Why Now Is the Time to Raise Your Prices

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Your good clients expect your prices to go up. So put them up, right? And I get you might have a certain cadence to it, but I would encourage you all, and if you wanna talk offline about how to do it, I'm happy to do it, but I would encourage you guys today, look at what segment of clientele or what segment of services or what segment of product and raise those prices today.

I don't care if you just did them in September or January 1, whatever. Wherever you think you can raise your prices, raise them. Because if you're not getting the yes, but, you have not gotten to where your clientele is willing to, the upper end of where they're willing to pay. So I'd highly recommend that you guys do that. OK? All right? And so just keep asking the question. Get with your team. If we raise it 1%, a supermarket can raise it a quarter of a point. can go from 1.3 of assets under management to 1.6 or 1.4.

Whatever it is for you, look at where you can raise it and raise it, right? Because you will get to the place where you'll have your best clients, and you'll use pricing as a qualifier and you'll start to differentiate, here's why it matters. During volatile economic times, buyers defer to experts.

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Why Letting Go Is the Hardest Part of Growth

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one-minute investment every day for a lifetime of results.

I was just reading an interview, an old interview with Bill Gates where he said in the early days of microsoft he--he wrote all the code and then when they bought in coders, he had to sign off on all the code before it went out and then they bought in Steve Ballmer and Steve was like Bill does anything happening that's it, you're not doing that anymore and--but Bill Gates had a hard time letting go of the coding because that was his area of competency, right? And so it's usually the main problem tends to be the founder because we got off the ground and we prove our concept based on the founder's drive but now we've got to--we've got to let go of that, let the next generation take over. This is very very common in family-run businesses, where parent(s) won't let go, and so a family can't scale and have it grow beyond--have it grow beyond what the founder first envisioned and they hold on to the point where their family members are scattered.

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Progress Beats Perfection

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Or in business history, have you been rewarded for just trying, right? So more than ever, we–we have the opportunity to just get out there and be (unclear follows), right? Not only is it okay that you make a mistake, but it's actually rewarded when you do, because you're not perfect, right? Social Media for the most part, is the highlight reel is like, you know, when you see somebody at a networking event, how's it going? Good, busy, busy, yeah busy, so the family likes everything's pretty good, we're really good, that social media. So somebody's actually authentic enough to say, Hey, I tried this didn't work well, that was because what I–I try never to do that again, more and more, they're rewarded for it. So we live in an age where performance is rewarded almost as much as the result. Now you're highly skilled people. I mean, think about it. If you tried something three times, you're likely to get it right. If I gave you five times or 20 times to get something right? Do you think you'd get it right? I've even told you what it is and you still like, give me 20 I'll get it, right? You're too skilled not to get this stuff, right? So it's not like you're gonna be fumbling your way through social media for the next year. You might get it wrong or not perfect, like two or three times then you're like, alright, everybody, hey everybody, check it out. Nail it, right? And you're going to show the result.

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Schedule It or It Disappears Part 2

Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.

Sometimes when you're in the jar, you can't read the label, alright, so I know it sounds silly, but we're out here reading the label for you. Ok, so do yourselves the favor of holding each other to getting it on your calendar. So, if we wrote November 1st, 2023 at 12 oclock put it in your calendar as an appointment and invite the person you're doing it with to that appointment, that's our weekly meeting to talk about PTO approvals, so this is our weekly meeting, if I have to send a marketing budget draft to somebody, make an appointment with that person, on that moment I'm going to send it. That's when we're going to have that meeting. So, you know you have the right action item if you can put it into your phone as an appointment. When we talk about leveraging technology later, whoever is in that session, we're going to talk about how to use your calendar as your ops manual. The calendar, the old thinking that that's my appointment calendar. That is like so last week, we're not doing that anymore, it's your ops manual.

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Schedule It or It Disappears Part 1

Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.

This is the one thing, the main thing that trips up your progress is scheduling conflicts. That's why we developed the Annual Milestones Planning the way we do. Where you put it on the wall, and you step back and you're like, you're going to do that? At the same time, we're doing that? That sounds crazy! That's just a macro example of how you're not managing the resources. This is just a micro example, alright? So, absolutely have your device with you, go to that time, if it's November 1st on this day, make sure there's nothing else going on. I guarantee for a number of you, you're going to find out there's a scheduling conflict. I want to spend more time with my family, cool! What time's your family home? Oh, 4-6. I want to hit the gym, got to go to that class, what time's the class? 5 o'clock….You see a problem? No, put it on your calendar...oh, right...oh, ok, so, unless we make you do it, one of them is just going to fall off. Well, I can't do that because that's right in the middle of family time. Well, did you think about putting it on in the morning? That's a good one, good one. Good one, 5, yeah, got a lot of time in the morning.

Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.

Exit or Evolution—You Need a Plan-Part 2

Hi Everyone, Carl Gould here your #70secondCEO, just over a minute of investment per day for a lifetime of results.

You're gonna say, you're gonna say, all you're gonna say is, "There's a seat for every one of you on the bus." And over your head on this, over this shoulder is going to be today's organizational chart with all the names in it, and tomorrow's, or your five or ten-year plan, or whatever. And, for example, the job you're in right now you won't be in that in five years. Alright, so if you're a CEO now, you might be a Chairman of the Board then. So, in the future org. Chart you're gonna write CEO, question mark. So you'll be here, your team is there, that's all you'll have to say. They will get the fact that there's an opportunity to grow within the company. All you gotta do. "There's a seat for every one of you on the bus."

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Exit or Evolution—You Need a Plan - Part 1

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

An exit strategy. As a matter of fact, when I first started my business, my landscaping company, very community-based, very local, I never left 30-50 miles of radius around my house. And I used to do snow removal as well, and that's Latin for, you never get to take a vacation, 'cause you never know when it's gonna snow. Right? So, I could never go anywhere, it's very very local. But, since then, since I started coaching and speaking, I have now spoken in 68 countries. And what I have found is that in every country I've gone to, no matter what the translation for the word is, every employee of a company has the same word for exit strategy. You know what that word is? I'll give you a hint, it starts with the letter 'R' and it rhymes with detirement. Right? Retirement. Okay? So, this, what I highly recommend is that you, is that you create your exit or evolution plan and share it with your team.

Like and follow this podcast so you can learn more. My name is Carl Gould, and this has been your #70secondCEO.

Why People Must Feel Safe Before They Act

Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

Let's talk a little bit about how we can influence another person. Because at the end of the day, we're gonna go from potential to performance. But the idea here is that you will be influential to another person, alright? Now building rapport and ultimately influencing something, somebody, it's a bit of a self-fulfilling prophecy, that's a bit of an automatic reflex. In other words, wired into our central nervous system is a safety mechanism that tells us if are we in rapport with our surroundings or not. Are we safe in our surroundings or not? Okay, so if you want to influence another person to your point of view or influence them to so they take action in any way, you have to make them feel safe and the way that they do that is they have to decide if they like you, or not in the way that you're thinking like, you know, not like I like to spend time with that person. But on some level am I like that person? Do we have something in common? Right? So on some level, your audience has the feel that they are like you.

Like and follow this podcast so you can learn more. My name is Carl Gould and this has been your #70secondCEO.