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Tell me about your vision. Well, Harry, it's

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great to be here. Pretty much I've started out

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my business with one goal in mind, and that is

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to add value to other people. And as I've kind

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of grown in my business and I've been doing this

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for about two decades, I really like to help

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people be more effective communicators to increase

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their results, build deeper relationships, and

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of course, add value to their business. So that's

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kind of my vision in a nutshell. I really like

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helping others and helping them get results.

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That's amazing. I think being able to add value

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to someone is a very powerful tool to be leveraged.

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So tell me more about that. What exactly do you

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mean by adding value to someone or a business?

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Well, when I started out as an entrepreneur,

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I started out doing a lot of training. And then

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over the years, I've kind of fine -tuned what

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I really do. And mostly what I do now is I'm

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a communication strategist. So I help my clients

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who are mostly leaders become more effective

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communicators to lead more effectively, to communicate

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more effectively, to present more powerfully.

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And even if they're on a podcast, how to make

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sure they get their message across, right? So

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communication is something that we spend a lot

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of our time doing. In fact, some studies say

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you spend about 80 % of your waking day. in some

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form of communication. So what I've developed

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is what I call the six step impact process. And

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I kind of teach people this methodology that

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they can use to craft and deliver more powerful

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communication, whether it's face to face or in

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writing or in front of a group or, you know,

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on camera. That's awesome. And how long have

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you been doing that? Like when did you start

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doing all this? Yeah, I started my business back

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in. You know, so it's a bit over. I'm just going

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to say over two decades because it's been a little

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bit longer than that. But, you know, I started

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doing this when it really wasn't popular to have

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a home office. Right. People were like you'd

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like to pretend that you didn't have a home office.

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So you didn't want people to know, you know,

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you worked out of your home. But now, of course,

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it's almost a daily routine for a lot of folks.

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Yeah, that's awesome. That's awesome. Thank you

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for sharing that. So tell me more, Patrick. How

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did you get started into this path 20 years ago?

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I would say coaching, speaking 20 years ago.

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I can't imagine it being that big. A lot of people

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will be doing that. So how did you get started

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on that? And where did this all come from? Well,

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my undergrad degree is in radio and television.

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And I went back and got my master's. And so right

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before I started my business, I was an executive

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director for a state association. So I was out

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there running an association, leading other leaders

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on how to be more effective in their particular

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specialty. And when I started my business, I

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really started out wanting to do mostly speaking

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and training. So as a director, right, I was

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hiring speakers to come. and speak at our conferences

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and i was saying to myself you know i can do

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that you know not knowing you know you have to

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have more than a good speech you have to know

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a lot about the business side but that's really

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how i got started i quit my job i started my

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speaking business and of course um i do a lot

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of work with people who want to be speakers today

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we have an organization called the national speakers

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association and we have local chapters there's

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actually a chapter right there in austin texas

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so One of the things that I try to help people

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do if they want to be in the speaking business,

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and that's not my normal niche, but it's one

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of the things that I do, is I tell them don't

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do what I did, which was just to quit my job.

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You know, so I just quit my job, Harry. It really

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wasn't the smartest thing to do, but I really

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wasn't happy at work. I didn't want to get up

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and go to work anymore. I'd save a little bit

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of money. And so I put out my shield and started

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doing speaking and training. Now, when I started,

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you know, speaking has been around. It's a lot

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more popular today. You know, I belong to the

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National Speakers Association. That organization

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started back in the mid 1980s. And coaching wasn't

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even on the radar when I started my business.

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So I hadn't done any coaching when I started.

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Eventually, I learned more about coaching and

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I added coaching to my speaking business. So

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now I spend probably, you know, maybe 50 % of

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my time speaking and training. and maybe 50 %

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of my time doing one -on -one coaching. It fluctuates.

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It could be 60 -40, but I do both. That's awesome.

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Thank you for sharing that with us. What would

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you say, Patrick, that the lessons you have learned

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going through 20 plus years of business and 20

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plus years of coaching, what would you say that...

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Some of the things that you'd like to share with

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our audience regarding that. Yeah. Well, I think

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to me, you know, there's one fundamental principle

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that I've always lived by, and that is, you know,

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to build deep relationships. It's all about relationships.

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And right before the call, we were talking about,

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you know, you mentioned people don't care how

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much you know, so they know how much you care.

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Actually, that's a quote, at least that I've

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attributed to Zig Ziglar, who I've actually heard

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speak in person at the speakers conference. And

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I really think to me, if you want to be in business.

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Yes, you have to have a great product. Yes, you

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have to have a good service. Yes, you have to

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understand sales and marketing. But really, I

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think your motto, Harry, is kind of the most

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important model, is you have to let people know

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you care. And people like to work with people

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that they know, like, and trust. So that's a

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very important part of the process. Yeah. I mean,

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one of the biggest organizations on the planet,

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Apple, people think they're in the business of

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selling phones and services. No, they're not.

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They're in the business of selling smiles. Yes.

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Same with McDonald's. It's not a coincidence

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that the biggest, almost the biggest franchise

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in the world for fast food, their mascot is a

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clown. So, yeah, that's absolutely correct. Thank

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you for sharing. You know, Harry, you bring up

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a very important point. And this is something

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I learned years ago when I got my MBA. It was

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a phrase called marketing myopia. Have you ever

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heard of marketing myopia? I have a myopia. I

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have it. I don't have I don't know what is marketing.

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So marketing myopia, you kind of refer to it

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as that people sometimes forget what a business

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to really in. Right. I'm in the speaking business.

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I'm in the coaching business. I'm in the hamburger

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business. I'm in the phone business. And so I

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remember this very clearly when I was taking

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a class and they were talking about the example

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that when airplanes came in, you know, the the

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railroads thought that they're going to run out.

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They're going to be out of business, you know,

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because now there's a new form. of transportation.

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When movies were very popular, then television

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came in, same thing. But they all forgot the

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most important thing is they weren't in the movie

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business. They weren't in the television business.

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They were in the entertainment business. You

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know, they weren't in the railroad business.

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They were in the transportation business. So

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I think what you shared is so important. Like,

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you know, Apple's in the smile business. I'm

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in the education business, right? I'm not a speaker.

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I'm not, I'm really actually, you know, Harry,

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I'm really in the problem solving business. That's

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what business I'm really in. So when you start

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your business and you want to know what your

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vision is, you got to make sure you don't get

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into that marketing myopia, right? You don't

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want to make sure you're thinking of yourself

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as a speaker, trainer, or coach, entrepreneur.

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You really need to know that you're bigger and

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broader than that. So I don't know if you follow

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Alex Hermosi or not, but he's one of those people

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whose ideas and thoughts are very, very precise

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on what you just said and mentioned. He was talking

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about a situation like a lawyer. He said, once

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you go into a business, right, and then you start

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to scale it and then you have issues and problems

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after a certain point, that's when you actually

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figure out what business actually am I in. You're

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not in the lawyer business. You're not in the

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case business when you try to scale a business.

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He said, for a lawyer, that is recruiting business.

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You need to recruit high -level talent so you

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can get your time back. At the end of the day,

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you can get all the secretaries in the world

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and all the paralegals. But if you don't have

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someone by your side, which is as higher or a

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better lawyer than you, you will never be able

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to scale a law firm. And same with other things.

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Like if you go to solar or other door -to -door

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industries, are you in the sales business or

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are you in the product service business? I think

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you have to figure out at this stage when you

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try to scale it and you can't scale it at a point.

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So you're absolutely correct. Most people have

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no idea. what businesses they are in and what

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they need to focus on to actually scale responsibility

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and in the right way. Exactly. And, you know,

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I have a lot of friends into speaking in coaching

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business. I have some, I have a good friend of

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mine who has a big coaching companies. He has,

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you know, 10 other coaches and he does a lot

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of projects. And we actually together, we did

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a seminar for the local coaches chapter. And

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he talked about. you know, being running a coaching

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business. And I talked about being a coaching

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solopreneur. So there's no right or wrong way

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to do it. But if you don't have a clear vision,

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if you don't know exactly what problem you solve,

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you know, then you're not going to be successful.

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I want to push back on a little bit. I want to

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say you mentioned there's no right or wrong way

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of coaching and you're on the solopreneur side.

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I firmly believe that the way to build your business

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and scale is through a team and the right team

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and the right leadership. And you definitely

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don't share that same perspective. I would love

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your thoughts while you disagree or maybe partially

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agree with me. Yeah. Well, I'm not saying it's

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not good or bad. I'm saying that everybody's

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got a different perspective. I have a brother

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who is an architect. He has an architectural

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firm. He wanted to grow a business. He wanted

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to have employees. I just never wanted that.

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And today, more than ever, you can actually run

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a very successful business of being a solopreneur.

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Now, that doesn't mean that I haven't hired contractors

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to help me, you know, but I've never really wanted

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to be a business. And, you know, years ago, I've

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hired marketing and salespeople who were contract

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workers, you know, but now, I mean, literally

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like with AI, you have all the staff you need

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and you can run it pretty. I mean, I've run a

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fairly successful, you know, six figure business

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for many years. And the thing about. When you

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run a business, it's not about gross, it's about

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net. And so I know some folks who have a very

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big, big business company, but yet I net more

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than they do because of their overhead and expenses.

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So I'm not saying there's one way better than

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the other. But I think if you want to be an entrepreneur,

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if you just want to have your own practice, right,

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you can do that. If you want to have a company,

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you can do that as well. So the way I see it

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is if you're in a business, you want to. The

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way I see a successful business is either you

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can sell it in a few years or you can have it

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working with less to no time of your own where

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it's generating income for you. Right. And I

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don't see that as with a solopreneur route, even

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in the contracting world. Because if I want to

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sell my business, no one wants to buy my job.

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They want to buy a business that's producing

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and that's where they'll pay the big buck for

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it. It's just in itself without me being involved

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at all. You're right, Harry. I will not be able

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to sell my business because it's me. However,

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I can sell my methodology. I can sell my program

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because I've created a program called Communicating

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with Impact. So that is a methodology. I have

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a book. I've got a workshops. If I wanted to,

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I could franchise that. I could, you know, license

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it. But I can't sell my business because if when

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you take me out of the equation, there's no business.

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Thank you for being here today. I'm really happy

00:12:02.059 --> 00:12:04.279
that you tuned in to Vision Pros Live. I'm looking

00:12:04.279 --> 00:12:07.539
forward to seeing your reactions as these episodes

00:12:07.539 --> 00:12:09.320
continue to move forward. This is going to get

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more and more fun. We'll have more and more engagement

00:12:11.919 --> 00:12:14.039
as well. We'll invite people to participate in

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the show. And thank you for giving us your time

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and attention. Have an excellent time building

00:12:18.500 --> 00:12:20.840
out your vision and becoming a vision pro yourself.
