52 Minutes of Business Advice You Can't Afford to Ignore
Two live coaching calls and a rapid-fire Instagram Q&A on accountability, call funnels, delegation and hiring, with one co-host heckling from the couch.
Posted
1 weeks ago
Duration
Format
Interview
educational
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295.4K
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Big Idea
The argument in one line.
Managing by what people produce instead of what they say, and fixing the actual bottleneck instead of the one you feel, solves most of the people and growth problems small business owners bring to a coach.
Who This Is For
Read if. Skip if.
READ IF YOU ARE…
A founder with a small team who keeps accepting explanations instead of output from someone who always says yes and rarely delivers.
An owner running a B2B or B2C business on organic leads who suspects sales follow-up is broken and wants to check before rebuilding it.
A new manager who feels anxious handing work off and wants a simple rule for what to delegate first.
Anyone hiring or managing people who wants quick answers on telling a role-fit problem from a performance problem.
SKIP IF…
You want a structured, scripted lesson; roughly half of this runs as an unedited live Q&A with jokes and tangents.
You run a large organization with mature HR and reporting systems; most advice here targets owners setting up their first metrics.
TL;DR
The full version, fast.
Most small-business people problems come from managing by feelings instead of numbers. In the first call, a founder whose business is emotional processing keeps investigating why an employee misses deadlines; the fix is to stop caring about the why, write every role as role, responsibilities, requirements and results, and have each person self-report two or three weekly metrics in a plain spreadsheet. In the second, a $1.2M hair extension brand thinks its follow-up is broken, but its close rate is fine; the real constraint is lead volume and booking availability, so it should run ads into a B2B call funnel with long scheduling hours. The live Q&A adds rules on delegation, low performers, role fit and founder decisiveness.
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Leila introduces the guest co-host, who promises unhinged answers from the peanut gallery.
00:13 – 09:50
02 · Hannah: the employee who says yes and delivers nothing
A founder in emotional-processing work keeps rescuing an underperformer. Advice: stop chasing the why, manage by results, write role/responsibilities/requirements/results, and track two or three weekly metrics.
09:50 – 20:50
03 · Tiffany: a $1.2M hair extension brand
She thinks follow-up is broken and wants to add B2C. Her close rate is fine; the bottleneck is lead volume. Prescription: ads into a B2B call funnel, long booking hours, five-minute outbound calls.
20:50 – 24:26
04 · Live Q&A: AI-proof skills, quitting, marketing degrees
Discernment and people skills grow in value with AI; pivot only when the core thesis is disproven; degrees matter less than whether you can get leads.
24:26 – 27:22
05 · Delegation anxiety (and the poster)
Feelings shouldn't dictate actions: nervousness before a handoff is normal, but hand it off anyway. The Live, Laugh, Love poster makes its entrance.
27:22 – 30:13
06 · Low performers and why success draws hate
Design a culture low performers want to leave; mediocre performers are the real threat. Hate toward successful people protects the hater from facing their own deficits.
30:13 – 32:03
07 · Company first or employees first
The company comes first because it feeds everyone; framed like a family-first household that balances parents and kids.
32:03 – 35:12
08 · Hiring signals and role fit vs performance
Candidates should ask what they'd be fired for. A performance problem shows up in every role through work ethic, urgency and learning speed; repeated role swaps signal a likeable non-performer.
35:12 – 37:59
09 · Hard conversations and daily reports
Frequent honest conversations stop being hard. Before demanding daily manager reports, try a weekly report or dashboard; daily stand-ups fit small teams.
37:59 – 39:54
10 · Partnerships and the overstepping manager
Partnerships fail when one partner's competence or work ethic outstrips the other's. A talented manager who oversteps is testing whether you're worth following.
39:54 – 41:48
11 · What they hire for now, and the weirdest excuse
Higher raw intelligence and people with spikes of extreme competence; 'stars have edges.' Plus an employee who faked cancer.
41:48 – 45:17
12 · Boundaries and what to delegate first
Work talk lives in Slack, personal in text. Delegate low-dollar, high-reversibility tasks first; keep vision, values and deep company knowledge; keep trading up to the highest-ROI work.
45:17 – 48:21
13 · Founder mindset and the worst advice
Certainty, decisiveness and commitment separate founders who scale. Most bad advice was true only for the giver's stage; advice diverges the bigger the company gets.
48:21 – 50:53
14 · Turning work off
Stop answering team questions when your thinking is spent, use app limiters after 7 p.m., and prefer flexibility over rigid boundaries because it's your business.
Atomic Insights
Lines worth screenshotting.
Lead with your eyes, not your ears: judge a teammate by the results they produce, never by their explanation of why they didn't.
Why someone missed a deadline is not your business as their boss; whether the work got done is.
If every person on your team escapes requirements by raising an emotional flag, the pattern is in you, not in them.
Every job description should have four parts: role, responsibilities, requirements and results, and the results section becomes the KPIs.
If you don't have metrics you're driving with, you're driving with emotion.
If you are the bottleneck, opening a second sales channel just sends more flow toward the bottleneck.
For a call funnel, the number one driver of throughput is calendar availability; with zero availability you make zero sales.
Customers who work nine to six need inverted sales hours; the highest sales-per-hour slot across one $100M+ portfolio is 5 a.m.
Call every new booking within five minutes, confirm them, and offer to run the sales conversation right then if they have fifteen minutes.
Pivot only when the core assumption behind the business has been disproven by reality; if competitors make the same model work, keep iterating.
A marketing degree only matters if you can get leads; the skill itself is more valuable now than ever.
Build a culture where high performers want to stay and low performers want to leave, not one that comforts low performers.
Mediocre performers kill companies faster than bad ones, because bad performers are obvious and mediocre ones survive.
If you've moved someone into three or four different roles, they are probably better at selling you than at doing the work.
Likeness blinds us from competence.
High performers overstep a new leader to test whether that leader is worth following; allowing it costs their respect.
Delegate low-dollar, high-reversibility work first, and never delegate the company's vision, values or understanding of how it works.
Commitment is the elimination of alternatives; founders who change direction every two weeks whiplash their team.
Takeaway
Manage by results, then fix the real bottleneck.
WHAT TO LEARN
Stop investigating why people fall short, measure what they produce, and before rebuilding any system, check whether it is actually the thing limiting growth.
02Hannah: the employee who says yes and delivers nothing
Judge teammates by what they produce, not by what they promise or how they explain a miss; the reason behind a missed deadline is not the boss's job.
If the whole team escapes requirements by raising emotional flags, they have learned that you will come running, so the pattern starts with you.
Write every role as role, responsibilities, requirements and results, then have each person self-report two or three weekly metrics in a simple spreadsheet.
03Tiffany: a $1.2M hair extension brand
Before adding a second sales channel, check whether you are the bottleneck; more demand aimed at an overloaded owner creates more problems, not more revenue.
Check the numbers before fixing the process you blame; a decent close rate on one to three leads a day means the constraint is lead volume.
In a call funnel, booking availability drives throughput most; buyers who work nine to six need early-morning and evening slots, and a five-minute callback.
The skills that gain value as AI improves are discernment, critical thinking and dealing with people, not credentials like a marketing degree.
Change businesses only when the core assumption behind it is disproven; if others already run the same model profitably, keep improving marketing and sales.
05Delegation anxiety (and the poster)
Nervousness before delegating is normal and shows you care, but the feeling should not decide whether the handoff happens.
06Low performers and why success draws hate
Build a culture where high performers want to stay and low performers want to leave; mediocre performers do more damage than obviously bad ones.
07Company first or employees first
Put the company first, because a failing business cannot pay, promote or develop the people who work in it.
08Hiring signals and role fit vs performance
Performance problems show up in any role through work ethic, urgency and learning speed; repeated role changes usually mean you like the person more than their output.
09Hard conversations and daily reports
Before demanding daily reports from managers, try the smallest change that gives visibility, such as a weekly report or a shared dashboard.
10Partnerships and the overstepping manager
A talented report who oversteps is often testing whether you are worth following, so enforce the standard instead of blaming them.
12Boundaries and what to delegate first
Delegate cheap, easily reversible work first, keep vision and values yourself, and keep trading up to the highest-return task you can do.
13Founder mindset and the worst advice
Certainty, decisiveness and staying committed to one direction matter more than any tactic; constant pivots whiplash the team.
14Turning work off
Treat most advice as true for the stage the advisor was in, and protect your thinking by not answering team questions once your energy is spent.
Glossary
Terms worth knowing.
KPI
Key performance indicator. A specific number tied to a role, such as calls booked or tickets closed, that shows whether the person is producing the results the job exists for.
B2B / B2C
Business-to-business versus business-to-consumer. Selling to professionals or companies is a different sales motion from selling directly to individual shoppers, with different marketing, pricing and follow-up.
Call funnel
A marketing path where an ad leads to a page with a video and a scheduler, and the goal is a booked sales call rather than an immediate checkout.
VSL
Video sales letter. A video on a landing page that pitches the offer and moves the viewer toward the next step, such as booking a call.
BANT
A lead qualification checklist: budget, authority, need and timing. Used to decide whether a prospect is worth a sales call.
Product-market fit
The point where enough customers actually want and will pay for what a business sells. Without it, better marketing or sales cannot save the business.
41:48 – 50:53steadyDelegation, founder mindset and work boundaries
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For today on Dear Layla, we have a special guest, my trophy husband. That's me, Arm Candy. I'll be providing unhinged answers from the peanut gallery.
Hannah, can you hear us? I can. What's up, Hannah?
So tell us what brings you here today. What's your question? So I'm in a phase where I'm training actually a lot of my team and giving, specifically one of them, I'm giving him limited tasks and building up his workload.
I've asked him to do a number of things which he's put his hand up saying, absolutely, yes, please give it to me. I'll do all the things. And then absolutely nothing happens.
And there seems to be some kind of drama or like I'm learning to manage my time excuse, which I am continuing to take on board and allowing it to keep happening. So I'd like to know how to handle that. So are you asking for permission to determine that he's lying and he doesn't take stuff on?
I guess so. So the business is deep somatic emotional processing around relationships. So when I have people not performing, what I usually do is find the underlying reason of why they're being a dick or why they're doing whatever they're doing.
And so there seems to be like a little bit of extra compassion and permission for people to. to get away with stuff sometimes is what I feel like. You know what?
I have a friend who built a business similar to that to be like 50 million a year. And she said, you know what I learned is don't hire people who are big fans of mine because then they think I'm going to treat them like I treat my clients. So I will just give you that piece of advice.
So there's a chapter in my book where I talk about you want to. Look at the results that somebody produces, not listen to what they say. So I say lead with your eyes, not your ears.
Stop listening to explanations and start looking at the results that they've driven for the business. Hannah, I understand what you do as a practitioner, but I would say that that's out of scope for what you do as a boss. Because as a boss, your primary obligation is to make sure that you serve, you are protecting and serving the entire business.
You putting an exorbitant amount of energy into one person on your team detracts you from doing that. which means it takes away from you focusing on all the rest of your clients and all the rest of your team. So there's only a certain level of scope you have as a boss where you can apply those things.
Can Layla be a therapist to everybody on the team? Oh, I've done it in the past. I can do it.
Do I want to do that? No, because it's out of scope. It's not the best use of my time as one of the most valuable resources to the company.
I would tell you to start thinking that way. So when you're looking at a teammate and you're saying they've said all this stuff, they say they're going to do it, they say they're all in, one, actions over words.
So what they say is irrelevant. What they produce is all that you can rely on. The question is, how do you track what he's producing?
So does he have a metric that you can tie him to? Does he have something, you know, so for example, if this is the problem and somebody keeps producing this, I would say, what are two to three things that they can report on each week so that you can see what they're actually doing to make an impact in the business? You can't rely on what people say they're doing.
You have to track the actions, whether it's something you can count, something you can see, something you can hear. And that's how you track what's getting done in the business. People have all sorts of narratives around why they do or do not do something.
And they will come up with a new excuse every day. It's like, what was the phrase I've heard? It's like, same monster, different costume.
So it's the same with teammates. And so, you know, I think you getting yourself involved in trying to understand why and solving him with the same tools that you teach to your clients, I think that's out of scope for you as a boss and probably a bad use of your time. It sounds like you've probably already given this person a lot of chances given where you're at and what your skill is.
So the question is, how are we going to hold him accountable? Because that's what's best for the business and your clients, which is what are two to three things that we can track to see if he's actually doing the thing that he says he's going to do? So I guess there's absolutely things inside of that.
And to be honest, it's gotten better. And I almost want to say I want my team to have access to this stuff, whether it's me delivering it or not. I want them to have access to it because I also notice performance get better really fast when this stuff is dealt with.
And maybe that's not my job. Maybe I need to give someone else that job. um and the the tracking of the things of what he's doing yes i probably actually need to write that down and it has gotten better i guess the the frustration in it for me is why like why do people not do the things that i would do like why would we not take care of our clients why would we not respond in 24 hours why would we leave things for two weeks like it makes no sense because the only thing easier than doing it is not doing it why does it matter what the why is agreed People don't even know they pull something out of their ass, something happened when I was five years old.
I don't know. You don't know why, and neither does he. He doesn't know either.
How can you prove that? Yeah, it just doesn't matter. It's irrelevant.
So the why somebody's doing something, that's not your business. No. Your business is if it's getting done or not.
Yeah. So the compassion in me needs to fuck off a little bit. How's that compassionate?
No, I think you have to have compassion for the business as a whole. Yeah. You sacrificing your time to figure out one person's life problems is detracting you from all the other things in your business that you aren't even seeing right now because you're distracted.
The fact that you are coming to this call. And this is the one question. This is the one question.
And you're asking about because this person's on your mind. How much attention is that taking from you? I mean, it's not just him, right?
It's actually a pattern I see in the rest of the team. It's like. Well, then it's a pattern in you.
Because it means that they know it's, like, they can always get out of, yeah, they can get out of any requirement they have by throwing up the emotional flag and then you come running. Yeah, so then it's like now they just have figured out how to play you. Yeah.
Whether they mean to or not, it's not like, a lot of people don't do it intentionally, but they figure it out. It's learned behavior. Oh, I can get out of it if I just say, if I show a tear or something.
Yeah, I mean, listen, I know this about myself, which is I have people around me who point out, hey, this person's emotionally manipulating you because I am very empathetic and I very much see the potential in people. And I've had people use it to their advantage. And then somebody has to come to me and be like, hey, did you know that they're they're fucking with you?
And I'm like, oh, fuck. And I get it a lot, too, because a lot of people just, you know, know me as very soft. Oh, they just run away when they see him and empathetic.
And so they always tell me they literally leave the building.
OK. But yeah, this is a you thing. Yeah.
And I would say like, I think where you're coming from is you're like, I want to be empathetic and help them grow as people. The best way to get people to grow as people is to hold them accountable. It's to set the standard and hold them to the standard.
Not because you want them to fail, but because you believe that they can reach the standard. And seeing them reach less than that standard makes you angry because you believe in them. That is why I push people in my company, not because I am mean.
It's because I actually care about them a lot. I want them to end up somewhere good in life. If that means they don't like me in the moment, that's fine as long as they get to where they want to go.
I can't think of a single mentor that I've had in my life that has had the biggest impact on me, who I felt like in every moment was nurturing and I liked and I felt like appeased me. It was more like they pushed me. They pointed out my bullshit.
And it pushed me to realize I could overcome it. And so I have a ton of respect for that person and they changed my life in a big way. So I think it's learning how to flex that side rather than just the having compassion and empathy side.
It's kind, not nice. Okay. And so what you're saying inside of this is like, I need to actually set some level of KPIs or some kind of thing they have to hit for every single person all the time.
And it's why the fuck haven't you done this? That is how you run a business. Yeah.
Every role has to have, so for example, when I write a job description, it's the role, responsibilities, requirements, and then results. And so when they sign on to the job, results, under that section, what results are they creating in the business? And then that turns into their KPIs and what they report on.
And then every week they're tracking those things. If you don't have metrics that you're driving with, then you're driving with emotion. And though that can be helpful in certain areas of life, it is not helpful in business.
Yeah, that makes a lot of sense. So I would start with, let's make sure everyone has a job description, role, responsibilities, requirements, results. And then let's take those results and say, great.
Now, what does that look like on a weekly basis? And then let's have them at very minimal, have them self -reporting those results to you. Yeah.
Spreadsheet, like on a Google, like Google sheet, like it doesn't need to be fancy. Yeah. If it doesn't, fire him.
Yeah, I mean, I can see what's happening in my own system here because there is a setter and there is a closer and there is a facilitator, but it gets blended and this person's doing some social media and this person's doing some of this and everyone wants as much work as they can possibly have of all of the jobs. So I kind of let it happen and I just let stuff happen, which I think is a rescuing pattern in myself is like, oh, I don't want them to be uncomfortable.
I can't like draw a line here. All right. The good thing is you can do something about it, which is like, I understand where you're coming from in the beginning of the business.
It's like everyone's kind of just throwing their hands up and we're just trying to figure out throwing shit at the wall, doing whatever sticks. But in order to grow a business and to like really serve your customers well, you have to put a little bit of organization in place. And I just say add enough that it reduces friction.
And right now it's creating friction for you because. There's ambiguity around what is success and what is not success. Is somebody doing their job?
Is there not? You need to know where if people are performing or not. I mean, I need to be able to look at myself.
We have 200 people. I need to be able to look at every department and know if somebody is performing or not. The only way I can do that is if there's metrics in place that measure that performance.
And so even if those metrics are you've got four different ones that don't connect to each other, fine, whatever it's got to be in the beginning, something's better than nothing. And it's getting the habit in place. and also teaching them and so i think this for you is just your evolution as a manager and a leader appreciate you thank you thank you hannah all right so we have tiffany today tiffany has a hair extension business that's doing over a million a year and her problem is a good one to have which is she has a lot of interest in her business aka a lot of leads but it seems like not enough follow -up so we're gonna fix that good problems are still problems hi leila hi alex it's tiffany What's up, Tiffany?
I'm excited to hear about your hair extension business. Me too. Yeah, it's been quite a journey.
I've had the business since 2019. It's only been B2B. And I just made the transition to opening it up to B2C.
I would like to get it to be like a 10 million plus per year. But our biggest bottleneck has been our sales follow -up process. And we've generated a lot of organic interest.
And because of that, I have been wearing a lot of hats getting this going. And my team is a bit at capacity. And we haven't been able to set up a consistent system for follow -up, nurturing leads, and closing our business.
So what is the best way to fix this? Well, I think you have two problems here, which is a capacity problem and a sales process problem. Yes.
So we have a sales master in the studio today. Yes, the master of sales. I am a special guest.
So I actually think what would be good is talk through what the ideal process looks like for that. And then let's talk about how to open up room to do it. Can I ask one more quick question?
Is there a reason that you're doing B2C when B2B has been the primary way and you haven't exhausted it? I think mainly B2C. I think I could open up a little bit more awareness, especially on ads.
We've kept it really exclusive. Even to B2B, we've made it a lot of... like friction and strict rules of being able to be a brand partner.
So I kind of wanted to open up the door where I could still support our wholesale accounts and give them the wholesale discount and then mark up to the B2C and we can kind of pump out way more ads and exposure for building the brand. The reason I brought it up is that you said you were supply constrained, meaning you have more demand than you can handle.
And then what you're doing right now is adding more demand. So you're increasing your number of problems. And when you sell B2C versus B2B, that means two different sales motions that you now have to manage, which makes it pretty tough.
You're completely right. I would say we're at capacity, not on like fulfilling orders. It's more capacity of myself, like doing too much of every part.
Yeah, 100%. The idea would be like, if you're the bottleneck, adding more flow towards that bottleneck will hurt more. Yes, that makes sense.
So if we could just fix one of these motions, would the business grow? Yeah. Absolutely.
So it's like if you can fix it with one, why do two? Agreed. I guess the only reason was I just kind of thought like exposure.
I don't know. I guess I thought like if we're not closing as many accounts as we thought, like with all the leads that we're getting and we're not converting them into accounts, maybe we'd need more accounts. So the probability becomes higher.
I mean, we work with a company that's B2B that does hair extensions. They do what, 35 million a year? Yeah, they don't do B2C.
So I don't think that the exposure is the problem. Okay. So walk us through the sales motion.
The main revenue of the 1 .2 that you're doing is B2B, correct? Yes. Yeah.
So walk us through how someone finds out to them buying. So right now, finding out is either from my personal page because I do hair also behind the chair. It's either YouTube, Instagram.
It's just organic like media of how they find us. So basically, once they find us, they apply for pro access. Once we kind of scan through their profile and their credentials, we think that they're up to par with representing the brand.
We approve them. We approve within 24 hours and we send them an email with a step. by step pictorial process of how to get access to their account and start ordering.
And then what we started doing on top of the email in the last 30 days is a personal text follow up of also with the same steps asking if they have any questions, if they would like to jump on a call to have easier way of setting up and then recommending, you know, kind of like a starter kit, which is at a way better value within the first seven days to hope.
that, you know, they can get started at a way better price and get all the tools and setup that they need. Okay. I'm excited.
Lots of juice here. You're saying you feel like you're not closing enough of your leads? I mean, I would like it, the closing rate to be like close to 80 % or higher.
How many a day are you getting? Anywhere from one to three. Okay.
Is there any reason that you don't just like hop on a call and then like walk them through the sale and then get them to buy? So we did start doing that within the last 30 days, but a lot of people don't want to jump on a call. Okay.
So like the moment they opt in, if you just like call them outbound? A lot of these people are behind the chair. They're not like salon owners.
They're not business owners. They're busy doing hair. So they're not answering.
If they have time to fill out the application, they usually have time to pick up the phone and then make the purchase. Yeah, we actually need more leads. Yeah.
So you are demand constrained instead. But you're saying like, basically, is the problem that you're stating actually true? What do you mean?
Like the follow -up. Like basically I'm saying, we started this with like, I feel like my follow -up sucks. We looked at the stats.
It turns out your stats are really good. Could the whole sales motion be improved? Probably.
How much does it really matter? Not sure. That's not the bottleneck.
Yeah. Maybe we do everything and you get up to 65%. Was that worth it versus just like doubling lead flow?
So if we were to double lead flow, what would break? I think the default to doubling lead flow was to go B2C instead of just B2B. That's what I'm tracking.
Yeah. Why not just go get more B2B deal flow? So when you're saying 50 % are closing, are you saying 50 % are opening accounts or 50 % are buying?
I'd probably say only 30 % are buying. Okay, that's different. The follow -up system that we have now, that's only been implemented in the last 30 days since I left the scaling workshop.
So it was only email follow -up only. And we'd send two emails, like the initial email saying that they're approved and then another follow -up email within 48 hours and 72 hours. I just think it's a volume issue.
Like getting one to three a day? Yeah, it's not a ton. I mean, to me, if I got one to three leads a day, I would, you know, harass the shit out of them.
But that's me. I'd be like, buy my shit, buy my shit, buy my shit. I know, but a lot of people who buy the hair extensions don't even own the salons.
They're the hairstylists doing it. So, like, they are booked 10 hours, 12 hours a day. I'm thinking about, like, my girl.
Yeah. She can not text me back for seven hours. I'm like, hey, buy me this hair.
Wait, what? That's not real? What?
And so I'm like, hey, buy me this hair. And then they're like, oh, I have to wait 24 hours. And I'm like, I'm going to forget in 24 hours.
I even want. Who's is this? This is, fuck you.
There's some bald girl somewhere. And I feel like I have all the tools because I have live inventory. There's different methods and I have everything under one roof.
I think we just need more leads and we need to decide if we're getting more B2B leads or if we're going to do B2C. I think we just run a B2B call funnel. This feels like really straightforward.
But how do we get more leads? That's. I feel like we start there.
Yeah, we run ads to a B2B call funnel. Yeah.
Hairstylists. After the book a call, though, if they can't, like, we have to, how many people do you have that work the leads? Three people.
If three salespeople, there's one to three leads a day? Yeah. And no one can follow up?
No, they do follow up, but getting these girls on the phone is, like, next to impossible. Well, maybe the salespeople aren't good. Yeah, I, like, I really reject this idea that three salespeople.
I mean, like, think about the amount of business owners that we sell to. you know it's like they have all sorts of crazy schedules but you know that we always have told our sales people like gym owners for example they're running classes all day and so our sales people set up calls in the hours that the typical gym owner doesn't run a class sometimes they would be taking calls at 11 or 12 p .m at night because it's just like well you don't have to get up early because they're busy early but you have to stay up late because that's when they're available tiffany can i walk you through this Yeah, just walk me through it.
All right, so you're going to have a B2B ad that's going to say, hairstylist, look, you know, it's an I love you ad. It's just like an old classifieds ad. I'm looking for hairstylists who want to X, you know, Y, or Z without, you know, who want to yada without boo.
So how to good thing without bad thing. And we have our special process that has three, you know, secret sauces that's different, the things that you said with keratin and whatnot. Then that's going to lead them to whatever the hair shit is, right?
And then from there, they're going to go to a page that'll have a video, a VSL. Underneath that, you'll have a button. that they will click if they want to schedule it'll pop up in the button pop you'll have a calendar that would then have the three to four questions that would need which would be the approval based questions so like i usually use bant so budget authority need timing like think about it for us if we have somebody who's like uh i'm a business owner and then we say hey are you making over a million dollars a year and they say no that's like hey consume the free stuff once you get to a million you know heads up and we just remove it from the calendar yeah they should still outbound call within five minutes to basically validate the person like, are you actually a hairstylist?
Do you really have these needs? Are you licensed? Okay, cool.
Then I'm confirming our call for tomorrow. And by the way, do you have 15 minutes right now? Because we can just go through the pitch right now.
It's really important that that Calendly has as much availability as possible. I mean, that's easy. We're open six days a week.
So we just keep it for during our store hours from open to close on all of those days. What's open to close? 9 a .m.
to 6 p .m.
ideally you want like nine to nine or six to six or like. You're going to want longer hours. Yeah.
Yeah. Because think about it. If you, basically your issue that you're dealing with right now is that your people work nine to six.
So you need to have inverted hours. Yeah. So like, you want to, I'll tell you a secret.
The highest sales time that we have per hour across ACQ, you know what time of day it is? In the morning? 5 a .m.
Yeah. 5 a .m. is where we do the most calls per hour.
so i think we can i think we could solve this issue you have to make it you have to be available when we had alan and all we did was like study throughput on funnels the number one number one by far number one two and three on throughput for a a sales funnel specifically a call funnel is availability because if you take it to the natural extreme imagine there's no availability you can't make sales right and so when you slide it the other way right then you can make maximum sales so i love you ad VSL with a button, they click it, goes to Calendly or a scheduler, whatever.
After they schedule thank you page second VSL, which comes up with call objections and the reasons they should show up, in that time period, within five minutes, you call the lead, confirming them. If they say yes, they are, and they have 15 minutes, you go through the sales process right then. If they don't have 15 minutes, you confirm the appointment that they made.
You should always do things that will benefit making the sale. Proof. Yeah.
You never have too much proof. Get the funnel installed. Open up availability.
VSL in place. Run the ads. Run the ads.
And we'll follow up, Tiffany. All right. Thank you so much, guys.
Appreciate it. Thanks, Tiffany. Thanks.
Bye. You guys are now live. All right.
Are we on Instagram? Yes, you are. What it do?
What's up, guys? Instagram live. I'll ask you a question, Layla.
Ask me a question? I will. What is the skill that becomes more valuable, not less, as AI gets better?
i would say discernment i think being able to discern what information is worth i guess believing or using versus not because there's so much information you can get information so quickly i think a lot of people then kind of mindlessly the chat told me or claude said um yeah rather than using critical thinking so i would say critical thinking and discernment are probably two of the biggest ones so i'll give you one okay that you'll love people skills you think yeah what if what if the ai kills us all kills all the people well then you won't need the discernment skills either yeah well there you go there you go still gonna have to live with people we're all just gonna be what is that it's like in the matrix we have a little tube and yeah we're all be little batteries you know okay okay wait let me let me ask you a question all right Okay.
How do you tell the difference between keep going and this is the wrong business? I think there's a fundamental assumption that your thesis for the business was predicated on and that has been disproven with reality. Then that might be a situation where pivoting to a different business makes sense.
If your fundamental thesis hasn't been disproven, let's say you're like, I am trying to sell my thing and I can't figure out how to make this piece profitable. There's probably a... maybe a change in model, but it's still the same core deliverable.
Or you get better at marketing, you get better at sales. Those are things that you can push through with iteration. But if, for example, and I think the core question is product market fit is the only true thing.
If no one wants what you have, if you're like, hey, I want to do doggy toenail painting, and I think this is going to be huge. Don't do that. You could think it's going to be huge, but if all dog owners are really not that interested in it, then it might not make sense.
right like hey i want to get into dry cleaning all right well i can't make it work well are there other dry cleaning businesses that exist okay well then there's basically no reason for you not to continue to push forward if you still want to do dry cleaning and so that's where like you know 95 of people are starting businesses that a version of that business already exists which almost always means you can just pivot and iterate and continue to just get more skills so you can make it work well let's go the next one is my jesus is my marketing degree a dying degree I mean, the automatic thing that pops up in my head is yes.
Are degrees dying? My honest answer is yes. Like, I don't think that the best way to learn marketing is to get a degree in marketing.
Oh, my God. I think that is. So I don't know what dying means.
I mean, I guess it depends where you want to work. Maybe they care about degrees. I don't think I've ever once looked at a degree for anyone I've hired here.
I've certainly not looked for a marketing degree. I don't think it's dying. I think it was never alive.
Well, it's like, imagine, let's take a different one. Imagine someone's like, ah, is my sales degree dying? It's like, well, can you close?
Just go sell shit, right? It's like, okay, what's my marketing degree? Well, it only matters.
Can you market? Can you get me leads? Yeah.
If not, then I don't care if you have a degree or not. Your skill of marketing isn't dying. Your skill of marketing is on crack right now.
Wow, that's aggressive. Meth. Meth?
Meth on meth. Next question. Is that different than crack?
Okay. Someone from the chat asked, how do you get rid of delegation anxiety as a new leader? Delegation anxiety.
Yeah, you're the leadership. You're the leadership person. I don't know if I've ever been.
I love delegating. It's the best. Here you go.
Alex just doesn't do something and just let someone else find it once it's a mess or the taxes haven't been done for three years. And then that takes two years to figure out. And then it just gets handled.
And it just gets handled. It always takes care of itself. Delegation anxiety.
There's this TV that we had that automatically turned off every night. And one night, Layla and I were going to bed and she was like, hey, can you turn the TV off? And I was like, it's fine.
It turns itself off. No, I turned it off every night, but he didn't realize that because he thought it turned itself off. I thought it was an automatic setting.
He was like, no, motherfucker. I go and fucking turn it off every night. It was like nine months of this television.
It's sort of like you thinking that we didn't have a dishwasher. I found that out two years into us living in this place. And she was like, can you put that in the dishwasher?
I was like, I don't know where it is. Oh, my God. Well, what about the delegation anxiety is my, how do I handle it?
I don't think you can let, you cannot let your feelings dictate your actions that you take in business. So it's totally normal to feel nervous before you hand something off. That's because you care, but it shouldn't stop you from handing the thing off.
The only thing I would say is if you're extraordinarily nervous, do you have to poop? No. Jesus Christ.
I don't know why else you could get off so quickly. Like fecal urgency. Like, I don't know.
Isn't this nice? I got this new... Are you interrupting?
I'm trying to answer somebody's question. This is important. What is this?
This is for delegation anxiety. See how you can handle it. I don't even know if it's in the shot.
It's in the shot. A lot of people are saying yay, and they're obviously very excited. This is amazing.
This is amazing. There we go. There we go.
Now we're good. Okay. This is just my theme for today.
There we go. Can you guys see that? Can the chat see that?
This is good shit. Yeah. Philosophy Alex.
This is not mine. There we go. When in doubt, I have three rules to life.
Live, laugh, love. I feel like I've been possibly taken over. Is this what no consent looks like?
How much caffeine did you guys give him today? Okay, good. I feel good.
Let's rock it. Okay. Is that our house?
No, this is definitely not our house. It's not our house. This is a fake studio.
Yeah, it is fancy looking though. It's very nice, very soft lighting. Well, we're redoing it, so.
Okay. Say goodbye. So delegation anxiety, fuck your feelings, follow the plan.
Got it. What's up next? How do you balance accountability without creating a toxic environment for low performers who just need good training?
Oh, well, that's difficult because if somebody's a low performer, I'd like it to be toxic so they quit. I'm like, please leave. You want it to be toxic for low performers.
Yeah. High altitude. You want the weak lungs to not survive.
I've never wanted to create an environment where low performers would want to stay. I've only ever wanted to create a culture where high performers want to stay and low performers want to leave. Super real.
The people that are killing your company are not the bad performers because those are obvious. The ones that are killing your company are the mediocre performers.
There's my mic dropped. All right. No explanation.
No explanation needed. All right. Why does success come with hate attached?
Because they forgot to.
I think this is one of those things that's always true when you really think about it. It's very deep. I mean, the only people that hate on people who are successful are people who are insecure.
So like insecure, jealous, whatever. What if successful people only got there because they forced other people into subjugated roles and have manipulated them and somehow, you know, did wrong in order to ill -gotten, you know, earnings? I think our brains make up a lot of reasons as to why things have occurred to protect us from...
seeing our own incompetence. And I think that's why a lot of people hate successful people is they think, well, it would be too painful to recognize my own deficiencies as to why I can't have the success. So I need to create up some sort of narrative to justify why they have the success and I don't.
That makes me feel better so that I don't have to face the fact that I have this big of a deficiency. And here's real talk. There are really shitty successful people and they're really shitty unsuccessful people.
People, they slice the same all the way up and down. And if you have a worldview that says, oh, I found a shitty successful person, they must all be shitty. It's the same as saying, oh, I found a shitty unsuccessful people, they must all be unsuccessful.
Yeah, it's kind of funny because successful people are discriminated against all the time, but there's nobody going to go defend them. Because it's like, well, you're successful, so fuck you. Yeah, it's like, oh, I heard so -and -so got their house robbed.
It's like, oh, I heard they're rich. It's like, if you thought of a subcategory of people that they're like, oh, whatever, they're fucking, they're rich. If you put any other subcategory there, people would be like, oh my God, I can't believe you'd say that.
It was like, oh, you know, their kid got beat up. It's like, whatever, they're fucking rich. Who gives a shit?
Right? You know how fucked that is. But you actually become a minority class that no one will give a fuck about anyways.
And so you just got to give a fuck about yourself and keep on. Yeah. Nobody else gives a fuck.
Next question. Business owners should make decisions for the benefit of the employees in the company. But which one comes first?
That's easy, the company. Because if the company does not exist, then you cannot employ people. If you do not, at the end of the day, like when push comes to shove, you as the owner have to sacrifice for the betterment of the company, as do the employees.
Otherwise, the company will not exist and the company feeds us all. And so if the company doesn't exist, and that means at times there's sacrifices, I will say, like, it's not like, I say that because I think sometimes people... When they ask that question, what they're asking is like, what's a bigger priority?
Focusing on my employees or on the performance of the company. How are your employees ever going to reach their goals? How are you going to pay them more?
How are you going to provide more opportunity if the business is not reaching its goals? And I think this is a local versus global fallacious way of thinking. So many big words.
I know. Incorrect way of thinking. A different parallel that might make sense is like...
If you think about families, you've got parents, you've got kids, and then there's the family unit. There are some families that are kid -first families. Everyone sacrificed everything for the kids.
There's parent -first families, where it's really just what the parent says and the kid's just getting, you know, slingshotted around. And then there's family -first, which is, okay, we look at the fact that we're all humans, we all have needs, and we try and balance the overall good. And I think that when you have a company -first perspective, it doesn't try to make you pick between children or pick between relatives.
It's saying, we have to take care of our customers. We have to take care of the team. Like it all has to, and we have to take care of the business.
And so the business is holistically balanced, which is in the micro sometimes short -term pain, long -term gain.
I'm so happy about this poster. I love this poster. What is the one question a candidate should ask that tells them the most about the company?
I think I'm bringing this to all my one -on -ones. I'm going to have this next to me just to set the stage.
I like it when people ask, what would you fire me for? That's a great one. They're like...
I always go with sexual harassment. Just to see how they go. You know, just to see how they take it.
I had to fire one person for sexual harassment. He was a fucking weirdo. Yeah.
Anyway, so... Yeah. I did give away his gender.
I apologize. Oh, my God.
So yeah, I would say somebody got a full night of sleep and caffeine. I did. And I am the opposite.
I slept great and I did have some, I had multiple caffeines today. And I don't drink caffeine right now. Why can't you drink caffeine?
Because of the baby. People are loving the live, laugh, love. They're saying it's the blueprint.
It is the blueprint. If you're not sure, like what do I do with my business?
I might have to retire. I feel like I've said all that needs to be said. I feel like he brings all the seriousness on his channel and then he comes on to mine and he's like.
Oh, does that sound familiar? What? All you do is troll.
Your stuff? Yeah, because I'm not like trying to deliver value. I'm just having fun.
That's fair. All right. Yes.
All right. Okay. How do you tell a performance problem from a role fit problem?
Ooh. I mean, I think that that's tough.
So if you're thinking about a role fit, I think that you have to look at the strengths of the person and then the requirements of the role. If they have a lot of strengths, they just don't happen to be aligned with that role, possibility it's a role fit. If you're looking at a performance problem, it would be, you would probably be doing that activity and be like, oh man, well, they're not really that good at that either or that or that.
It's like, they're not really that good at anything. We just like them. Yeah.
And then you would see like, oh, they're actually not a top performer. So I would say that that's usually how I think that through. And if somebody is not a good performer, they're probably not going to be good in any role because you can see a lot of things, even if it's not the right role, work ethic.
loyalty, honesty, timeliness, rate of progress, rate of learning, urgency, proactivity. Yeah, those are all things you can still see even if they're in the wrong role. So it's just that the exact skills of the job might be the bad fit for them.
Might a little here's your sign is if you keep trying to find a role for somebody and you've switched them three or four times, they might really be good at selling you and not very good at doing. You probably just like them. Yeah, which is fine.
But likeness blinds us from competence. Ice cold. My God.
It's a great line. Dude, I can't with this. It's a great line.
What is this peanut gallery motherfucker over here? I'm bringing energy. I'm bringing live, laugh, love.
I've tried. I just like, I woke up at like 2 a .m. with thoughts and I've been up for forever.
All L's. Think about this. It's just thematic.
And then I had acid reflux and it's just, it's been downhill from there, you know? Speaking of acid reflux, next ice cold question. What's a hard conversation you both have had recently?
With each other? Yes, you've... Oh, yeah.
Oh, yeah. Fucking prying nasties. See the questions you guys ask in the Q &As?
Let me see them toes.
I'll screenshot the nasty one and send them to Alex, and I'm like, this is what I deal with. And he's like, what the fuck? I don't think I've ever had...
I really have never had any weird or nasty question. I think what's been weirder is when people say something nasty or sexual to me. knowing I'm pregnant, they're like, want pregnant wife.
And I'm like, God, that's so frightening. Yeah, the internet is odd.
I mean, I've had a million hard conversations recently. I don't know. That's like our, that's the job is just to, I wouldn't even call them hard conversations for us because it's just having an honest conversation about where things stand with people.
It's just being honest. And if you do it frequently, it's not hard. And I think we frequently talk to each other about our relationships, so it makes what would be a hard conversation not that hard.
Yeah, except for when I cry myself to sleep every night. If I would think through conversations we've had to have recently, it's probably what's going to look like when the baby gets here. How are we going to balance, you know, work, life?
relationship that kind of stuff but i don't think it's hard because we pretty much see things the same way okay so this is also from the live this will be one of your last questions i feel like i want every manager and above to give me a daily report because i don't know what they're doing otherwise is it valid or are they overreacting kpis i mean i would say having a dashboard where you can track what people are doing is a better option If you feel like you don't know what people are doing otherwise, I would say that there's a lack of visibility in reporting.
So why try and fix it with a daily report if you could do a weekly report first? I would say I try to enact the minimal amount of change in somebody's workflow to get the result I'm looking for. So I would say, let's see if we can do an end of week report that talks about everything that they've done.
And then if that doesn't work, we can move towards. daily. But if you feel like you have to get a daily report from like a manager to know what they're doing every day, I think that's, uh, that's tough.
Why am I such a little bitch? Why do people ask these questions? I like little, I will say I like little, the daily huddle cadence with, yeah, but I think like small teams, I'm saying small teams.
If it's a small team, a hundred percent agree. I'm thinking, I guess I'm thinking from my own context, which is like you have managers. Oh man, probably not that though.
No, I don't think it'd be cross -functional. I think it's more like, Hey, what's the like marketing team stands up. What are we, what are we hitting today?
you know yeah bing bing boom i think each team having daily stand -ups makes a ton of sense and as teams get bigger you have more micro stand -ups within the team what's the real reason most business partnerships fall apart in your experience oh i think a lot of the times um you have one person who's much more competent than the other like i would say nine out of ten times somebody is the one doing it all and making it all happen and the other person is just kind of riding their coattails?
Because if you have conflict, but both people are incredibly competent in different and complementary skill sets, you both recognize that you need each other. And so you find a way to make it work because you need to make it work. It won't work without either of you.
And so like, it's usually one person's competence outstrips the other or one person's work ethic outstrips the other. That's where it's a little bit tougher, where someone's putting way more hours in because sometimes there's some roles where like, it's high value, but it doesn't take a lot of time. What should I do if I have a manager who performs great, but they are constantly overstepping me and I'm sensing disrespect, but they are a strong talent?
I think... Wow. You're really interested in your own answer on that one.
No, the yawn has nothing to do with the question. I think that in general, if somebody's overstepping you, you're not setting the standard for what's acceptable. So you're allowing yourself to be overstepped.
It's not that that person's overstepping. It's you have not taught them how to treat you. You're not enforcing standards.
Yeah. You've trained them that you are somebody that they can overstep. And so I think that for a lot of high performers, they will test the waters because they're trying to see if that person is worth following.
Are you a leader worth being led by? And they want to test that. And so they're going to try and see if they can overstep you.
And if you allow them to, then you've just lost their respect. And unfortunately, a lot of people think, oh gosh, they're just a terrible direct report, blah, blah, blah. It's like, well, maybe they actually just want to know if you're a person worth following.
What's a skill you look for now that you didn't care about five years ago? I'll tell you one that I care way more about now that has only gone up, which is just general IQ. I just want generally.
more intelligent people now than I did five years ago. I just, I think it was more like I wanted quote smart people, no one wants dumb people, but like my standard for what intelligence looks like has gone up. I would say people with, you could call it spikes, like areas of extreme competence.
I'm much more comfortable with that and I'm comfortable managing their... Eccentricities? Yeah, their deficits.
And I actually would prefer to have somebody with a big spike and a lot of deficit because I think that the spike outweighs the deficit because I understand how to manage that person versus 10 years ago. I don't know if I knew. And so that was harder to manage.
And the spike is hopefully in the direction of where their performance and they're being compensated. Yeah. Layla has a great little saying, stars have edges.
What's the weirdest excuse an employee has given you for missing work? Oh my God. I mean, we've had some wild ones.
There was a guy who fabricated that he had cancer and got fake doctor's notes. It was an elaborate thing and then we just unwound the whole thing and it was just untrue because he got hired and then immediately got this cancer thing, ran out like sick PTR or whatever for however many weeks and then tried to take his paper.
It was like he just tried to put all of the pieces together. Yeah, it's tough. There's been wild ones.
That was probably the weirdest one. I don't know. I mean...
With our business, we don't have that many weird people anymore. I think that we did in the past because we would just hire people with a pulse. We didn't do background checks.
Yeah, that was tough. Yeah, we didn't know. Some of the outcomes discovered.
Anyways.
This person can't be at playgrounds. Yeah, I remember when we started that. What's a boundary with employees you had to learn the hard way?
I have so many jokes right now that I'm really holding back. Yeah, please do. I already know.
Just fucking unhinged. Just don't. Just don't for my own sake.
I'm using every ounce of self -control I have. I think I used to be really lax with how people could communicate with me, and I really just prefer that people slack me about work stuff. Like I use Slack, just like I use text messages.
It's just that it's, I'm able to compartmentalize them. When I'm checking my text messages, it's like, I'm not looking at work stuff. So even like my dad, you know, he works for us.
And I'm like, if he's texting me about work at this point, can you Slack me about this? Because it's just like, that's where work exists. And this is where personal exists.
So in the beat, ow. So, so sorry. Oh my God.
Ow. That's right. Get strong, my son.
Oh my God, that was a bad. Get strong. Just use her force.
Use, strain her power. Yes. Yes.
Soak it in.
Oh, God. I forgot what I was saying. Good.
Take our brains, too. Take it all.
So close. So close. Do you want me to move on to the next one?
Yeah. Okay. I don't even remember the question.
What lessons did you learn the hard way from employees? You answered it. Slack versus text.
I don't think that was the question. It was boundaries. Whatever.
We can move forward. What do you delegate first and what should never leave your desk? I mean, delegate shit that's low dollar amount and high reversibility.
So it's like stuff that doesn't cost a lot to outsource and is easy to reverse if mistakes are made. That's what you want to outsource first. So that could look like a lot of stuff, closing tickets, opening tickets, checking mail at the company, you know, front desk work, admin work, those types of things.
I think things that you never outsource is the vision of the company and the values of the company, as well as understanding how the company works. You should understand all the products and all the departments. And I actually just don't think that I don't think, I don't think that you can, I don't think you should outsource it.
I mean, there's a lot of people who think, you know, I'm going to found the company and then I'm going to bring in a professional manager and blah. Like, I just don't think that that works well. I think most of the best companies, the founders stay very involved and they know.
very intricate details of how things work and i would say that both of us understand a lot of detail of different areas of the company still despite not needing to i think the entire process of delegation comes down to always doing the highest roi tasks you can with your time and continually trading up so there's not one answer of like never outsource finance or never outsource marketing whatever the highest value thing that you can deliver is what you should be working on and If you are working on the highest value thing, then you can make enough money in that time to delegate the less valuable thing.
And that just continues to change as the company evolves. Yeah. Sick.
All right. We're on our last three questions. Last three.
Last three. When you were in the process of becoming a multimillionaire, what was the mindset you had to adapt to run a company? I hate this question.
I mean, I think that you have to be I think the biggest thing that you see in people who are new founders, like what's the difference between a founder that, you know, gets a seed round of fucking 100 million by VCs versus somebody who can barely start their own is certainty and decisiveness. And you have to be certain and decisive to get people to work for you, to get customers to buy from you, and just in general to steer the business in any direction.
I certainly look for that in people. And if somebody's really indecisive and uncertain, I'm like, I don't know if they're going to make it. I don't know if I believe you more than you believe you.
So that's what I would say. What would you say? Commitment.
Because I think part of that is like the, it's the equal opposite of focus. Like if somebody's scattered all over the place and they're always changing directions, that's a very, it's an easy sign of a smaller business owner. They can't stay focused or committed for a long period of time.
And so if commitment is the elimination of alternatives, it means like you're really clear, you're really certain this is what you want to do. But that means that you have to stick with that. and not change your mind every two seconds.
Because that whiplashes the team and then it's like, wait, you just sold me on this whole vision and now you're changing it two weeks later? That's fair. Next pregunta.
What's the worst piece of advice a mentor has ever given you? You have to wear a business suit for people to take you seriously. That's good.
Easy. I mean, same. That's pretty shit advice for me.
uh i don't know i've gotten so much bad advice i don't even want to say it because they probably know who they are i mean i got never let anyone else uh do your finances what does that mean it's like you should always be the accountant in your business oh okay it was a small business owner when i was really young that's not true Yeah, that's fucked.
There's just a lot of advice that people give when they're early on in their career. And if you don't know anything, then you just think that it is true, but it might just be true for them in the stage they were just in. And so then you think that it's a truism forever rather than just for where they're at right now.
I don't know if I've got any like terribly bad advice. I think that it's been bad for the season I've been in. So it's like, I can't think of anything that's like jarring.
It's just more like, well, that was dumb given the context of the business. Like I always tell people, I'm like, listen, like I only can give you as much advice as you can give me context. And you have to use your brain.
So like, I'm not the Messiah here. Also, super, super real. The advice that is required and is correct is rarer and thinner the higher up you go.
Like at the very beginning of any business, the advice is identical because everyone, if you don't have a business, you need to get a... In corporation, you need a bank account, you need a way to process money. Like everything is the same in the beginning.
And then taking the natural extreme, the strategy for a $100 billion company is going to be wildly different than another $100 billion company. And so it gets more and more diversified because companies become more and more unique and there's more layers of context that are required in order to make it work. Next question.
All right, last one. Yeah. What is the mechanism you use to turn work off when you get home?
And does it actually work? We turn work off?
You don't like this question? No. Well, I'll start with the obvious one.
I do my best to, like, when I know that I have run out of juice, which, like, yesterday wasn't until quite late, today it'll probably be as soon as I'm done with this. It probably happened ten minutes ago. I'm not going to be answering questions.
I'm just not going to be answering questions from people on the team because I just know that I don't have my best thinking. Second to that is like, I have limiters on different hours for apps on my phone and I don't need it for social media. I need it for Slack and Asana.
So like after 7 PM, my Asana and Gmail go whatever, because I'm also up really early. Like for other people, they're like, oh my God, 7, I work till 11. I'm like, well, you're not up at 4 AM or 3 AM.
I would say I have those blockers. It's not like I don't pause them every once in a while. But like, I think flexibility over rigidity, you never want to have like such rigid rules.
It's like, I can't answer. I remember I had a friend who was like, well, I can't answer questions past 5pm because that's my boundary. And I was like, it sounds like a shitty boundary because you are stressed because there's a legitimate problem in your business that you can't solve and only you can solve.
Like, There's also realities when you own the business. It's your fucking business at the end of the day.
If you're not okay with being disrupted and knowing that there are going to be times where you do not have things according to your way, then you should not own a business. It is not going to always go according to your preferences. You can also watch trash vampire television.
I would like another trash vampire TV show to watch. Yep, big fan of that. So we're going to be wrapping, so I'll just leave you guys with live every moment, laugh, every day and love beyond words.
He's like on something today. I don't know what it is, but I'm going to find out later. I'm going to get some of it, whatever it is, whatever.
What is happening? Whatever you're doing, whatever you're snorting, I want some. That's a joke.
I'm pregnant. Jesus. Yeah, I can snort whatever I want.
Bye. Perfect way to wrap.
Thank you.
The Hook
The bait, then the rug-pull.
The episode opens on a joke about a trophy husband in the peanut gallery and goes straight to a caller whose problem is common and painful: a team member who volunteers for everything and delivers nothing. The answer sets the tone for the next 50 minutes, which is that the reason doesn't matter and the result does.
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A 17-minute field guide from someone who has run the experiment thousands of times — five tactics that teach people how to treat you without you ever having to ask.
A founder argues that grinding harder builds a job, and that who-not-how thinking, documented systems and owner-minded hires are what make a business run without you.
A recruiter-turned-eight-figure operator lays out six frameworks, hiring leverage, who to fire, how to give feedback, how to raise standards, and how to stop being everyone's bottleneck, that he says fix 99% of why founders stay stuck in the weeds.
A single mom who just hit her first $1M month breaks her routine down to two rules: cut almost everything, then outsource your house, not your business, first.
Nine index cards on a table, one guest who's allowed to call them bullshit, and 53 minutes of the operating system behind the biggest channel on earth.
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