S2 / AL EP 60: Joey Gilkey – Your Secret to Growth Is the Singularity of Focus

Show Notes

Joey Gilkey is the CEO of Apex Revenue, a strategic outsourced sales leadership firm for digital agencies. Apex works with agencies to build their sales operation, hire their sales people, and lead those sales people to sales success.

Joey is also the CEO of Phone Ready Leads. Sales teams using Phone Ready Leads® average a 21.3% dial to connect rate with key decision makers (A live conversation every ~5 dials). Sales teams using Phone Ready Leads® average ~10 conversations with key decision makers for every 50 outbound dials they make.

Connect with Joey here:
https://www.apexrevenue.com
https://www.linkedin.com/in/joeygilkey
https://twitter.com/JoeyGilkey
https://www.youtube.com/channel/UCGTBVeYZ6v6m_573jJYu7ng

#howto #advice #management #success #agency #process #business #niche #entrepreneur #agencycoach #nicheincontrol #leverageforgrowth #entrepreneur #jessepgilmore #employees #marketing #joeygilkey #apexrevenue #singularityoffocus #focus #ceo

Episode Transcript

00:00:05:15 – 00:00:27:07

Hey, everybody, this is Jesse Gilmore, agency transformation coach and founder of Niche in Control, author of the Agency Owners Guide to Freedom and the creator of leverage for growth. I’m the host of the leverage for growth podcast, and I know that in order for you to scale your agency successfully, there are multiple shifts that need to happen within your mindset, skill set, and leadership style.

00:00:27:09 – 00:00:51:08

I am on a mission to interview marketing and PR agency owners on their journey to six, seven and eight figures and leverage the lessons from their journey to save you time, energy, and money to get your agency to the next level. If you find value in these episodes, watch the case study video to learn more about leverage for growth and how we successfully scale agencies at niche and control backslash assets.

00:00:51:10 – 00:00:57:22

That is niche in control. Dot com slash case study.

00:00:58:00 – 00:01:23:02

And use. Hello and welcome, everyone as Jesse Gilmore and welcome to the levers for growth podcast. I have a second time with Joey Gilkey, the CEO and founder of Apex Revenue, with me today, and I’m super excited to dive into his story, picking up from where we left off last year and to where he is right now. And so Joey, I’m super excited.

00:01:23:02 – 00:01:45:19

Happy man. What’s up man? Pumped to be here again. So a lot has happened in the last year. Do you want to talk a little bit about maybe where you were and where you are? Oh yeah, a lot happened. So I bought out of business partner. That was one thing. So lesson to all people business partners can help you go a lot faster.

00:01:46:00 – 00:02:04:21

They can also be an anchor to your growth. And so I think there’s a couple things that that are true when it comes to picking a business partner. And that is one. Do you guys have complementary skill sets. Right. I don’t there should not be much overlap outside of like industry knowledge. But in terms of skill sets that’s one thing.

00:02:04:21 – 00:02:21:00

Values is number two. And the number three is same goals and trajectories for how you see this going. And you know I ran into that problem. Well it’s it’s a problem right. He just he does have different path than he wanted to go with his life. And I had a much more aggressive growth goal. I’m, you know ten years younger than him.

00:02:21:00 – 00:02:42:02

And so we have different paths we want to go on. So I end up buying him out. I reconfigured I identified some some scale problems in my own business that were going to hinder our ultimate goal. So my ultimate goal is to exit for nine figures in the next three and a half years. at the time was about, you know, four, four, four years or so.

00:02:42:04 – 00:03:04:18

And I realized that my business model could not support that endeavor. And so then I had to think more critically about what I to do. So at the time of that podcast, I was in the process of what I would call annihilating the business model to reconfigure it to be far more scalable, and I would say far more sticky to the end user.

00:03:04:18 – 00:03:27:00

So historically, we were a project based company selling large projects, big, you know, lump sums of cash. We’re good at sales, so we could always do that. But you’ll find the big projects. But there was very little recurring revenue in the model, which if I’m trying to exit for 250 and $225 million, I need to be at a 15 million net profit EBITDA range.

00:03:27:00 – 00:03:43:21

And so in order to do that, I need to be at that Ebit, arrange. I need to have predictable revenue coming in. So all that to say, I ripped a lot of things down. I laid a lot of people off. Unfortunately. And then I said, I’m going to build this with the future in mind of where I really want to go with this.

00:03:43:23 – 00:04:07:08

And so I did that. And so by about May, I completed the teardown and had the plan for the rebuild, started partnering with a company called Phone Ready Leads and which was a proprietary technology that they built to identify when it comes to cold calling, most people make $100 to talk to 4 or 5 people. They built a technology that if you make a hundred dials, you talk to 25 people.

00:04:07:10 – 00:04:29:07

So, right, they’re 5 to 6 times the amount of conversations for the same amount of effort. So to partner with them started using their stuff a lot, licensed their technology for some services we were doing. And I got deep enough into using the technology that I realized if I truly want to build a moat and protect what I’m building, and I want to increase the enterprise value of the company, I need to own that technology.

00:04:29:07 – 00:04:53:17

And so then I went on a process of negotiating how to buy that company. And so I ended up doing that. The acquisition went through in August. And so to put in perspective, what I did at the end of 2022, we had 40 employees. By May, I had eight. By now, March of this year, I have 120. I’m amazing.

00:04:53:17 – 00:05:20:10

So that is that is the journey. I tore it down to build it back up and have now somehow figured out how to get 120 people to decide. This is a worthwhile endeavor to be a part of. So that’s a journey and that is a lot of stuff in between that happened obviously, but acquiring a company and integrating two cultures and all that stuff, building out a new office space in Knoxville to house a lot of our sales team in house.

00:05:20:10 – 00:05:42:08

But that’s the journey, man. And it’s been hard as shit, but fun as shit. Yeah, yeah, it’s I’ve been following your journey on LinkedIn. Obviously, we’ve known each other for a couple of years, but, one of the coolest things about your journey and, and our last conversation, you talked about, versions. Versions like version 2.0, version 3.0.

00:05:42:10 – 00:06:02:23

And I think that you are also just like foreshadowing this version, which is pretty cool. At the time of that, I was starting to conceptualize. I went into a bit of a pull back season in April. So right after this podcast where I was like, all right, let me, let me give myself space to think. And in that time became very clear of where I wanted to take this, which is a good lesson for people.

00:06:03:00 – 00:06:21:00

Sometimes you’re so close to the problem, and you’re so busy that you can’t see the true opportunities in front of you because you’re just heads down and not heads up looking forward. And that that’s where I got to, right? I got too busy to see the forest of the trees and really see where I wanted to go, destination wise.

00:06:21:02 – 00:06:38:14

And when that became very clear to me of where I was headed versus where I wanted to go, I had to make some pretty substantial model changes and personnel changes and culture changes. And now it has not been easy, right? Some people might be like, oh wow, we went from 40 to 10, 120 people and I’m sure revenues climbed in that time.

00:06:38:14 – 00:06:57:09

Me that has but it’s been a it’s been the hardest season of my life for, for a number of reasons. But I also love it. I’ve done a lot of personal development, a lot of identity work. Who is showing Gilkey? Who am I as a person? And that’s really, really, really benefited where I am today. So. And that’s it, man.

00:06:57:11 – 00:07:19:22

Yeah. For for some of the audience, most likely they are too close to the trees to see the forest. And the majority of the times I am talking with people, either on the podcast or, you know, through sales calls or whatever. a lot of times they’re trying to determine, like, am I going to have to pivot or do I need to scale down in order for me to scale up?

00:07:20:00 – 00:08:00:11

And a lot of times they’re not aware of it. So can you talk a little bit about that awareness piece when you’re going, okay, something’s something needs to change. I need to get away from there so I can see clearly. Yeah. There’s a really good practice by Sharon Srivatsa called Singularity of Focus and I really love this is about this time when I came across this is probably in January, which is what eventually gave me the clarity in March to part way as my partner, and then continued the clarity into May, when I really did the rebirth of the company and Singularity of Focus is really interesting, and it’s what is your end goal or

00:08:00:11 – 00:08:17:12

what is your big you know, Jim Collins calls it the big hairy audacious goal, or what is that big thing you’re aiming for? Getting very clear on that, because sometimes we lose sight of that because we’re just looking at pay the next payroll cycle, or we’re just trying to make the bills mean, or we’re just trying to get to a certain take home as a business owner.

00:08:17:13 – 00:08:37:01

So getting very clear where you want to go, and that becomes your singularity of focus. Now what does that mean? That means that you are going to have opportunities, decisions and circumstances that come your way, that you’re going to have to make some calls on. And so what singularity of focus is, is it’s not saying no to everything, right?

00:08:37:01 – 00:08:57:01

It is simply saying that the singularity of focus now becomes the lens in which I look through when I make decisions. And so the thought process with that goes when I’m, when I’m when I have a decision in front of me, I have to put this lens on. And this lens says, does this decision lens to that singularity of focus or does it not?

00:08:57:03 – 00:09:13:13

If it does not automatic. No. If it does, then you have a question who is the best person to run with this decision? Is it me? Is it the best use of my time? Or is there someone else on my team that can take that and run it either all the way through the finish line, or get it to what we call a six inch putt?

00:09:13:17 – 00:09:31:06

I just get it close enough to where I can make the final call on it. And so developing that singularity focus, which then becomes your lens for making decisions, is super important. So the first step is what do you want. Ultimately you know and does what you want and the path you you are currently on align but doesn’t align well.

00:09:31:06 – 00:10:02:04

Then you need to choose either a different end goal or you need to choose a different path. But they can’t. They cannot coexist. So starting there is a big piece. Peace. Be willing to be radically transparent with yourself. I think we too often get into this this space where we almost become blinded to our own reality. Right? And some of it’s confirmation bias, some of it’s a couple of different things where it’s like, we we think we’re on the right path, but it’s it’s only because we’re not looking up further to the destination we want to go on.

00:10:02:06 – 00:10:25:12

The path seems good enough, right? So what I’m seeing a lot in the agency space, which is I know is where you predominantly operate. As I’m seeing the agency space is at a an interesting decision to make. I don’t think small agencies are going to exist in the future at the scale that it currently exists. The barrier to entry is very low, right?

00:10:25:12 – 00:10:48:01

Anybody with a computer and the ability to talk to someone about an offer can be a marketing agency owner. And so you have to make a decision on a couple things. One, how big do I really want to grow this? Or how small and profitable do I want to keep this right? Because with AI coming, anything that creates, whether it’s automation or it’s AI, creates saturation.

00:10:48:07 – 00:11:12:23

And with saturation comes commoditization. Good example talking to a branding agency owner the other day who’s pitched the enterprise client of $60,000 talking head video there at the very finish line, and then all of a sudden, this AI talking head video production agency came and I said, we can do the same thing for two grand with AI. And they’re like, well, whether it works or it does, and I can go out two grand and try this, it doesn’t work.

00:11:12:23 – 00:11:29:14

I’ll go back to the $50,000 one for it work and I spent two grand or it doesn’t work. I can do ten of those for 20 grand and see if any of those popped. Before I go back to the 50. And so a couple of things that have to be true is one, those who don’t leverage AI will eventually be pushed out by it.

00:11:29:16 – 00:11:50:18

Yeah, right. I won’t replace you, but those who use AI well will. And so make a decision on how you’re going to do two things. One is leverage technology to help support your service, and then to create an incredible value proposition that makes it very difficult for people to say no to you. So those are a few things that I would offer as like AI as you think through this.

00:11:50:21 – 00:12:13:15

These are some things that you really have to be honest with because to be quite honest, and I hate that it’s more of a doomsday type of approach, but it’s just the reality. Because, as you know, like I, I have historically run a very large agency mastermind, right? Mostly seven and eight figure agencies. I’m actually sunsetting that agency mastermind because it’s just not a space that I’m overly interested in.

00:12:13:17 – 00:12:34:17

But a lot of the same conversations are happening with these seven and eight figure agencies, where they’re having to ask the same questions as a six figure or a start up agency. And so getting clear on your value prop, getting clear on how you’re going to leverage technology, move forward, and overemphasizing profitability, you’re gonna get squeezed out. And so that’s what I’m seeing.

00:12:34:17 – 00:13:12:16

I think people have to be radically honest with who they are. What do they want? Self audit. Be completely objective in your audit and then pick your path. Yeah. I find that and without really knowing where, where you’re going or what you want, it’s a lot harder to actually get there. And, and some of the things that we talk about with our agency owners is and actually I’m having a, quarterly goal setting workshop on Friday with them to get a very clear on what’s the what’s the end outcome and can you visualize it, is it actually personally fulfilling or is it something that’s like a pipe dream, like get sold on the

00:13:12:16 – 00:13:35:06

idea of growing an agency, but you’re not willing to do the things that are required to get there. And that was actually a big theme of our last conversation. The yeah, ruthless CEO. Yeah. And that’s actually one of our swag. We have this hoodie that on the front is this big neon. We got this. We we hired this design firm I couldn’t do this.

00:13:35:06 – 00:13:54:19

Yeah they will probably. But right now I got this really good design firm, paid a bunch of money for this branding. And one of our, one of our slogans is do what’s required is we all know, but are we willing to do what is required? What was required of me was to pay a bunch of money to buy out a partner, pay a bunch of money to acquire a company, rip down my company, rebuild it, get it to where it is now?

00:13:54:19 – 00:14:15:20

That was what was required of me based on my goals and I had. I had a call to either do that or choose another path. And so yes, you kind of have to be ruthless in that regard. Yeah. It’s interesting hearing about your journey. And two years ago I was capped off at number of one on one spots.

00:14:15:20 – 00:14:39:15

I was just an executive coach and I had hit my wall. And then I had the calling of serving a million people and I was like, well, I can’t do that as a one on one coaching. So, the last, last two years have been actually the switch of my business model as well, going from one on one to more of a group and then figuring out a scalable method to and, I echo that whole and doing whatever is required.

00:14:39:15 – 00:14:59:08

And during that process, there was a month where a lost $20,000 just in one month. And I was like, fuck it. Yeah. And and that goes back to you doing whatever is required. And at any time that I did that soul searching and trying to figure out, you know, am I on the right path? I kept on coming back to just keep going.

00:14:59:08 – 00:15:21:13

And I was like, okay, so you know, and I think to is is what is the reward and is the reward worth it? You know, for me, obviously nine figures is a big sum. Building a company that does 50 million in revenue and 15 million in Ebit does is not small potatoes. And like to your point, you know, there was a three month point at the end of 2023.

00:15:21:15 – 00:15:41:11

So everyone sees the hiring of a bunch of people and assumes like all things are jolly. It’s not. I mean, I had a month where I lost 120, I had a month, I lost 85 at a month, where I lost 45, all in a string of three months in a row. And so over the course of three months, I lost 250, 300 grand that I had to go find because I payroll to me.

00:15:41:13 – 00:16:01:07

And so buying out my partner, buying out a company, and losing 350 grand in net profit over the course of, you know, in one year, I had to make the decision. Do I want to hurt my personal liquidity that I’ve stored up and accumulated for the sake of the reward? Right. Is that risk worth it to me? And I identified that it wasn’t.

00:16:01:07 – 00:16:31:00

So I cut a check for 300 grand and put it in the company and I’ll see it one day. I just won’t see it today and I’m willing to make that sacrifice. Awesome. So let’s do a quick pivot. I know we don’t have a ton of time, but thinking and taking this theme of doing whatever is required, there are a number of people that are going to watch this video that have been relying on referrals and it’s like that’s a very rampant thing that’s in agencies.

00:16:31:01 – 00:17:02:00

And they may have tried outbound before and didn’t get good results, or they dabbled in it for a month and said that they tried hard, whatever. And there’s a pivot that, that they’re going to need to make. And leaning into the majority of people making screw you or no or whatever, and they’re not used to that. So can you talk a little bit about some of those foundational pieces of that switch towards outbound and maybe even just like a mindset that you have to have an outbound?

00:17:02:03 – 00:17:22:23

Yeah, they might not have, you know, just relying on the good thing about referrals is it’s an indicator that you do good work. Right. The fact that people are willing to put their name behind yours is, is this years right. If you have that, then there’s no reason you shouldn’t do outbound because it’s been proven that you do good work and that people are willing to pass it off.

00:17:22:23 – 00:17:44:13

And so the benefit of outbound people think it’s a two, right? It’s inbound and outbound referrals. You don’t. It all leads to more referrals, right? If I can get people through outbound into my ecosystem and I serve them well, that will then turn to referrals, which drives my cost per acquisition down. So outbound will likely be one of your more expensive channels to get right.

00:17:44:13 – 00:18:08:09

But when you get it right, it is the most scalable channel that then leads to the most profitable channel, which is referrals to an inbound two, right? The more case studies you have, the more content you produce, etc. it drives your inbound output for the purpose of the argument. Referrals are good. Build a business on referrals. It’s great, but have a acquisition channel or two that really allows you to increase your odds of future referrals.

00:18:08:11 – 00:18:30:17

So that’s the first thing. The second thing would be when it comes to outbound, what we say is it’s the acronym Fast. Scott. So think mascotte with an F and Fast Scott stands for fundamentals at scale consistently over time. Right. And so what do we mean by that. So what is the fundamentals. How do we do them at scale.

00:18:30:19 – 00:18:53:06

What is elected them consistently. And what does it look like to have a long time horizon over time. And those that’s where people people fail at fundamentals obviously, but they fail. They’re not typically have a problem with scale. All right. So once people figure out what works they can introduce automation and so on to increase that. But people have a hard time with consistency and committing over time.

00:18:53:06 – 00:19:09:20

So the way I like to look at outbound is outbound will be your most powerful channel, but it will take longer than you want it to. And so you have to have a longer time horizon on what you’re willing to invest in. For how long for success? 60 days is not enough. 180 days is still probably not enough, right?

00:19:09:22 – 00:19:30:13

12 months is what you need to set your your eyes on. And the reason I say consistency and I differentiate consistency. And over time is you can do outbound for three years, but always be changing your approach, which means you’re not consistent with what you do that that will essentially be like you’re hitting the reset button every time, right?

00:19:30:15 – 00:19:51:13

So that’s why it comes back to doing the fundamentals. First. What are the fundamentals? The fundamentals come down to four pillars four main pillars always. It will always be true no matter what technology is out there. It’s list, it’s message, it’s rep and it’s follow up. So what does list list is targeting. Because data has become so commoditized we can go to zoom in far.

00:19:51:14 – 00:20:09:10

We can go to Apollo. We can use seamless that I which you shouldn’t sucks. there’s all these data sources out there that can that is commoditized, the accessibility of of data. So it’s all accessible. I can go in, put in criterion, Apollo, and for 97, 200 bucks a month, whatever, I can pull down a list of 1000 people and start emailing and calling them.

00:20:09:12 – 00:20:33:08

The challenge with that is that when data is commoditized, it is also saturated, meaning everyone has access to this data. Everyone can hit these people. Automation can be implemented across these same thousand contacts for a thousand different people who are talking to them, and it saturates the market, which commoditized the market. So how do you how do you fight that is you get militaristic about your list.

00:20:33:12 – 00:20:56:18

Who is it that I truly, truly, truly can serve better than 99% of the market? Who is that? Is it manufacturers? Okay, well, manufacturers are building product manufacturers. Great. Do we target small biz? Do we target mid-market? Do we target upper mid-market to target enterprise? Right. Figure out I call it the X, Y and Z the y. I believe that’s the vertical one right now.

00:20:56:18 – 00:21:18:13

You press more than me. The y axis is your industry, right? The x axis is what you do for that industry. So what is yours? Are you a PPC guy? Are you a inbound? Are you a HubSpot specialist? Are you SEO like what is your thing? That’s your x axis that you do for the y axis. And the z axis is that that horizontal?

00:21:18:15 – 00:21:37:20

Which is is it small market, mid-market or enterprise market. Because all of those are different sales, right. You can look at this whole thing as a matrix. So where on the matrix do you live and really drive home what it is that makes you special from a value proposition perspective? There’s a really good book. I have it on my desk at all times.

00:21:37:20 – 00:21:56:16

It’s called the challenger customer. A lot of people heard of the challenger sale. The challenger is a better book written by the same author. It talks a lot about commercial insights, and the whole premise around commercial insights is what is your unique strengths? What about your unique strengths is undervalued by your prospects or clients? What about your client’s business?

00:21:56:18 – 00:22:16:15

Does your client not understand about their own business that makes them devalue your strengths? And the last question is, what do I have to teach them about their own business that they don’t currently know? That then allows them to value my unique strengths? It’s a great exercise. The book can walk you through all that is great. So that’s list okay.

00:22:16:17 – 00:22:48:00

Get hyper targeting who you serve, then it’s message. What do we say to them that helps actually communicate? That’s called a commercial insight. Communicate our value proposition. Why is it that we are the best person to serve this x, y and z axis intersection? So get radically transparent about and honest about your message. The next is rep. So whether you’re the rep as the owner, or you hire salespeople, how is it that you train, manage and lead that rep to take that message to that list?

00:22:48:02 – 00:23:11:22

Right. And the last part is follow up. A lot people want leads to flow in, have a meeting, they take the next meeting, they close the deal. That’s not how it works. Ever. Statistically speaking, it takes five plus follow up touch points for 80% of your deals. So 80% of your deals will take five or more follow ups.

00:23:12:00 – 00:23:33:01

71% of people make one or fewer follow ups. Right. And that’s not even including the people who make 2 or 3 and four still less than five. Right. But you have to get radical about your follow up game. You have to be aggressive and follow up, touch them over and over and over again. Provide value, provide value. Set the next step.

00:23:33:01 – 00:23:52:13

Set the next meeting. Set the next step. Set the next meeting and usher them through a sales process. So if you combine, list how I target people with the right message and the rep that will consistently go after that person with that message. And then you have radical follow up on the back end of that. That is the fundamentals to do that at scale.

00:23:52:15 – 00:24:12:00

Once it’s working in a non scalable way, what are what are the things that I can pull on to do those fundamentals more with less right. That’s what you get. Start introducing technology and things like that consistently. Commit to it, do the same thing over and over again, get the data back to see what the data tells you.

00:24:12:02 – 00:24:27:00

I can’t run one campaign for two weeks and think that’s giving me the data. It’s not what’s the data? Tell me. When I hit the people on the list with this message, with this rep, what does the data tell me if I connect with them this much on the on the phone and I set this many meetings, that’s what percentage.

00:24:27:02 – 00:24:50:05

And of those meetings this percentage shows up. And other people who show up at this minute are qualified. And other people who are qualified. This many close. Then I have the math of sales that I can then decide, is this worth consistently doing or not? And then it’s over time. Once you find the thing that works long, long, long term vision, do it into eternity and you will see success.

00:24:50:07 – 00:25:10:17

But most people will stop at the fundamentals. They won’t even do that right? That was beautiful. It’s like, I have to talk about this all day, every day with my internal team and my external clients. I do, and your podcast, and when you’re a guest on a podcast, is, yeah, I know that better than I know my kids birthday.

00:25:10:17 – 00:25:30:13

I probably have this. I forget. as a man, well, I have a feeling like this is it. We’re just going to have to do this, like, every year and talk about different versions. And maybe next year you’ll be at 250 employees. And hopefully, hopefully, hopefully I could do it with like 150 and do twice the revenue. That’d be great.

00:25:30:15 – 00:25:50:07

Yeah. That’s where profitability comes in, not agreement. And to that point I’ll shut up. But this is something I’m passionate about is about versions. I talked about versions. Every time that you accumulate a piece of knowledge, every time you take an action, every time you take a risk, every time you get feedback, like, my whole premise is, nothing is good, nothing is bad.

00:25:50:07 – 00:26:11:11

Everything just is right. What I mean by that is if you try something and you quote unquote fail, that’s not bad. Some people categorize that in their brain as bad. Same thing. If I do something and I get great outcomes, I might categorize that as good, right? And I can get high in the highs. I can get low in the lows.

00:26:11:13 – 00:26:34:19

But we need to change our frame. Our frame and our thinking needs to be no, that is just a positive data point or it is a negative data point. It’s not good. It’s not bad. It just is. It is the data and the data that I now have, based on what I’ve been doing now, creates a different version of me every time I show up for a decision or a risk or a pivot point or whatever it might be.

00:26:34:19 – 00:26:54:17

So welcome the new version of you. It’s a more informed version of you, it’s a more data driven version of you, and it’s why you can read a book five times and get something different out of it every time. I don’t know if you’ve read, you read a bunch of you over 500 business books. And yeah, and you wrote one, right?

00:26:54:17 – 00:27:10:12

So someone reads your book once, they’ll get something out of it. It’d be great. Yeah, I read it again. They’ll probably get something else out of it. Why is that? It’s because a different version of them showed up to this time they read it. Then the last time they read the third time, a different version showed up than the second and first time.

00:27:10:14 – 00:27:40:10

And so welcome. Now with open arms, you’re a different version of you. Therefore take that and run with it. Okay, I’m a different version. What does the new Joey do that the old Joey would have done or would not have done? And that’ll take you far in life. I could talk about that forever. Yeah. That is one of the comments I had like a month ago with some of my clients as I was like the key is, is that you’re dying and being reborn daily.

00:27:40:12 – 00:27:58:14

Yeah. And the more that you realize the old version of you is gone, the new version is right here. And this is going to die again. And then the next one is there. And the resistance that people have about changing or adapting or evolving or getting as emotionally attached to the way things are right now, hold them back from what they actually want.

00:27:58:14 – 00:28:20:02

So at least back to our theme again, which is do whatever is required for as long as required to achieve the goal. Right. And a lot of it comes down to, again, being honest with who you are, but being as important who you are, right? Being is who do I be like? We are human beings. What does it mean to be?

00:28:20:04 – 00:28:39:20

and a lot of that comes down to declaring who it is that you’re going to be becoming very honest with who you are currently forgiving yourself for some of those downfalls, if you will. And then once you’ve radically forgiven yourself, make a decision or a declaration on who you are moving forward, and that will enable you to unlock a lot of levels in your life, right?

00:28:39:20 – 00:28:59:17

I have declarations that I read, and I write every single day about who I am. Even if you might look at the the stats at the scoreboard and say, Joe is not that today, it’s who I am in my in my mind, my heart, my being. And so therefore, if that’s true, it will eventually become true. Okay.

00:28:59:18 – 00:29:27:08

Yeah. Yeah. We could talk forever about it. I can talk about like years ago the journaling that I did and then where I am now and I’m like no shit. So different than affirmations. Yeah yeah. Affirmations are huge. And envisioning the future and visualizing yourself at that and kind of future self and through guided meditations, you can also talk to your future self and it gets gets more real as you get deeper and pull pull him or her into the present.

00:29:27:10 – 00:29:47:13

Yes. Awesome. And love it. Well, yeah, we’ll have to schedule another one, but do it. Thanks everybody for listening to us. And if you’re listening to this or you’re watching the video, I’d be very interested in hearing if you have any questions for me and Joey for our next podcast or if certain things stood out for you.

00:29:47:13 – 00:30:14:02

I want to engage with you. So wherever this is, wherever you’re watching this, give me some comments in the comment section. And Joey is thank you very much, man. Appreciate you. Appreciate you. Jesse. Agency owners, if you want to transform your agency to sustain and grow without your direct involvement, where you can stop working in the business and start working on the business where you can free up your time, delegate work more effectively, price and position your services to finally get paid for what you’re worth, and have the team run the day to day.

00:30:14:03 – 00:30:32:09

Go to niche and control e-commerce case study now to learn more about leverage for growth, and also to book a free strategy session with us. We’ll look at your systems, determine exactly what you need to do in order for you to scale this year, and to create a strategic plan so that you can live the life of entrepreneurship you’ve always dreamed about.

00:30:32:11 – 00:30:48:00

Go to Niche in control.com/case study. Now.

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