well, you’re now responsible for making these things happen. That was one thing but what I thought about and making the change into you know, the business world is that you’re now the CEO, the director of everything person.
So whereas in in corporate, there’s still someone up a throne at the very top or a board, it’s actually giving you some kind of overarching strategy or where to go. Whereas when he gets to, you know, running your own business while you’re actually the person that has to be responsible for all those things.
So I think that was probably the one of the key things that you are the person to make the rules, right, change the direction settlers things in motion, and that it’s up to you, where were you going to where you’re gonna go and where your business is gonna go. So, and I think that was probably one of the biggest things to learn to change.
Samantha Riley (04:57):
Yeah, and what I want to highlight here is Is that a lot of us started in the job first, I did start in a job first, I didn’t last very long, I was out of it by 20. It wasn’t my thing. No. But there’s this dream and this excitement of I’m going to be the boss.
And this is great. And then all of a sudden, when you get there, there’s some things that you go, oh, actually being the boss isn’t all it’s cracked up to be all of the time. And the very first point I want to bring here is this point of accountability.
Because employees, even when you’re in a leadership position, you’re still answering to someone. And once you’re in that CEO role, I mean, I guess at a big corporate level, a CEO is still accountable to the board.
But all of a sudden, when we’re in this business, sort of our own, it’s our vision, you know, we’ve we’ve designed it, there’s no one to be accountable for anymore. And personally, this is actually the thing that I’ve seen you struggle with the most is the accountability piece.
And this isn’t, you know, pointing a finger. It’s something that we all struggle with. But it’s also something I see, like so many people struggle with, is not having that, that accountability to do the things that they don’t like to do, or that they don’t want to do. And I guess, taking responsibility for both the success and the failures. And it’s that second piece there.
That’s the real tricky piece, right? It’s easy to go, Oh, I’m being you know, what, I’ve done this thing, and we’ve had some success. And this is great.
But all of a sudden, when something doesn’t work, or there’s an issue with a client, man, that can actually have you retreating so quickly. And I don’t mean you in that sentence. I mean, all of us as people as humans. Yeah.
Leon Flitton (06:46):
It’s understanding that you’re accountable for everything is a little bit, almost a little bit daunting. When you think of it because yeah, I know, it’s up to me, like everything made like why shouldn’t goes in? Whether it goes google it goes bad, I’m, I’m still responsible for it. So it’s, yeah, it is a big change.
Samantha Riley (07:06):
And I know that going back to when you very first came into the business full time in 2019, I think it was my right there. 2019.
Yep, that the absolute number one biggest problem you had around this, or the thing that you struggle with the most was understanding that mistakes happen and learning from them. I think the employee mindset is, oh, we can’t make mistakes. So we get in trouble.
And I would watch something happen that was out of your control. And you would be like, absolute meltdown. And I’m like, no, okay, so this bad things happened. Just take a breath. What are we learned from this? What needs to be put in place? What can we do differently?
Maybe it was totally out of our control. And all we can do now is apologize. But I noticed that you would get really held up for a long time. You know, and we all do mistakes are not fun.
But I think it’s like embracing that, okay, something’s happened, what’s the learning, this is more a CEO mindset, rather than an employee of, Oh, my goodness, don’t make a mistake, or you’re going to get in trouble.
Leon Flitton (08:12):
I feel like that’s a bit of the entrepreneurial mindset as well, where it’s, things aren’t always going to work out the way you think they are, or the way they’ll plan because most of the time, there’s so many variables in it as well.
So, you know, when you’re in, like more of that worker kind of role, whereas you had that one task at your job? Well, you look after, that’s great, but there’s so many other pieces that go together to making your business.
So, you know, the chance of like the, what he called opportunity for things to not quite go to plan is quite high.
Samantha Riley (08:44):
Very high, I’d say like 100% 100% would be the number there, I would have thought. So for people that are listening, that maybe have come from a corporate role or that struggle with this accountability piece, or this making mistakes piece. What would you say has been the biggest help for you in this area?
Leon Flitton (09:10):
Having a coach probably thing you I think actually recognizing the fact that, like what you’re struggling with, so in my case, it was accountability. You know, recognizing that and and owning it and do something about it. So that was probably the first step. But yeah, I think that’s probably the main thing.
Samantha Riley (09:38):
Is having someone else’s perspective.
Leon Flitton (09:42):
Yeah, yeah. So I think what’s the saying you can’t read a label from inside the Jacqueline the thing
Samantha Riley (09:48):
that is definitely one of my favorite roles, isn’t it? Yeah.
Leon Flitton (09:51):
It was super obvious to you because you’re sitting on the outside looking at me what I’m doing and in my head, it wasn’t like that at all. So I think that was probably one The biggest thing is having my own coach was great.
But I also had to deal with that and go, You know what I need to change my, the way, I think, because it worked as maybe in a corporate business at work, because there’s always someone else there at a super high level, developing strategies, whatever else.
But at this level, you’re the one that needs to have the strategy and the answers and being control. But then the mindset of going okay, well, potentially something could go wrong. And but it’s how we deal with it. I think that was probably the thing was how we deal with it moving forward. So was another key part of that.
Samantha Riley (10:33):
Yeah, totally. And thanks for sort of diving into that, because I know that it can be very vulnerable to share these things. But I know that there’s so many people that are listening that are going to need to hear that, because they’ve been in that same position.
And let me just say that, even though I’ve been in business for over 30 years, of course, I’m human, and I struggle with these things as well. I hate it when mistakes happen, it doesn’t feel good. It frustrates me when things go wrong.
There are some days where I’m tired, and I’m not accountable to myself, and I’d rather go and do something else. These things do come up in my world, too. I wasn’t just saying that this is, you know, something that happens to you. I want to be really clear with that.
But I wanted to hear your perspective there. But for me, I think that having that accountability, and I agree with you, I have you know, we’ve also got another coach as well. And just having that accountability of saying, Okay, well, you said you were going to do this and have you done it is is definitely something that’s super helpful, because it’s just part of being human and having a human experience.
You know, we need to have that accountability. Because when things are hard, it is easy to go. We’re not gonna do that today. No one’s watching. Right?
Leon Flitton (11:46):
Yeah, well, the word vulnerable and the vulnerability is a key important factor in that, to be accountable to yourself, you need to be vulnerable to go and be honest with yourself and go, where am I at? What am I doing wrong? Or could I do better?
Is such those not necessary wrong, but what could you do better, to make the business better, etc. You’ve got to be vulnerable, at least to yourself, and probably to your coach as well, to be honest about it and get with where I’m at?
Because you can lie to yourself? Oh, yeah. Like, you know, but coming from corporate where you’d been like, you know, 20 plus years, and I’d say along, but 20 plus years.
And you know, you do it, stuffing it sleep like it’s nothing while you’re working there. But when you come across as something new, you know, it’s like the little fish in a big pond now. Yeah, yeah. So also, it’s all super new. And you really, I think some of you ego get a little bit bruised. Sometimes when you when you get okay with something new, I’m not as good as at this as what I was at my previous job.
In some regards to things like, you know, well, now I, you know, had to be the CEO of my business, and make those decisions and actually be accountable for it, which is not from taking accountability.
But I think if I wasn’t honest about where I was, that would have made things a whole lot harder. And potentially, that could be damaging to your business as well.
Samantha Riley (13:06):
Hmm. Good point. Very nice. Let’s talk about I want to bring up some of the other characteristics is the word I’m looking for of a CEO mindset. And I think this is super obvious.
But we do you need to mention it is that you need to embrace visionary thinking, instead of thinking about, like, what’s just that next little thing that we’re doing, or what are we doing this week.
And this is something that I see in business owners, between the difference of someone’s business that is consistently growing, and someone’s business who is stagnant, where they’re like, I’ve been trying to get to that revenue, or that income goal for like, the last four years, and it’s not happening.
And this is what I feel like they’re missing is this real visionary thinking or, and looking at long term growth and long term stability, and then really reverse engineering it and putting the things in place for the long haul, rather than just constantly thinking about what’s the immediate hurdle that we need to get through?
Leon Flitton (14:10):
Yeah, I feel like this is that part where you think about if you’re you whatever size you want to grow your business to? You should be acting like that person now. Yeah,
Samantha Riley (14:21):
yes. actually step into being there. Yeah. Dollar Business Owner or eight figure business owner now.
Leon Flitton (14:29):
Yeah. And I feel that gives you more of the visionary thinking part of it. Because you’re you’re thinking bigger like a where you want to go to Syria, I feel like that person already, rather than acting like the just a startup with going anywhere. So
Samantha Riley (14:42):
totally, I something that really changed the game for me many, many years ago. Was someone actually saying to me, all right, so if you were, you know, I wanted to at the time, double our revenue in the next 12 months, and the question that was posed to me was, well, what would you need to do to 10x See your business income in the next year?
And I went, Ah, well, that’s a whole different heap of things that need to happen. And that completely changed my thinking. And I’ve always embraced that ever since because thinking about doubling it, you don’t you kind of like, oh, well, I need to do a little bit more of this and a little bit more of that.
But all of a sudden, to 10x at all our office needs to change and messaging needs to change the way that we’re marketing needs to change. And it completely gave me a whole heap of different things to decide upon and change right then to be able to move forward. And it was it was massive for our business.
Leon Flitton (15:40):
Such a great question, though.
Samantha Riley (15:41):
I love it. I absolutely love it. It’s one of my favorite questions. So one of the other characteristics, or the next characteristic I want to talk about is delegation. Because a lot of people get really caught up in this mindset of, we need to save money, or we’re bootstrapping, we will do that, ourselves.
And there’s a real misunderstanding of how much that is costing you in opportunities. Because when you’re spending time doing something that you shouldn’t, it’s actually costing you money in a lot of different areas of your business.
And it’s a very employee mindset of oh, we’ll just do this, rather than understanding that there are a lot of other people out there that can do that task a lot easier, a lot faster, it’s in their zone of genius, which means that you can continue to be in your zone of genius, this is something else that you really struggled with coming from an employee.
And this because that’s the way you’ve been trained to be, there’s absolutely nothing wrong with that. But you can try things to do these things.
Leon Flitton (16:53):
You are like it, follow the rules and go and do that task. That was it. But I was just gonna say as well, like we talked about delegation, there’s, you know, people that can do things well, or even even the same as you.
But if what I learned from corporate that was if you were doing something that someone else was supposed to be doing or should be doing, or could be doing, chances are, you’re missing out on doing something that you should have been doing.
So if you should have been the one doing the networking for your business, but instead you’re, you know, building a website. That’s not the best use of your time as as the key person in the business. So, you know, a little bit of delegation, a few minutes, delegating would say if you’d like hours somewhere else to do a better job. So
Samantha Riley (17:45):
when I was a kid, I used to think that CEOs were men that went play golf. And I used to think that, you know, that’s what people do, they get to be at the top so that they don’t have to work, they get to go and play golf.
Now we can all have a laugh about that. But now I understand the role is completely different, that they’re playing golf, they’re out networking, they’re creating relationships, they’re taking time out to take their time off the, you know, the day to day business, so they can clear their minds so that they can be the visionary so that they can be inspired by motivating conversations with other people that appears, or there’s so many pieces that, I guess that an employee wouldn’t really understand about why they go and play golf.
And that’s yeah, playing golf is a metaphor, right? You know, we could apply that to going to mastermind events, or going and doing breathwork sessions, or whatever it is that’s taking you out of that grinding in the day to day and actually spending time creating relationships, you know, giving your creativity a beat boost, emptying your mind being, you know, stealing your mind all of these kinds of things.
Leon Flitton (19:10):
Yeah, yeah, I think there’s, that’s so much bigger than anyone realizes you’re in that car scope mindset, you know, as as a business owner, and that corporates always put a value on things in cost per hour and timewise that way, and you might be paying like, you know, employees X amount per hour to do whatever task it is.
And it happens all the levels, you know, but if you look at like the CEOs and the savings face example, they’re playing golf course in networking, they do a deal for like so many millions or billions of dollars, what was that worth to them and you can’t really quantify that time.
100% But that actual minds that you know, working on the business or in the business, so to speak, it’s almost like that is really crucial. With a business success or the growth that they want to get, so I think that’s, that’s a really big thing.
So you got to separate from a cost per hour to actually, you know, what does that take in a few hours out to actually work on your business and do some networking? Where does that get you like, what’s the work gonna lead to what and even want to be like, like in the next couple of days, but like you think, the network that you build where that leads in the future?
Samantha Riley (20:22):
Hmm, I know that in our business, for me, the time that I spend in networking and building relationships pays off, I don’t even know the number. But it’s huge, right? It’s like way more than 10 fold.
And I can still get caught in all I’ve got to do this thing. And even you’ll say, well, actually, how about we organize someone else to do that, and you go and, you know, get on more calls, because that’s where we get the greatest return in our business.
So it’s understanding where our zone of genius is, and understanding that it’s traditionally not valued, I guess, spending time away, and you know, doing those kinds of things. But as the CEO, that’s one of the biggest investments we can make in our business is embracing relationships.
Leon Flitton (21:19):
Samantha Riley (21:22):
I think, let’s talk about continuous learning. Because I think that this is definitely something that CEOs really value. continuous learning and coaching, any CEO that’s at the top level, is like, you know, they’re at an elite level of employment the same as an elite athlete, the same as anyone.
That’s an elite, anything they understand continuous learning, and having a coach and mentor mentors. And this is again, what I see in in business owners and entrepreneurs and coaches who are playing at a big level, they’ve all got creatures.
Leon Flitton (21:59):
I was just thinking that as time moves on, and I don’t know the stats on this, but even look at like aI the way it’s coming to business and technology, the way it’s moved as well, if you are continuously learning about how these say those things, for example, can affect what you do moving forward, like you’re actually going to fall behind.
So I think there’s always that point where like industry trends, trends and stuff like that, you know, even just just performance wise, I think Jesse Owens, the Sprinter back in their chief opposite, maybe the 70s I can’t remember now.
Yeah, why he trained was probably not the way that like that they’re going to train now for the next Olympics, you know, like, involves, like, the training evolves, the learning evolves, what we know evolves.
And if you don’t keep learning, and evolving, I think you’re gonna fall behind. So it’s almost like if you’re not learning, you’re kind of stagnant and going backwards.
Samantha Riley (22:55):
Yeah, well, you’re not even stagnant, you’re going backwards. Because things are moving so fast right now. Like, it’s just getting faster and faster and faster and faster. I was just listening to a podcast episode coming back from the gym just before.
And there was someone on there talking about how they did a university degree in or not a degree, a university course, in artificial intelligence at the end of last year, and it’s already outdated.
But she said that she learned, you know, some she learned some things that are still applying in regards to risk and all sorts of other things. The actual crux of the information is already outdated. Like, that’s insane. So, if we’re not continuously learning, we’re not just stagnant. We’re actually going backwards really fast.
Leon Flitton (23:43):
Yeah, that’s a bit scary. isn’t that
Samantha Riley (23:45):
scary and exciting? I think we’ve got to embrace that. Right.
Leon Flitton (23:49):
Yeah. Well, and that’s right. I mean, I think as you know, the continuous always learning is crucial. cronitor anything, really, but I think particularly that, as you know, we thought about the CEO mindset, it really does matter, that you are learning that you’re actually asking questions and moving forward.
Samantha Riley (24:08):
Totally. And that also that same mindset gives you the opportunities to look for growth in the future or understanding where not to invest time or money. It gives us an understanding of where to expand into new markets, or new products or new areas, industries, niches, you know, optimizing processes, all of these kinds of things.
So it’s this, we’re not just need to be continuously learning, but to apply that so that we’re able to focus on growth into the future and what’s what’s changing. 100% love that. Totally.
The very, very last piece I want to talk about here is really embracing risk and embracing failure. Because when you’re coming from the You read the traditional schooling system, the traditional corporate environment. This is something that were taught not to do.
You know, when I think back to school, we weren’t encouraged to try different things. We were told this is the way you do it. Others say that it’s right. And if you don’t do it this way, it’s wrong. Which is essentially, really not helping you to embrace risk, because it’s making you fearful of it.
You know, I grew up being fearful of being wrong. I was, uh, you know, I put this in air quotes, you know, I was the good girl at school, I always wanted to be the teacher’s pet and get everything right, man, oh, man, did I have to change that mindset super fast. To business? This for me was actually the hardest. Yes, understanding that I have to embrace risk and things are gonna go wrong.
Leon Flitton (25:52):
Yeah, from a corporate mindset, I come across this a lot. Back in my corporate days. So you would see ads for people, and I’ll probably go very upset someone now. But you see ads for corporate where they want to have some with an entrepreneurial mindset.
Samantha Riley (26:08):
Oh, my goodness, you and I have talked about this at length haven’t Wait,
Leon Flitton (26:12):
yeah, well, I can just imagine them employing that person, then the person comes in, and they and they start trying to make some changes, and for the better. So they’re almost taking a you know, kind of a smaller risk to try and get a massive game, which is what we’re entrepreneurs do, you know, and then getting reprimanded for it, if it doesn’t work out.
And then they wonder why that that people aren’t kind of thinking for themselves and trying to do better things in the business. You know, we used to have discussions with the leadership teams around well, if someone tries something legitimately trying to actually go better or faster or be more efficient, he can’t he can’t wrap my the knuckles for it.
You’re gonna have to have a bit of a, what do you call a debrief and go? And what can we try next kind of thing. But instead, it just gets squashed. So I don’t know why they bother trying to have entrepreneurial kind of mindset employed.
Samantha Riley (27:06):
Well, this is something that Toyota has done really, really well right for, for anyone that knows kaizen. This absolutely fascinates me. And it’s it’s something that I have definitely been reading a lot about just recently, is bringing that entrepreneurial spirit in helping employees say, Hey, this is what we think should be happening.
But having a coach to coach that employee, all right, well, how can we, how can we bring this to life? What considerations do you need to make, and also coaching them that if you’re the one that has the decision, you’re the one that rolls it out, so it really helps people to problem solve, and to take accountability for what they’re doing.
I love the whole system. It’s absolutely fascinating. And I’ll be reading a lot more into this. And, you know, if you haven’t heard about a definitely look into it, but I think that Toyota or not think I know that Toyota has done this brilliantly. And it would be wonderful to see other corporates take it on.
But, you know, we’re talking to entrepreneurs, business owners, coaches in this episode. And this is something that we can always also bring into our business is how can we embrace risk and failure, but also help our employees or our team? I prefer the word team to also take on this, this same mindset?
Leon Flitton (28:35):
Yeah, so I think that probably that last bit you mentioned as well, is that is a team, not just employees, they’re a team and being able to actually have them inclusive in your business is also, you know, gonna make a big difference. And they might, you know, the whole risk and reverse failure thing is there.
But if we don’t, if you don’t push to the limits, you’re not and go past it at some stage, you kind of won’t make any benefit out of it. So I think that’s the key is getting the team on board as well.
Samantha Riley (29:08):
Totally. So I think like to wrap this up really, as, even as solopreneurs. Even if you don’t have a team still need to embrace the different areas of the CEO mindset and understand that we are the CEO that’s driving the vision of our business, we need to see the bigger picture, not move from a reactive approach, but move in a proactive way.
And lead with intention lead with strategy instead of getting lost in the daily grind. Because there’s no way that we can grow our business when we’re stuck, stuck in the weeds. And that it’s absolutely essential for us to embrace this CEO mindset so that we can grow and scale and even if You don’t want to have, you know, an eight figure business because that sounds like a headache.
And that and that definitely can be because it brings up a whole different range of challenges. We do, as we just mentioned, even if you want, you know, whatever you want your income to be, if you want it to be low, six figures completely fine.
But it still needs to be growing, because otherwise you’re actually dying, a slow death, to keep up with inflation, it still does need to be growing. What would you like to add later on to finish this episode and sort of wrap it up in a beautiful bow?
Leon Flitton (30:34):
I think that you need to have the SEO time, you know, whatever it is, that means for you and your business per maybe per week, maybe a few hours, on one day per week, where you actually do some reflection on what’s happening the business and actually say, removed from the business and take a look from like a like a higher level, you know, like the helicopter review looking down.
And you actually take the CEO time to actually think about where you’re at and what you’re doing. And that may include your planning stuff, things like that as well. But I think you need to step back from your business and actually, you know, have a look at it from the outside the jar.
Samantha Riley (31:12):
love it so much. Now our next episode next Thursday, you and I are going to deep dive into specifically one area of what we’ve talked about today, we’re going to talk about delegation, we’re going to talk about it in how to different ways that you can delegate, even if you don’t want to build a team, because there’s many, many people that allow the headache of a team.
But that doesn’t mean that you don’t delegate so we’re going to dive deeper into that and discuss this at great in greater detail. I’m really looking forward to that. Leon,
Leon Flitton (31:45):
are you Yeah, that’s gonna be great. Yeah,
Samantha Riley (31:48):
one of our favorite topics. Thanks so much for joining me today to have this conversation. And thank you for listening in. I hope that you’ve taken some, some little nuggets or gold nuggets away or some value Bombs away from this episode.
If you have please share it with someone in your world so that they can get the value from this episode. And we will see you all in the next episode of influence by design Ciao for now.
Samantha Riley Outro (22:11):
Thanks for joining me for this episode of the Influence By Design podcast. If you want more head over to influencebydesignpodcast.com for the show notes and links to today’s gifts and sponsors. And if you’re looking to connect with other experts who are growing and scaling their business to join us in the coaches, thought leaders, and changemakers community on Facebook, the links are waiting for you over at influencebydesignpodcast.com