CSG 115 | Achieving Goals

 

Connie’s motivational quote for today is by – Lawrence J. Peter: “If you don’t know where you are going, you will probably end up somewhere else.”

 

YouTube: https://youtu.be/0S6XbXdZmWk

 

Check Out These Highlights:

Today’s quote actually made me pause and reflect on my own business journey over the past 21 years and knowing where I was going was not always clear or easy to define!

I know for me as a business owner, finding the next step is important yet I have also learned that moving forward, even if a misstep is still good and allows for easier shifts and pivots.  It also allows for learning and defining what is working and what changes are needed along the way.

So is there an easier way to grow a business using goals to support long-term solutions that stick?

 

About Amanda HarNess:

Amanda is the owner of Business Excelerated and works with service-based organizations to resolve the problems that are keeping owners from achieving their business goals.

With a focus on growth strategy, people & leadership, and change navigation her clients can close the gap between where they are now and where they want to be. She helps owners determine real goals, supports them to increase the speed of execution, and provides long-term solutions that stick.

 

How to Get in Touch With Amanda HarNess:

Website: http://www.businessexcelerated.com/

Email: amanda@businessexcelerated.com

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ENCORE: Amanda HarNess – Achieving Goals Quickly, Using Solutions That Stick

As you read every week, I hope you feel my passion from the perspective of helping you change that word of sales and sales conversations, that whole ick factor. I hope after reading my blog and my guests’ tips and strategies that you understand sales is an important piece that we are providing solutions for people. It should never be icky or sleazy. It should come from a place of love, care, and respect. To help you on your sales/business/career journey, I have an all-star community that I am offering. I would love for you to come, play, and join me in my community.

My motivational quote to set the stage for our topic is by Laurence J. Peter. He says, “If you don’t know where you are going, you will probably end up somewhere else.” This quote made me laugh as I am now, but it also made me pause and reflect on my own business journey over the past few decades. Knowing where I was going was not always clear and/or easy for me to define.

As a business owner, finding that next step is important. I have also learned that moving forward and even sometimes sideways, those little missteps are still good and allow for easier shifts and pivots for us to move forward. It also allows for learning and defining what is working and what is not or what changes need to happen. Is there an easier way to grow a business using goals to support those long-term solutions that stick so that we don’t make those missteps? I’m glad you asked.

I have an amazing guest, Amanda HarNess. She is the Owner of Business Excelerated and works with service-based organizations to resolve the problems that are keeping owners from achieving their business goals. With a focus on growth strategy, people in leadership, and change navigation, her clients can close the gap between where they are now and where they want to be. She helps owners determine goals, support them in increasing the speed of execution, and provides long-term solutions that stick. Thank you so much for being on here and for delving into this topic of leadership, change, and all the things we need to do in our careers and business.

Thanks for having me. It is a topic I have been sharing a lot about, especially from the goal-setting perspective because we are entering the last quarter of 2022, which means we will be entering the first quarter of 2023 sooner than we know. It is a good topic to be brought up now.

 

CSG 115 | Achieving Goals

 

The other thing in the intro is you help owners determine goals. That is important. You support them to increase the speed of execution. There has to be action. Otherwise, nothing changes. I wanted to spotlight that you are here to help, but you are also about, “Let’s create the good goals,” but then what does the execution look like? There has to be movement on the back end. I appreciate that about you.

There are some startling statistics out there regarding how many companies do strategic planning. It is lower than you think. How many of those strategic plans that are developed fail because of the execution process? That is why I like to stick around and support the implementation of the strategy because I want it to happen for you.

CSG 115 | Achieving Goals
Achieving Goals: There are some startling statistics out there regarding how many companies do strategic planning. It is lower than you think.

 

Not only happen, but once you put the action, action creates a reaction. That is when the magic starts happening, where we start attracting the thing. The idea is great. I end every show saying, “Information is a beautiful thing.” You and I discuss whatever we are discussing. Information is beautiful. If I do nothing with that information, it is just information. There are no magic and reaction that I’m creating out there. I like that you take it to that last step.

That is important for businesses to understand. Sometimes we need guidance to execute correctly. Because this is what you do, we are executing correctly but speedily. You have been down this road before. This is your zone of genius. I have to ask. My first question is about Business Excelerated. It is spelled incorrectly. Did you spell it incorrectly on purpose?

There is a fun story and a reason why I ran with it. The answer is yes. I was on a business retreat. I was facilitating this activity. I went to put the word excelerate on the board. I was like, “That doesn’t look right.” I thought that was fun. The first half was excellent. I was like, “What if I play on words where we are faster at it but are still excellent while we do it?” It is crappy at the end. You can do it too fast where it doesn’t turn out well, or you can do it fast and it turns out well. That is the idea behind it. I also am a big fan of ‘80s rock hair bands. I get to say, “Excellent,” all the time when I’m describing how it is spelled. That is fun for me.

I had James Clear on my show. I don’t know if you have read the book. It is a brilliant read. He is brilliant anyway. He is a little intense but cool. He cracked me up because I said to him, “Why Atomic Habits?” He was like, “Atomic starts at that atom level and creates atomic explosions, but it is that micro-movement forward that creates the trajectory of the great change.” He had a reason for the word atomic.

It is cute to understand that story because there are energy and creativity behind it, but there is a reason why you chose that name. Thank you for sharing that. Talk to me about your zone of genius, goals, and execution. Can you share some stories of how you have helped businesses briefly so everybody understands what your zone is because you have goals and excelerate change? What does that mean? What do you do for your client?

There is so much more behind the idea of how we make it faster. We want to do it faster and still be good or better. That doesn’t mean we are hurried in our work. When I’m helping an organization define real goals, it is helping them understand what they want in the long term. One of my superpowers is being able to hear what someone is saying, even if it is not the words they are using. I can hear the things underlying what they want moving forward. We better define that more clearly.

We work our way backward to create that plan of how they are going to get from where they stand to where they want to be. That includes anyone that might be in the organization that is going to help them get there, any other teams, leadership, or anyone like that. There is a people aspect involved in all of this because I work with all service-based businesses. People are the business of business in that way. It is them that are carrying this organization toward its goals, not just the selling of a product.

Other than helping them create these plans and putting it to work, there is a lot of addressing the people side of the business. That might include some guidance and coaching when it comes to leadership. It’s anyone up through the executive suite down to middle managers and team leaders, whoever needs that extra support to amplify their leadership, because that carries over into a high-performing team which increases your speed for things.

A higher-performing team with amplified leadership gets to where they want to go faster because not only are they more efficient in their work, where we find where there are breakdowns, gaps, and silos, but they are more engaged in that work or more invested in the long-term vision that they now finally understand.

A higher-performing team with amplified leadership gets to where they want to go faster. Click To Tweet

They also have a better knowledge of what role they play in that, not only in the long term but even for the guy next to them. They better understand how their work affects everything on the atomic level as well as on the macro level. When we are creating this increased speed of execution, it involves knowing where you want to go, how you are going to get there, and who is going to help you get there too.

This is such an important piece of the puzzle. It is fascinating because my corporate clients come in. My jam is sales, sales service, and coaching the managers or the coaches to make sure that whatever is being taught is implemented and executed. There is accountability in all of those things. When I go in, a lot of times, you are consulting, and you are saying, “You don’t have the right people in the right spots.” Their feeling is, “I have a body in that job, but is it the right body? I’m not a leadership expert. I’m a sales expert.”

That is where you come into play to say, “Before you do this additional training, we want to get the right people in place because if we don’t have the right people in place, this is going to go nowhere fast.” You are throwing money and time away, which are resources that businesses can’t afford to throw away.

The other thing I wanted to say about that is we lead through people. When I sit and talk to the executive team, and they are talking about the strategy, my next question is, “What is the skill level of your people?” I wonder if you find this as well. I’m fascinated that they think the skill level oftentimes of the employee is much better than the actual skill level.

That is not a put-down or a criticism. You are creating strategies that aren’t going to be able to be executed at a high level of what your expectation is because people don’t have the skill to do it. Yes, they are bringing me in to do the training, but they think we are coming in at a much higher level. That is dangerous because you are setting people and the organization up for failure. That is not a good combination.

The other aspect there is not only leadership often has a higher level in their mind than what the people have. They also have a higher level in their mind and leadership’s mind than what the people feel themselves. If you ask a team member, they are not as confident in their work as their leadership thinks they should be or could be. Not only maybe are they lacking in certain areas of skills that we can either help them navigate and learn from or move the workaround into someone else’s hands where it makes sense. There is also an issue with their confidence. If they are feeling lacking in themselves, their ability to execute something lacking confidence is not going to get them where they want to go either.

We have done sales training. I create little cheat sheets. I say, “You have to look at the person right here, right now, from this perspective.” What is the skill? They want the employees to make telephone calls for follow-up. Meanwhile, the person has never been on the telephone for this job before. Their ability and motivation are low because they are afraid of failure. Their confidence is low because they don’t know what they are doing. They were like, “You want me to do what?” Their confidence is down.

I coach somebody on the phone skill, I let them watch me, and we debrief together. There is a whole process. The ability goes up, and confidence is tethered to it. If confidence goes up, motivation comes along with it. This is the example I always use, Amanda. I’m sure you see this when you are working with the leaders. We will have them make more phone calls. Meanwhile, the person is horrific on the phone. Ten phone calls were a big failure. Now, we are making them do 25. It is a bigger failure. Confidence goes down. They were like, “I’m going to get fired,” or they end up leaving. We create this angst. It becomes this whole self-fulfilling prophecy. Do you see that a lot in what you do?

It sounds like you are helping them discover. It is something I label as the elephant in their boardroom. What is the actual underlying issue? The symptoms they are feeling and seeing are not the thing. The thing is over here, and it is this. Your example was they have never been on the phone, and they are afraid of failure. When you are on a phone call, you don’t know what to expect. You don’t know how the other half of the phone call is going to go. If you don’t feel good about your ability to react well to whatever they might say, phone calls are scary.

I had a similar example when I was working with a CEO of a company. They had someone on a team who always seemed to get stuck. If they were emailing with clients and clients weren’t emailing back, they kept trying to email and not hearing back versus trying some other avenue like picking up the phone. The CEO was frustrated. He was like, “Why won’t they pick up the phone? I don’t understand.”

It was like, “It is because they don’t want to. They are trying to avoid picking up the phone.” The CEO came back and said, “Part of their services is they help conduct interviews and recruit for the other clients they are working with. She is on phone interviews all the time. She is confident and enjoys those.” I said, “Yes, but she is in the driver’s seat of those conversations.” If she knows the questions, she is going to ask.

She can anticipate what that phone conversation is going to look like. Whereas if she is calling someone saying, “I haven’t heard back from you. You are terrible at getting back to me.” It is what she thinks she is saying. She is a people pleaser. She doesn’t want to call that person when she feels like she got an underlying tone of, “You are bad at calling and emailing me back. I had to call you in order to get ahold of you.”

That is what she thinks she is doing. She is A) Not comfortable on the phone because she doesn’t know what to expect of that conversation, and B) She is a people pleaser, and no way is she going to pick up the phone unless you tell her to. The CEO was like, “I never thought of it that way.” I feel like you are good at uncovering those elephants as I do.

As you were sharing, I’m like, “Yes, I understand that.” If she is good on the phone in one aspect, that doesn’t mean she is good on the phone in every aspect. It is a different skill to follow up with someone saying, “What is going on?” versus, “I’m interviewing you for a job.” Those are two different aspects of that phone conversation.

That is the other thing, Amanda. I think you do this. We will talk more about goal setting to get there faster and easier. That is the piece of the puzzle. “They are good on the phone.” No, they are good on this piece of the phone, but there are ten other aspects to the phone. You have to break each of those ten aspects into mini-coaching sessions or mini-conversations to build ability, confidence, and motivation. We bring the kitchen sink and lump them into that, “They have been doing this for many years.” No, they have never been on the phone for many years. Let’s understand where people are coming from.

I have education in Human Behavior, Psychology, and Communication. I bring a lot of that in to help them uncover. People are cool, but they are also hard and weird sometimes. Helping them see through some of that stuff and better understand how people work and it is context-based is the fun part of bringing this in and helping them see these a-ha moments.

That is why we love what we do when we teach. On the corporate side, you have a bigger impact because there are more people on the corporate versus the solopreneur. Talk to me about how your clients get their goals faster and easier. We keep talking about it. Do you have a methodology or something you use?

I found that organizations, originally, when they developed, created these visions, missions, and values. Even if they are carried over the years, which they do drop off, but even if they are carried over, either everything in the company has changed enough that these mission, vision, and values might need to be revisited and never were, or the mission, vision, and values have been carried over, but in the same way over and over. There is this foundational piece of these either newer types of businesses that need to be assessed and solidified or these older organizations that need to be revisited that create a North Star for people.

It is one thing to have this mission, vision, and values and another to live and breathe it. We have heard that before. That is not new information. The way I help people approach it is through their leadership. It is that lead-by-example type scenario. That is the simplest way to put it. How are you showing these aspects in your business? It’s not just through fund campfire stories, but if you value family, what are your PTO policies or how do you keep holiday time?

It is one thing to have a mission, vision, and values and another to live and breathe it. Click To Tweet

That is one that has been coming up in regard to strategy because we are about to hit Q4 of 2022. All priorities are going to be split. They want to be at home doing fun holiday things with family or friends. They are in the final push for the year to reach their goals and revenue marks. If their attentions are torn during this time, having a structured not only quarterly strategy but, “What are we setting ourselves up for 2023?” is going to help you get “faster there.” If you always know what that North Star is, you know why you are creating what you are creating and how you are going to get there.

If you always have that happening, no matter what whirlwind is going on, what makes it faster and easier is having that clarity and disseminating the information correctly. I’m long-winded here, but you asked about a methodology in it. I start with that foundational piece. We create their long-term visions. Usually, I go about five years out. Beyond that, it becomes nebulous for people, and many changes over time. There is too much that is going to happen. We usually go five years out and work backward to three years, a one-year quarter. That is when we developed their plans. Inside this facilitation I do when we are creating this, we are determining who, what, when, how, and all of this stuff.

It is structured and detailed with agility as things will come up. It is if-it-is-then-what type scenarios that we go over to help mitigate risk. The part where I help them implement it does include how we are going to disseminate information throughout the organization. This faster and easier aspect is woven throughout the entire process by creating this foundation and having this plan that includes a lot of detail and agility and includes, “How are you going to communicate this to everybody?” You can’t hand people like, “Here are new things to do.” They are going to feel like, “There are new things for me to do on top of what I’m already doing.” That is not what you intend to do. You have to make it clearer than that.

It is brilliant because we lead through people. If people are at the core of our execution, we have to communicate with them. Many years ago, when I was in corporate, we had gone through a merger. We bought another bank. It was seamless and beautiful. I had been through many mergers. I thought, “Who are these people?” We bought the other bank. The communication from our execs and their execs, we took the best of their bank, the best of our bank, and merged it into a new culture. It was amazing.

Several years later, I was still with that bank. We got bought out now. It was a cloak and dagger. There was no communication. People didn’t know if they had jobs. That is when I came home to my husband and said, “In this game, I’m done. I need control of my income, but I need control of my destiny. We had two babies at home.” That cloak and dagger that it is a need to know is nonsense. When you are going through a change or a strategic plan, you need to over-communicate.

I’m not saying to coddle people. You need to communicate so that they understand where I fit into whatever the strategic plan and vision are. If I don’t fit in, how are you going to bring me along to give me the education and knowledge you are asking me to do the phone call? How are you going to train me to be able to do what the strategic plan is? You have to overcommunicate. We, as humans, were not good at that. We are afraid of feedback or the response. The answer is in not communicating, you are creating angst. Your execution is going to be stalled and flawed. You are going to have saboteurs. You create this whole other dynamic that you can avoid by the clarity of whatever the strategic plan is. Also, how do the people fit in? We forget that.

What you were doing there was asking a lot of questions. One of the biggest things that I help instill directly into leadership so they can carry that out as a new cultural aspect in the company is a sense of curiosity. Curiosity means more than just asking enough questions. Not curiosity in the sense of making it feel like people are challenging you all the time.

We are not trying to push back on hierarchy or anything like that. In order to communicate enough and overcommunicate without it feeling micromanaged, you need to be curious. Leadership needs to remain curious. They need to ask questions downward, as much as downward needs to ask them upward. If both sides are asking enough questions, that is what creates clarity. Having a sense of curiosity throughout the organization and curiosity from a sense of wonder like, “What could be? How are we going to do this? What is my role?” creates that understanding you are talking that moves things along much more smoothly, which makes things faster and easier.

Leadership needs to remain curious. They need to ask questions downward, as much as downward needs to ask them upward. Click To Tweet

You are getting buy-in. Especially if I resonate with the vision of the organization, I’m going to step up my game because I believe in where the organization is going, whatever shift they are making to serve the community. My younger son works remotely. He works for an international company. He is on with the UK most of the day, and I’m here in Jersey. The CEO of the organization was funny. He was like, “We had another team meeting.” I’m like, “That’s good.” He was, “I know everybody internationally.”

It is fascinating to see this kid know people all over the world now. My husband, at night, was like, “How is your day with the boys?” My one son was like, “The CEO was on. He was asking about how he could do a better job because he wants to make sure we are engaged. He wants to continue to create that team environment.”

My husband and I are impressed because I said, “This CEO gets that. They are all over the place.” It doesn’t mean we will do your job. You know what you are doing. He is saying, “How can I challenge you? How can I create more engagement and teamwork, even though we are at every corner of the world?” That is that vision. My son feels he fits into being here in the United States, in New Jersey, working remotely, and not meeting these people. He still feels connected to them. The CEO was doing an exceptional job with that.

That is one of those examples that helps point out how an organization might be living or carrying out its values or vision. It is not that they are putting these fancy words on posters or saying them every time they are in a meeting and asking for short stories. What they are doing is trying to instill a culture of, “We are here together. This is what we want as an organization, and you are a part of that.”

They are saying that without saying that, him offering up, “I’m the CEO. I’m at the top. I want to be down in the seat with you. How can I be available to you? I want this organization to succeed, and I acknowledge the fact that I need you in order to have that happen. How can I help you help me?” He is saying that without saying that just by his actions. That is how you live out this foundation that I was talking about earlier. Thank you for that example and for bringing it up.

How hard is that? How much effort is it for that CEO? Is he at every meeting? No, but they have these team meetings at least once a month. How much time is that? How much effort? This is his first job. Think about it. He loves the people he is working with. He is getting to know them. We live in different parts of the world. I commend that CEO for that. I understand this, but I think we need to dig in, and this will be my last question because we’re almost out of time. What are solutions that stick?

I don’t like providing Band-Aids. The organizations I typically work with are not shenanigans. Not everything is falling apart. They are okay, but they are not awesome. They know awesome as an option. They know it is an option but not quite what it looks like, or they know what it looks like and not how to get there. That is where this strategy and the people that are going to get you there come into play.

When we come in, there might be things we discover where we need to make a stop. Let’s fix those first. I work fractionally. I’m not your employee forever. I will not always be here. I like this empowerment that people get by working with me because I don’t want to leave you with something that is completely reliant on me. I want you to be able to move forward in the long term.

The idea of solutions that stick is that it is not Band-Aid. A lot of that comes from creating the support I provide with implementing the strategy. Part of it is creating habits, new accountability structures, and things that will carry over beyond just me helping. I work closely with leadership because leadership is typically up in the position they are. They intend to stick around. Anyone that is down in employees may turn over. They may stick around a long time, but they may turn over, especially these days with the generation coming up. It sounds like they move around companies a lot.

If an organization only focuses on improving the team and you have turnover, you keep losing any of the improvements you have made. If you work with leadership and teach them how to improve teams, no matter what turnover you see in teams, it will always be up to par because the leader knows how to bring them up to that. That is creating solutions that stick. Some of that psychology, communication, and human behavior, I bring in and teach them some of that. Their better understanding of what makes people tick is a solution that sticks.

CSG 115 | Achieving Goals
Achieving Goals: If you work with leadership and teach them how to improve teams, no matter what turnover you see in teams, it will always be up to par because the leader knows how to bring them up to that.

 

The last thing is how I help uncover that elephant in the boardroom. It is these things that have maybe been around that they have previously gone unseen or chosen to avoid and ignore. We are finally bringing them to light. I’m able to help them facilitate conversations that are productive and allow them the comfortability and confidence to finally identify it, own it, and work to resolve it.

Sometimes it is a little thing that creates big chaos. Sometimes it is big stuff that is a little more obvious. Being able to show them these underlying things, I’m like, “I see why that person doesn’t want to make phone calls. Now I understand why ten people don’t want to make phone calls.” Those elephants that they bring up and show them is a skill they can exercise and grow, but it is also some new knowledge and education they are bringing on that creates that solution that sticks.

At the end of the day, by doing this, the leaders got to start with the top down. I work a lot with companies. Mine is the sales and service culture. What happens to the turnover? It goes down because people understand how their values meet the values of the organization and see how they can contribute to the success of the organization themselves and their team.

It is like a winning trifecta when we put these things in place because the employee does feel valued and does stick around. They add value to the organization as a whole because now they have a voice that they can help with the innovation and all the things going forward to make the strategic plan work and the execution happen so we can create more revenue at the end of the day. It is simple in logic. That execution, everybody understands it but doesn’t know how to do it. That is why people like you and me are needed out there. We can’t know everything as leaders. We have to know when to say, “I have a blind spot. I understand the concept. I don’t even know where to begin.”

That was a great way to sum all that up.

Like everything I said, are they like, “Yes, I want my people to feel empowered, slow the revolving door, and make more revenue, but I’m not sure where to begin?” Is that when they think, “I better call Amanda?” Is that a good kind of linchpin?

“I’m not sure where to begin. I know it’s an option. I don’t know exactly what needs to happen to get us there, and I’m ready to do it.” There are a lot of people that want those things. When I get in there, it turns out that they want me to wave a wand. The people I work the best with are action-oriented because increasing the speed of execution implies that we are taking some action.

I had a conversation with a business owner. They were like, “I want to hire you.” It is a private client, not one of my corporate clients. As we were talking, I’m like, “If you want to work with me, I’m cool with that. You know me, I’m not pushy.” She emailed me and goes, “I can’t do this. I’m overwhelmed.” I said to my husband that night, “I laugh because they know I’m the solution in this case.”

I was to help her with her sales conversation. She is trying to break into corporate clients. They think I have the magic pill, like, “If you say this phrase, your sales will go up to 100%.” It doesn’t work that way. There is mindset, psychology, and a whole bunch that goes into it. You have to be ready to make a move. That is important. You have to be in the action mindset but understanding, “I do need to have action behind this wish list.”

You are with them every step of the way. Thank goodness. The missteps become minimized because they have you saying, “I would do it this way versus that way. Here are some stats as to why this might work faster and get it to stick.” Change is great, but we need it to stick. Otherwise, we backslide. A year from now, we will be exactly where we are now. What is the good of the effort and money that we are putting into things? It is silly.

If you need more Amanda in your life, she is one of my peeps. We are networking all the time. We are in groups together. That is why she is on the show because she is brilliant and amazing. Please go to our website, which is BusinessExcelerated.com. Additionally, if you have a question specific to Amanda, pick her brain. Her email is Amanda@BusinessExcelerated.com. Talk about the free gift.

I created a resource because of these common breakdowns I was seeing all over the board in leadership. I have this free download called the Seven Early Warning Signs of Leadership Breakdowns. It goes through these seven things that you might be able to self-identify as happening in your organization that are early warning signs of much bigger problems.

CSG 115 | Achieving Goals
Seven Early Warning Signs of Leadership Breakdowns

 

It is a downloadable PDF and information you can read through. If you do want more, at the end of that, there is an opportunity to fill out what is called the Leadership Maximizer Audit. There is a link there link on the PDF. It takes you to another free resource where you can fill out twelve questions. The answers get sent to me. Based on your responses, I give you a free executive summary that helps you know how to amplify your leadership right off the bat. It is a 2-in-1, but there is a free download PDF to start with.

If you are honest with yourself, you will easily see where the breakdowns are, which is part of that journey of clarity. Once we have clarity, it is easier to execute because we know what the next step is. Thank you so much. At the bottom of that, there is a link to the audit. Some people are still in the thinking phase. There might not be a budget, but you got to start somewhere. For the audit, get a little bit deeper-dive and action-oriented for them. Thank you so much. I appreciate that, Amanda.

I love the methodology you go through. For me, solutions have to stick. Otherwise, we are on that hamster wheel, and we are doing the same thing. It is the definition of insanity. We keep doing the same thing, thinking we are going to get a different result. We put something in place, but the execution falls and doesn’t stick, and we are right back to square one. Time and money are two important resources that I don’t take lightly. I hope everybody reading appreciates the way you execute. That is important. Thank you so much for sharing.

Thanks for allowing me the time to talk about it.

No matter where you are in your business or career, I hope my guests and I provide some tips, strategies, and tools for you to take immediately and implement. If you are a leader in an organization or trying to get promoted within an organization, download that PDF, take that audit, and see where you fall. Information is wonderful if it provides clarity so you can create that action, which creates a reaction, which creates the magic of revenue and all those things that we are seeking in our business and career.

Please use the resources. I hope this conversation helped you in some way on your journey of career and business. Thank you so much for reading. As always, I enjoy having you. I am honored that you are here on this journey with me. I hope you read weekly and find value in the conversations I have with my guests. Have a wonderful week, everyone, and I will see you next episode. Have a great one.

 

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