Business success doesn’t happen by accident. Yet many owners fall prey to thinking overnight wins could happen at any moment. In reality, sustainable growth requires patience to build foundations properly, then precision to course-correct issues before catastrophe hits.
In this episode, Samantha and Tim pull back the curtain on navigating business with intention. Sparked by the TV show The Profit, they talk about the early warning signs across three culprit areas – people, profits, and processes.
IN THIS EPISODE YOU’LL DISCOVER:
- The issue of business owners avoiding problems until desperation sets in (02:20)
- Why time and foundations are imperative for “overnight success” (04:44)
- Where most people rate themselves on expertise versus ability to sell it (08:37)
- Early warning signs your business is off track (13:07)
- Simple ways to start understanding your profit margins (16:39)
- Recommended books for implementing business systems (29:22)
QUOTES
- “The only way to get more competent or to head towards mastery is time. You need time to be able to play the long game.” – Samantha Riley
- “If you don’t measure it, it will not be managed, and might come up and bite you in the ass.” – Tim Hyde
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WHERE TO FIND TIM HYDE
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TRANSCRIPTION
Samantha Riley 00:00
The only way to get more competent or to head towards mastery is time. That is probably one of the biggest pieces that we’re talking about today is really understanding that you need time to be able to play the long game.
Samantha Riley 00:20
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 co host for today Samantha Riley and joined by the lovely Tim Hyde. How are you today? Tim?
Tim Hyde 00:51
I am doing much better. Thank you, Sam. I’m more mobile than I have been in weeks. My ankle is getting better for those about wrestler regular listeners who are broke not been. And I’ve seen some changes in you this year as well. Sam, you are not in your customary black uniform. We’re in a wonderful shade of green today,
Samantha Riley 01:12
which really suits Thank you very much.
Tim Hyde 01:16
Valentine’s Day. So Happy Valentine’s Day work wife,
Samantha Riley 01:19
we are happy Valentine’s Day to you too. PS if you catch me out in public, I will still definitely 100% be wearing black brat we’re not talking about clothes today. Today, we’re going to cover a topic that you brought to the table because you were watching an episode or some episodes of a show that I haven’t actually heard of ages the profit.
Tim Hyde 01:47
Well, that’s right, that’s mostly because it hasn’t been on air for a few years now.
Samantha Riley 01:52
I was gonna say it’s a bit retro or a bit vintage last season 2019.
Tim Hyde 01:55
But I was a show that I used to watch a lot on Foxtel. And I’d syndicated from CNBC. And really enjoyed it was one of those kind of probably one of the earlier entrepreneurial shows that sort of made it on to Telly where, you know, the experience entrepreneur would go into failing businesses and kind of, you know, fix up their people processes or profitability and completely turn them around. Okay. And in this instance, the billionaire in question is Marcus Lemonis, who’s a very successful entrepreneur in the US. And I hadn’t thought about it for years. But I referenced it in one of my in an email in my onboarding process as well. And I happen to stumble across it just at complete random on YouTube, right? They’ve got little 10 minute 10 minute shorts on YouTube. And I sort of got into it again, right. I was like binge watching. Oh, that’s another one. And there’s another one. And was interesting that there was a commonality pretty much in all of the businesses that needed, you know, a rescue or a turnaround. And I’m kind of reflecting on like, well, you know, how does this affect the real world? I can, let’s pretend that you know, not this as an everyman, carefully curated, obviously to, to make the right businesses, but in almost all of the cases in the profit, and I’ve seen the same things on other shows. They have left things to light to ask for help.
Samantha Riley 03:27
That like ostrich in the sand, you know, the head in the sand syndrome, isn’t it? It’s like, yeah, and
Tim Hyde 03:33
I’m kind of like, just will go away. I’ve had with clients about, you know, particularly from marketing contexts. It’s like, Oh, my God, I need lead leads yesterday. Right? And what are the commonalities and more so? Like, I mean, I’m really curious to know, well, if if businesses and business owners and generally leaving stuff too late, why, and what are the warning signs of each potentially be aware of, in advanced that maybe things aren’t necessarily on track, and it’s time to ask for a little bit of help sooner? When you pivot and change? Yeah,
Samantha Riley 04:08
and I think that’s the really important part right there is having enough time up your sleeve to be able to do something about it. Because I’ve seen it, you’ve seen it, where someone when they finally ask for help. It’s like it’s that last minute SOS and at that, at that time, it’s just too late. There’s not enough runway to actually do anything. So, you know, nothing’s ever absolute. But you want to be able to give yourself as much runway as possible, because you can always there can always be things that can be done. Yeah, I’d
Tim Hyde 04:44
absolutely love it if all of my clients came to me with that position on success and hey, we’re thinking about doing this. We need to but we need some help executing as opposed to, you know, hey, can you bring me some clients yesterday? We can do some miracles but
Samantha Riley 04:57
yeah, yeah, I need Planning tomorrow.
Tim Hyde 05:06
Sam and your clients a lot of that’s the same, right? Some people come to position have kind of real baseline stability and need help in taking the next level. And others come from position a bit of desperation. Going, everything I’ve tried is not working. And you are my last hope Obi Wan hmm.
Samantha Riley 05:26
Yeah, we don’t work with it very many people like that that’s not the usual. It’s kind of people that are pivoting or starting something new generally. Yes. But they’re still kind of not in a position of, I’ve got one month and help me. It has happened before. And yeah, it’s it’s doable, but it’s only a band aid. Yeah,
Tim Hyde 05:52
it’s very stressful. Anyway, I thought it would be great topic for conversation to actually drill into what are the warning signs that maybe you should be aware of and not gloss over? Right to, to, you know, become more successful? Is overnight success a thing or not a thing? Should we be looking out for that maybe you can address and how you can address that so that you don’t necessarily get into a position of desperation and have to bring an administrator in to kind of take over and get you out of a big hole that you don’t want to be in? Absolutely.
Samantha Riley 06:29
So this conversations about navigating and thinking about all of these things, so that that thought never has to happen of oh my goodness, let’s talk about overnight success. Because it is a thing. If you look at it as a business owner that implements something that does really well. What it doesn’t show is that there is usually some sort of systems or runway or foundations is probably a better word in place for that overnight success to happen. So it’s not there out there overnight. Success isn’t in. I was gonna say like in the silo, there’s this rest of the story that comes before it. Yeah. Yeah,
Tim Hyde 07:22
look, even even winning Lotto win. That’s a delightful $200 million lottery jackpot golf the other day in Australia. But you know, even even an overnight success, having won to earn a million dollars isn’t really an overnight success, because he had to go and pre plan and buy the ticket in advance, right. So just about everything requires some forethought, and time to execution. And more. So in business, it takes time to get where you where you want to go. I am one of my early mentors, who will call out Paul McCarthy, who’s a wonderful marketing coach and speaker used to sort of describe this thing that he would put, you know, as part of his speaking presentations, he would draw a line on a whiteboard and said, you know, up here on the right hand end, that’s expert, okay. On the left hand end is not somewhere in the middle is competent, right? And I want you to put and try this exercise yourself, right? Put a line, you know, an X somewhere on that line that says where you are in terms of how good you are at what you do. And most people will go, I’m at least competent. And if you’re reasonably humble, you will not quite be an expert. Yeah, so
Samantha Riley 08:37
your most people would be around like this 75% or
Tim Hyde 08:43
75%. I think we all recognize if we at least good at what we do. We also recognize that there’s more we can learn, right? It then says, Okay, well, that’s great. Everyone’s probably put an X up there and everyone’s going on. Everyone’s nodding like this going. Yes. Okay. Yeah. And then he says, now put another X on the line. Where you are at telling people how good you are at what you do. Oh, okay. Now, you can probably fill in the gaps here. Sam, where do you think people most of the other way I would have thought, okay, somewhere between novice and competent around. Now, most people think that if you just become a better expert, that people that someone’s suddenly somewhere will recognize your unbridled genius and buy from you. Not generally the case, we just need to be at least, you know, we need to be competent, ideally. And both. Obviously, you know, being an expert at telling people that you are incompetent is not really a great place to be.
Samantha Riley 09:46
No, let’s not even cover that one off. Because you
Tim Hyde 09:49
know, you’ve got to get around here competency in what it is you do and not just in the thing you deliver. Right but also in telling people that you’re at least competent. Once you do that. Most people don’t need an expert, right? They just want someone who’s competent and capable to deliver the outcome that they expect to do.
Samantha Riley 10:06
And I think this is a few steps ahead of them is the thing.
Tim Hyde 10:09
You know, and that’s the, that’s the you know the adage about, you must spend 10,000 hours to be an expert, well, you don’t really need to spend 10,000 hours, you just need to be competent, right? If I go to a dentist, I just don’t want them to stuff it up, I’d want them to be at least competent. You know, if I get someone into my lawns, I want someone who’s competent, I don’t need to get out with a pair of micro scissors and cut every single blade of grass at a particular 45 degree angle for optimal.
Samantha Riley 10:42
Curator of the MCG isn’t what you’re looking for.
Tim Hyde 10:47
I just want someone who’s, I just want someone who is competent. And I think the same is same is true in business as much as we think maybe this 10,000 hour thing that ultimately we just want to be your customers just want to know that you’re at least competent in what you do. And you’re going to get better at that, in many ways.
Samantha Riley 11:05
The only way to get more competent or to head towards mastery or aim for mastery. The only thing that helps with that is time. And I think that that is probably one of the biggest pieces that we’re talking about today is really understanding that you need time, you need to be patient, you need to be consistent to be able to play the long game that we all know. And we’ve all heard businesses in the sprint. But every now and again, we want business to be a sprint, right? We think it’s going to be different for us. But it’s not it’s it’s a marathon.
Tim Hyde 11:45
Yeah, absolutely. And, you know, just coming back to that competent thing, right? When we get into business, generally, we’re very good at the thing that we deliver to customers. So it might be coaching, it might be fixing taps, it might be, you know, teaching people on identifying what they need for their diets, it might be marketing, I mean, who knows, okay, might be writing and reading, whatever that deliverable, whatever it is for you, right, you’re going to be generally speaking, you’re really good at the thing that your company delivers. But we very quickly learned when we get into business, that there are so many other disciplines that we need to be good at. Okay, we need to be good at people management, we need to be good at finances, we need to be good at strategic planning and, and, you know, maybe just a little bit of sort of foresight over the horizon for what’s coming. We need to be good at you know, HR, we need to be a client relationship management, we need to build a tech we need to be illegal. You know, there’s all these other disciplines. And again, you know, thinking about that sort of measure of competence. I think the where I see big people get in trouble, and certainly was a consistent theme in all the profit episodes was that whilst people might be really good at one part of it, they probably haven’t acknowledged that they’re not good at the other bits.
Samantha Riley 13:07
Absolutely. So let’s talk about that how. And I guess there’s two parts to this, because we all know what we’re good at, right? And we all know the bits that we’re not so good at. But how do we recognize the warning signs that those things that we’re not so good at, have got a creep, that they’re creeping up that our business might be veering off course a little bit, because what I see a lot is people putting their head in the sand about those things that they’re not good at. And then all of a sudden, it’s like really looming, and it’s too late. And that’s essentially one of the things that that you were seeing in the show when Marcus Lemonis goes in a lot of you know, they’re in that position. Right. So what are some warning signs that people see? Well,
Tim Hyde 13:58
when he talks a lot, he has a sort of three thing rule right? And and I think there’s probably more than than three, but let’s let’s just pick, you know, three that that often come up in the show, it’s either people issues, right? Profit issues, and that means your financial management, or your process stuff, what is the process by which you do it? And often, you know, there’s an interrelationship I think between each of them but let’s just pick say the profit one as an example. I think not probably a couple that I would throw up and I’m sure you can add some of this as well Sam. First one, I think is robbing people Peter to pay Paul. Okay. You know, borrowing money from maybe your tax account because you’ve got an invoice you not understanding, you know, your cash flow and having money available when, you know, customer invoice comes to you. A lot of that comes back to actually not particularly understanding what your margins are, you know, are you actually making enough money to cover all the expenses that your business actually has? If You’re in a position where you haven’t looked at your accounts for a few months, right? That would be an absolute winning form. If you’re telling yourself that it’s okay that you’ve got because you’ve got a bookkeeper and an accountant, but you never meet with them to talk about your cash flow and your finances. That to me is a warning sign that you just do not understand the financials in your business that ultimately you’re responsible for. Hmm,
Samantha Riley 15:24
it’s interesting that you mentioned that because I was having a conversation with someone just on social media the other day, that a lot of people do have those conversations with their accountant or expect, actually, that’s probably something different. They expect their accountant to bring up some of these things. But don’t expect that your accountant is going to tell you this, like you do need to know it with without your accountant telling you because there’s many accountants that don’t pass that information on, they just fill out your paperwork and, and send it through. There’s a really good episode, I had Michael walk on episode 547 of the podcast, I’ll link it up in the show notes below, where he talked about fueling business growth and profitability and the different numbers that you need to pay attention to in your business. Because it is something that you do need to have a small understanding in at least, you know, I’m the first person to put my hand up and say the financial part of my business is the bit that I hate the most. It’s the bit that I really don’t enjoy. But, you know, I still do every month reconcile my accounts, probably not as often as I should. And I generally do have some sort of idea of what’s going on. Yeah,
Tim Hyde 16:39
well, I think that’s important thing. And, you know, I love Michaels approach because he really simplifies it down. I interviewed Michael on my podcast ever more clients less effort as well. And, you know, just basing it down going, Okay, I understand what the ratios are, I understand that when you, you know, whatever your top line revenue is that you sell to a client is not the actual money you make. So if you need to suddenly come up with $10,000, in your business, to pay for something, you know, pay the tax office, take it out yourself, it’s not $10,000 top line that you need to make $10,000 in invoices, it’s more than that, because there are expenses attached to doing those invoices.
Samantha Riley 17:19
Right. The amount of times I need to explain this to people is astounding, that yeah, there are costs in your business there is there is tax obligations there are, you know, there’s insurance, there’s different there’s your software, there’s, there’s so many costs, and you need to know what those costs are. So that you know, to account for those. That’s
Tim Hyde 17:42
right, you know, if you’re making $10,000 a month, you know, top line revenue, you know, you’ve sent out $10,000 In invoices doesn’t mean that you get to spend $10,000 on groceries and school fees. It’s a lot less, yes,
Samantha Riley 17:56
the joys of business,
Tim Hyde 17:58
understand your profitability of your business, that’s probably a really key one. If you don’t understand it, I think it’s, it’s probably you have an obligation to invest some time. And probably education into getting a better understanding. If your accountant doesn’t talk to you about this, ask them to help you with a cash flow forecast. If that’s not something they do, go and find an appropriate person like Michael or someone else. Who can you know, who can talk you through what you should be looking at and how often you should be looking at it.
Samantha Riley 18:35
Yeah, years ago, I felt like I didn’t really have a grasp of some of the stuff. And I paid my bookkeeper to sit down with me for the day. And we and we went through everything went through how you know, what went where, why, how to read things, and it was so helpful is the best thing I ever did. Because here’s the thing, when you understand it’s not so dark anymore. You don’t have to keep shoving it under the Yeah, you don’t have to keep shoving it under the rug. Because it’s like, oh, okay, it’s not that hard. Now I get it. Yeah,
Tim Hyde 19:07
I’m gonna throw this one to your expertise. Sam, let’s talk about people. What are the all? What are the early warning signs that you’re getting off track with your people?
Samantha Riley 19:18
And are you talking team? Are you talking are your customers?
Tim Hyde 19:22
Let’s, let’s do that. Let’s let’s start with your team. And then we’ll look at customers as well. Because I think you raise an interesting point when he getting off track but
Samantha Riley 19:33
they’re all people. I think with your team, something to know it well, just the way they show up. Or notice that there’s any changes in communication, that’s usually a warning sign that something’s going on. It could be that they’re taking a lot of time off. It could be that you’re noticing a lot of mistakes happening. But generally you’re looking out for anything that is causing a friction Point at somewhere. And usually a friction point that wasn’t there before.
Tim Hyde 20:06
I think as far as this is probably the area that you’re going to allow a much more gray line, that line in the sand is going to be a lot more amorphous, I guess, when you’ve got deals when you’re dealing with people, because you might say, are they just having an off day? You know, I, and they’re just having another off day, and they’re just having another rough day, and you kind of lose sight of the fact that maybe that’s, well, that’s three strikes, I think, whatever the number, whatever the threshold is, you need to kind of set some parameters around it and go around, you know, is this showing a pattern of behavior? Or is this a one off incident, right, and don’t really move that line, whatever that line happens to be. If you happen to notice that three times in a month, the money or staff members is, you know, an hour late. That’s more indicative of a pattern, not just a kind of isolated incident. And that probably is something that needs to be jumped on really, really quickly. Yeah, and
Samantha Riley 21:05
I’m not talking about I’m not sure the way you were taking that, but I’m not talking about this in jumping on it and going, hey, you know, there’s this thing going wrong for us in our team is always reaching out and going, Hey, is everything okay? We’ve noticed this thing, what’s going on? And nine times out of 10? They’ll tell you, Oh, this thing’s going on in our private life, or, you know, there’s this other thing, and it’s, you know, then it gives you an opportunity to say, well, like, why don’t you take some time off or that systems obviously not working? Let’s take a look at it or, you know, you’re, you’re being bullied by that other team member, it helps you to understand what the symptom of that behavior is.
Tim Hyde 21:48
Yeah, you’re absolutely true. We’re dealing with people here. And as much as we’d love to treat all of our employees like robots. They’re not, they’re not.
Samantha Riley 21:57
They’re real people with real lives outside of stuff
Tim Hyde 22:01
that they bring from home that affects their work. But we need to be understanding of that as well. But you’re right, you know, let’s, let’s approach it with some empathy. But again, go, you know, hey, if things aren’t working, work out what the threshold is for you that you’re gonna say, I need to address this. Because if it continues to go unaddressed, right, you’re actually sort of starting to build a culture of stuff that people can you know, everyone else will go, well, Frank’s coming in late all the time, or Frank’s work is always really shoddy or, you know, Frank’s taken 16 smokers an hour and long lunches. And I will be done. So maybe we can do that as well. And again, what we’re looking for is what are the early warning signs that could potentially change stuff and you people, I think, really wrap into the culture of productivity and in your workplace.
Samantha Riley 22:55
I think there’s more than just noticing the warning signs, I think it’s also about implementing regular checkups, or regular check ins, even if you don’t see warning signs, because people’s motivators change over time. And as you just mentioned before, we’re dealing with real people that have got real, you know, lives and families and dreams outside of working for us. So it’s really important to be constantly checking in Hey, how’s everything going? How are you feeling? What’s going on? You know, what are you working towards what, you know, what are you goals at the moment? What are your dreams? So it’s not just about noticing when bad things happen? It’s also about getting in front of them. Yeah. If
Tim Hyde 23:38
you were starting to see some of these in your business, Sam, where would hypothetically you turn to for help? If you’re seeing some of these things? First, it’s
Samantha Riley 23:48
about reaching out and having conversations with these people. But if it needed to go past that it’d be someone with some sort of expertise in HR or leadership. It’s who else who can I reach out to that has the skill set that maybe I’m missing or the foresight to see what I can’t? So to me, it would be yes, some sort of leadership position or HR?
Tim Hyde 24:12
Yeah, I would agree with that. The only one I’ve potentially add on there is if you’ve got a performance management person, and you know, typically you’ll see that combined with, you know, HR and or leadership, kind of coaches, a good business coach, like yourself, Sam will also be able to sort of help and give you strategies around that particular stuff in terms of building and managing your team dynamic. And making sure. Let’s turn to let’s turn to the third area of warning signs of that you might be off track. And this one’s probably the hardest one to identify. And that’s process. How do you identify that your processes are not delivering what you need them to do?
Samantha Riley 24:56
So for me, I think that our warning sign the processes aren’t working as if when something doesn’t happen the same every time. So if someone has to step in because something’s gone wrong. And you’re right, this is sometimes a little bit harder to find, because it could You could be in a position where your clients or your customers aren’t telling you. So that makes it extremely tricky, because because they’re not always able to be seen. But again, you’re looking for signs where people have to step in because something’s gone wrong.
Tim Hyde 25:34
Yeah, I think one of the other ones that I would throw up there, you know, from a process perspective, and process is really about efficiency and your business. More than anything else, it’s how efficient are you delivering an outcome would be, how far your team you, coming to you? And what’s like an FAQ, right? What is the thing that they keep coming up to you to solve? Or keep expecting you to do and you’ve got this is really frustrating. But if you start taking some notes on what am I a team coming to me on a regular basis to solve? Or why do I need to step in on a regular basis to fix something as either an operational capability or a deliverable to a client? That is probably an early indication, you know, again, look at this stuff that keeps coming up documented, and go keep a bit of an issues register and going, how often did this come up? How often is this keep coming up. And that will tell you again, where the potentially early warning signs of something that’s not necessarily working, and if left unaddressed, will have ongoing impact in your business, and start to derail a bunch of other stuff as well. I
Samantha Riley 26:49
can give you a really basic and tiny example of this, that happened to me this week. And this isn’t something big, but it’s a example of how a spotlight can be shown on something that’s not working very well. And I’d sent out a document to a whole heap of people for an event that we’re putting together. And this this particular line in the document, our team had rewritten or put our heads together and rewritten quite a few times. So obviously, we weren’t quite sure how to word it in the first place. But know that we didn’t get it right. When someone, the first person that reached that read this document had to reach out and say, Oh, you’ve made a mistake in here. And the second person reached out when we don’t understand what you’re talking about. And then the third person reached out, and it’s like, get on slack to the whole team ago, right, we’ve got a problem here, the first three people that have read this document don’t understand this, this needs to be rewritten straightaway. Now, whilst that wasn’t specifically a big process, it kind of was in a way because we needed people to take a certain step of action or a certain course of action. And by them reaching out saying this doesn’t make sense, or you’ve made a mistake means that it wasn’t easily understood there was something going wrong. So so have a look at or, or start to notice where the spotlights are being shone by people asking questions, and understand that they’re asking a question, something needs to be fixed, there’s something that we can do even better.
Tim Hyde 28:18
Yeah, I know, it’s not you running that particular division or part of your business, have your team leads to it as well. Alright, have them record this processing? What is the thing? What are the questions that they keep getting asked? Because that’s, you know, that’s an indication as well, I think if I was to look for help in this particular space, Sam, again, I mean, this is probably where we, you and I overlap a little bit, depending on the nature of it, you know, get your business coaching to help you and if you don’t have one, you know, hit Sam up, get your kind of systems Process Automation engineering, or because we’re really good at now what and now what and what should come next, right, that’s kind of goes into the thinking, get a system specialist in right, you know, there’s there’s people out there, you know, like Dave Jennings from system ology, and stuff like that, who are who are experts in helping you design and document your systems and processes, so that you can get a repeatable outcome. And if you don’t, again, you’re gonna find this starts to affect other areas of your business as well.
Samantha Riley 29:22
Absolutely, if you don’t understand systems, and what we’re talking about doesn’t make sense in the two books that I’d recommend reading our system ology by David jennens. His authority positioning is top because I’d already had his name in my head before you mentioned his name. And the other book is the E Myth by Michael Gerber. And both of those books are very, very good at helping you to understand what systems are and what sort of systems or what set of thoughts you need to put into place to be able to get those systems up and running.
Tim Hyde 29:54
Yeah, I’m gonna throw one more in the in the list from someone I interviewed this morning. Actually, so yes, Ward has written a book called when the hour when the day. And again, very much systems driven, so that you can kind of work out a system to kind of, you know, control my hour, the whole day just flows in, you know, gets into place after that. So, I really love that
Samantha Riley 30:16
idea. Yeah, actually, let’s do the whole day in an hour that sounds
Tim Hyde 30:23
munches every single day and knock off earlier, put our feet up. Right, yeah. So if associate the
Samantha Riley 30:31
team’s just only got into Ted law, so it’s such a good series. So I think that, in summary, it’s really important to take a look at those three areas that Tim mentioned, the people the profit and the processes. And don’t put your head in the sand. Really, if you don’t truly understand something, there are tons of resources out there. But get someone in to help you get someone to come in and coach you or support you, you know, whether it’s it’s a peer, or whether it’s bringing on a coach or a mentor, because our business can only grow to the capacity that we feed it. And if we’re starving it of some areas, then it can’t grow. Yeah,
Tim Hyde 31:20
I look I I’ve said this before, on on this show as well. Right? Measure what gets measured, gets managed. If you don’t measure it, it will not be managed, and might come up and bite you in the ass. Huh.
Samantha Riley 31:36
There we go. Tim, thanks so much for having this conversation. It’s a conversation that is not as exciting as some but it’s one that that really needs to be had. And we want to make sure that we’re growing profitable businesses that thrive that have life that grow and that can that we can scale. Thanks so much for listening. We hope you’ve enjoyed this episode, and we’ll catch you next week on another episode of influence by design. Thanks for joining me for this episode of the influence by design podcast. If you want more head over to influence by design podcast.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 influence by design podcast.com
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