And so the lady gave birth on the flight and
the flight crew obviously helped with that. And
so every year they celebrate her birthday. She's
now 21 years old. And every year Richard Branson
has a call with her and talks about how things
are going. And so that process of like, okay,
things started here with this. Let's honor this
relationship for the rest of the time. Well,
Carly, TheBeerBestShow .com, you are now, I think
my first official guest on the show. I think
the only other. I think I've done two or three
episodes and we do so many other episodes for
other shows. I forget like things like this,
but you're, you emulate the being your best.
You do such a, such a great job on vision pros
life. I was like, Oh my gosh, we're going to
have more Carly in our life. So thank you for
joining me for the first guest episode of the
beer best show. Thanks for having me. I'm looking
forward to this one. I had a great time on vision
pros live. So that one was awesome. So I'm looking
forward to this one too. Oh, it was so, it was
so fun. It was unforgettable. And we, we kind
of do the same thing in there. Like we help businesses
and it's, it reminds me of the relationships
that the NFL has with the NBA. Right. Or that
Harvard has with Stanford. Like there's people
who think they're enemies, but in reality, like
they grow and build so much. because of the mutual
respect and because they're constantly exchanging
ideas and masterminding. And so, yeah, I told
my team like immediately after that, I was like,
we've got to find a way to keep Carly in our
circle. And this is one of the best possible
ways we could honor that. I really, I can't think
of anybody by name that I would have also like
been like, oh, let's reach out to them and make
sure they're the first. Hence. why we're here.
So West Coast Growth Advisors, tell us about
it. I'd love to make sure the audience has some
context on that. Yeah, absolutely. So basically,
we're working with businesses, we're helping
them to scale and grow. We focus on the people
dynamics. So that's the culture. The leadership
team, oftentimes, you know, the CEOs and the
owners as well, making sure that that culture
is really steady and strong, that you're hiring
people, we're keeping people on board and they're
all kind of aligned and inspired with the vision
and understanding the company, all those dynamics.
Then we have the strategy component we also focus
on, which is really fun. You know, we get to
understand the vision of the companies, the core
value of a company, right? What's the actual
strategy look like? What are the goals for the
next one year, three years, five years, 10 years?
You know, what's the big goal, right? What's
your moonshot? What's the big thing that you'd
love to achieve? And kind of creating the strategy
around that. We also focus on execution. None
of that's happening. You can have a good ideas,
but if you're not executing it properly, it just
does not happen. And so obviously execution is
a, is a huge one where we're making sure like
all the right people are in the right roles.
Things are getting done. Things are being tracked
efficiently and effectively. And then we love
to focus on cash as well because cash really
is King. And we want to make sure companies have
healthy cashflow because you really require cashflow
for growth. So we're really focused on. like
those four pillars and then on top of that we
love human behavior you know so we love just
incorporating that into everything that we do
on a day -to -day basis because like I mean people
are your customers people are your employees
you're a person so it's just constantly coming
in about understanding human behavior and why
we do what we do and all these different dynamics
I love it. I mean, you just gave a masterclass.
And some of those four points right here, right?
People, caring about them, strategy, execution,
and cash flow, and having cash and assets to
be able to, and knowing how to negotiate, right?
Knowing how to use and maximize those assets.
It reminds us so much of like first class business
too. And those principles are very in line with
ours. So let's do something unique. I'm going
to show some types of materials that we use to
delegate for those who are watching. How do we
keep up with being our best on our end? And I
want you, Carly, to just comment on your own
styles. So it's one thing to claim execution,
right? And then it's another to bring a brand
together the way that you have with West Growth
Advisors and your principles and dedication to
this. I mean, I can see clearly that you know
what you're doing with that. But feel free to
like. We challenge what we have. We're like,
okay, we do our new assignments. And we use a
spreadsheet. This is a brand new process that
we just came out with where instead of me telling
the team, oh, yeah, we got to do this now. Oh,
this came up this week. Oh, this came up. Nope.
We do the assignment to where we assign a supervisor,
a direct report, a trainee. We have a little
information in who's in that process, the timeline
for the project. What do we project? How long?
When we can start on this? And then the duration
will be the minute log for how long until? So
we can get the first piece built out for these
campaigns. And then each one needs to have description,
the minutes per day, week or month and the procedure
resources and templates in order to effectively
help that trainee. Then it moves over to this
document where instead of using, I don't like
Asana, Trello, nothing like that. I've never
had great success with project management systems.
And I find that it leads us to micromanage and
like be taskmasters. or slave drivers. And so
instead, we designed this process to where our
team members have columns and they get to go
at their own pace with basic suggestions of how
many minutes more or less per day or week. And
they go one column after the next working on
their priorities. And if they do anything extra,
it goes into the extra column. And so some people
manage that product. That was somebody who was
newer, somebody who's been at this for a long
time, like Marie Victoria, who's also COO. She's
got way more types of activities. And back in
the day, we still had a lot of things to learn
about how she's going about managing her day.
But if I go down to these newer days, how do
I do that? Sorry, I'm not very good at scrolling
on spreadsheets. I should have just blocked off
the dates probably. But you'll start to see a
balance out of her days in March. where all she
has to do is mark the category as she did this
column, she did this column, she did this column.
And then that gives us a balancing idea of are
we giving Victoria the space to do the things
that are most important for her growth first
in her day? Or am I constantly pulling her off
of her assignments and assigning her too many
other things? And when it comes to client management,
she also puts on here. uh those are inactive
but which clients did she touch for the day i
don't need to know the details because she always
does the right work she knows how to how to build
her day out so that's that's one of the ways
that we go about on our side um optimizing the
the use of time with our different people um
my did you see that on the screen or did you
see cynthia's screen while i was talking i saw
cindy's screen i wasn't sure if you were sharing
that oh so there's one of my mistakes for the
day um And we're building the new show and logos.
Carly's getting through it. And I texted Cynthia
like, hey, where are you? And now I overlapped
on it. So those of you watching, just do your
best. Do the best you can. If you make mistakes,
it's okay. But I want to get your feedback on
that. So I'm going to drive right back in just
a tiny bit. I already said it all. You guys go
back and listen. But it's pretty easy to see.
assignments, supervisors, direct reports, trainees,
and then timeline. The supervisor is only there
if they're needed. The direct report is only
there to help the trainee get started on the
process. And the trainee's job is to help make
sure that the procedure, resource, and template
unfolds. And if they get in the challenges, turn
for help. Once those are done, they can then
be assigned to a sheet like this. And this is
what I was referring to in Maria Victoria's days,
where They're supposed to go column to column
and have their columns organized for themselves,
by themselves, based on their priorities with
an emphasis on personal development and career
growth. And so we want to make sure they do that
first. But if I've come in or somebody else has
come in to challenge that and we see a trend
where they're not getting those things done,
then it's time for us to look at balance and
say, are we being fair to our team member? And
if they're skipping things, why are they? Priority
is not in order. And then over here for client
type of management, they don't need to touch
every client every single day. In her case, she's
a COO. She's got a lot of stuff going on, but
we can see a track record across all of our team
members. Who's doing what? What do they need
help on? If it's yellow, that means it's kind
of easy to train somebody on. If it's green,
it's super easy. It can be reassigned to another
team member. If it's red, that means that they
still have to figure out their own procedures,
resources, and templates for it. Or we have struggles
there. So that's one of the ways we go about
project management. Anything you'd improve about
that? Or like, Jackson, this is chaos. You should
change that. I'd be happy to hear your thoughts.
How are you guys going about similar execution
and delegation? Yeah. I think the most important
thing, like the point that you're driving across
here is that if you're not organizing this and
separating it and writing it down in some way,
shape or form, it does become chaos because usually
one person or a couple of people wind up being
overly responsible for too many things and things
fall in the cracks and someone's going to get
stressed out and someone's going to be frustrated
and upset. And it's just, it's chaos. And so
it's like you said, like, you're like, I don't
like Asana. I don't love Asana either. We all
have things we love. I like it better than all
the other programs. I have to say that I cashed
in my favorite one because I think about it,
but I don't like the system. I know there's so
many different programs. Usually I check in to
see like if a client likes something already
and I'm like, what do you use now? Do you love
it? Like, let's check in there. Usually they
have something that they're enjoying or already
incorporated. So I'm not really fussed about
using whatever they have, but I'm like, but now
let's figure out how to organize this in your
system. I tend to lead the witness more. I tend
to be like, so you have a project management
system and do you hate it as much as I did? Like,
I don't want to check in on that. If you hate
it, like, let's change it. Yeah. But yeah, the
delegation component is really key. And mainly,
like, I'll just be working with the leadership
team. So usually if I'm working with a CEO one
on one, like the owner and the founder and stuff,
we'll do that on a one on one basis. And I'll
kind of guide them through that. Because I find
often like sometimes CEOs are just involved in
things they don't need to be involved in. I had
one CEO I was working with. He was really stressed
out and I was like, what's going on? Like, you
seem like way off today. Only to find out that
they're doing like a task that like human resources
should do. Like they're trying to dissolve a
fight between two. you know, lower level employees.
I was like, what are you doing? And apparently
I'd been going on for like a few months and I
was like, what are you doing? Okay. Let's like,
and he has a whole HR team, by the way. Were
you watching me a few weeks ago? No, I wasn't.
And I was like, what are you doing? You're not
talking about me, are you? No. Yeah. Am I being,
if I am, stop doing what you're doing. Let your
team do their job. Let your team do their job.
So yeah. Making sure that we're passing off the
responsibility. the important thing with the
CEO is there's usually something that's very
important to the CEO and something that they
love to do within the company and something that
is the driver of the company and we want to make
sure that they're focused on those things with
the leadership team we kind of do it more so
in a group so what we'll do is we'll go through
all of the top positions within a company and
like the top roles in a sense and it's going
to be a little bit different for different companies
like some companies might have more of a focus
on marketing than other companies You know, some
companies are going to have a restaurant might
have different titles and jobs than my. Yeah,
well, totally like a restaurant might not have
like an A .I. department. Right. We're now we
have like these larger corporations like an Amazon's
probably like building an A .I. department. You
know, it's like Google has an A .I. department.
As a young executive, I had the bright idea I
was going to I was going to create the universal
org chart. Yeah, I thought I was like the most
brilliant thing in the world. Right. And so I
start working on this thing for my very narrow
mindset. And that's when I realized I was like,
oh, crap. Everybody like restaurants have chefs,
hotels have bellhops and receptions like you
can't do it. I was like, oh, my idea and concept
was so naive. uh yeah compared to what is uh
is done so yeah big big shout out to you and
um i'll give rocket fuel some credit too that
they definitely helped me on on figuring some
of that out thanks to the email as well for for
helping on the process like it's it's such a
hard reality to grasp and then to feel empowered
to go through that's a really easy component
of like driving uh inferiority complex or like
that what's that called the easier one the imposter
syndrome right and it's so having somebody like
you there who's kind of does that on a regular
basis or is like very in tune with let's simplify
this i'm so glad you talked about it because
i it's almost always it is i can i go to any
company and it's almost always a disaster the
the org chart and how they're going about it
and there's an internal conflict that is just
like we got to stop we got to stop the civil
war before we can move everything forward so
yeah let's go let's go further down that rabbit
hole yeah no it's totally true and then once
you dive in there uh you know people it's funny
because people are sometimes resistant to putting
stuff like this in the place because it takes
a lot of time and energy however it's like when
you start to put the comparison of how much time
and energy you're taking like from the stress
and the chaos and then you match it up with oh
i'll make you spend just as much time and energy
organizing it and structuring it but you're not
gonna feel as stressed out and you're not gonna
be as frustrated and it's like yeah let's do
it okay so yeah it's a it's a cool dynamic and
it's like so it's figuring out the roles within
your company that are most important and you
know red bull is another fun example because
if we look at them they have their sports and
their teams and stuff i'm like i don't have that
in my company that's not going to be like a specific
role in my company right so really getting clear
on what are the most important roles in your
company and then figuring out like We look at
what the metrics are for those roles as well.
And it's like, what do we expect each of those
roles to achieve, right? Like what are the top
metrics? There's usually like a top three to
five priorities in each of those metrics and
roles and who's in charge of them. And this is
interesting because we don't want multiple people
in charge of one section. This is where we start
to see why the chaos happens. Like you might
see the CEO in charge of his role, right? But
then all of a sudden, like the CEO is also involved
in a CFO role and the marketing role. and all
this role and you've got the ceo in six different
places and you're like that's not working right
and then on that role all of a sudden it's like
the marketing person is like how did you not
even make it on the sheet what are they making
you do what are they making you do all day and
you look at it you're like okay this is wild
and so you start to separate the positions so
that one person is in charge of that role and
one person is in charge of actually fulfilling
those metrics and then they're responsible for
taking that down to their team whatever size
that is and then that team takes it down to that
team and that team. And all of a sudden, all
the little priorities, you know, start to fizzle
down into little bite -sized pieces. And then
we have them keep track of that on a daily, weekly,
monthly basis. And so it's really fun. They're
doing like meeting rhythms. So every day we have
like a set way for them to do meetings where
we're only doing 15 minutes. It's very focused
and it's just focused on, you know, your quarterly
metrics for those 15 minutes. And we check in
to see in that 15 minutes is like, how is the
team doing? Are they stuck anywhere? You know,
are they needing help anywhere? Are they moving
forward? Right. And also a chance to connect.
So we get a little bit of rapport in there too,
but short and sweet because we know meetings
can suck and we don't want to sit there for an
hour talking about crap. And yeah, we do. Yeah.
Right. Like, you know, it's true. And they can
talk like there's there's ways that there's ways
to combat it. And there's definitely time and
need for for larger strategic conversations.
But a lot of times we do end up pigeonholed into
a meeting that we're not supposed to be in. And
this mouse pad right here, this book, The Effective
Executive, is one of my favorites for understanding
efficient meetings and and getting people to
realize they're invited, but they're optional.
and encouraging the optional nature of like,
go away, go work. We love you and we'll give
you a report, but you don't have to be here for
that. I don't have to be here for certain meetings,
right? Those are super important dynamics. I
love how you talked about that 15 minute dynamic
too. And I love that you talked about one of
the realities that... It's so important to, it
depends on the level of the business. Some of
you might have left or freaking out right now.
Like I don't have a COO and a CMO and a CFO and
a CTO and a COO and I want to cry now. Like,
and I get that. I've been there. You know, I
am the CEO. I am the CMO. Marie Victoria is in
large part COO, but we do kind of share that
role. Her in Spanish, me in English. So we've
got different divisions on that for accountability
purposes. And the CTO role is like, it's kind
of filled, but not really. And so how do we dedicate
ourselves to it? We're not as disciplined to
the daily aspect, but you're calling me out on
the things that are important for us to be able
to take things to the next level. I'll do a quick
reveal. This is one of our past org boards. And
I'm actually not sure which our current org board
is, but I know it's not this one because we got
people still on here and a lot of people missing.
We've got almost 30 people on our team now. So
this is the one I like to reference when I'm
playing with presentations. But the one that.
The team actively builds around. I don't remember
where it's at. And so you'll see my picture is
on here for these different roles. And if my
picture is there, I am the point that rocket
fuel makes is I am fireable from all these positions
and I should be held accountable to be able to
complete them. And if we, the moment we have
a better CEO come in, Oh my gosh, please. You
know, like I will be so excited to move out of
that role and move on to the roles where I'm
truly needed. And right now. That's kind of where
I'm truly needed for first -class business and
for the brand. And I'm also one of the podcast
hosts of Vision Pros Live. I've moved quite far
away from Vision Pros Live now. We still have
other people that host the show. We'll grow it.
But my call is to be on this show. This is my
environment, my MO. I need to be able to have
difficult conversations with people. and vision
pros is designed for starting out visionaries
and they don't necessarily want to talk about
the scary stuff and the hard stuff and the like
how did you actually accomplish what they don't
know yet um and so i was i was realizing that
no when i'm over there i need to come in with
a different type of energy and accepting uh this
acceptedness and like openness for people over
here i get to play with people who are ready
to go for my energy of like high high execution
you know let's get after it let's really dive
into what matters and again that's that's why
i brought you over here so any any uh any optimizations
that you recommend or things spark that based
on what you've seen us doing that maybe don't
even have anything to do with org boards but
what else would you say jackson i can predict
this based on where you're at yeah Yeah, definitely.
And it's, it's making sure I would say the metrics,
right? Like holding people accountable for very
specific metrics and the goals, like whatever.
And you sound like you've got the goals. Let
me challenge that one. Let me challenge it. I
want to present the, I'm going to present the
hidden objectives, objections that people don't
share. We, we literally were just, we always
are doing this. We're startup for heaven's sake.
So we're always establishing the metrics. So
we got a new Facebook ads campaign. And the Facebook
campaign, before we launch it, we do establish
industry benchmark metrics. We figure out what
those are. And then we assume we're not as great
as the average in the industry because we're
new. Let's not be pretentious here. Let's not
go for the top. Let's make sure we get there
first. And those become the metrics. So we set
basic metrics underneath those standards. And
in this case, our metric for our cost per view,
we set at three to four cents. And that would
mean our... our cost per, I'm not going to show
the screen. It'll take time. But our cost per
click is set around four to $8 somewhere, somewhere
between there. Well, we lost the ads and our
cost per view did not turn out as a three to
4 cent cost per view because we were dedicated
to the process of the principles and the building
and the, the nature of, of, of what drives an
irresistible, irresistible offer. We got a 0
.00000. seven cent, like a seventh thousandth
of a cent cost per click on that. And we ended
up, I'm sorry, cost per view on that. We ended
up getting a one cent cost per click, which I
have never even seen a case study for that before.
And the other scenario that I want to bring up
though, is we just assigned somebody the role
of director of community development. Cause now
we're starting to move forward with not just
a podcast, but a community. And I was going to
put metrics in place, but I realized I don't,
I don't want her to be numbers driven yet. I
want the community to be based on let's make
sure that the we're focused on the standards
of values and let's learn about other metrics
that exist out there. Thanks to chat GPT and
things like that. And then we can start working
towards establishing those metrics together,
but we also need to see. And so I said, well,
What if 10 people join the first week and 20
people join the second week and three people
join the next week? It's going to take a little
bit to figure out what the routine is. And I
don't want to get this community development
specialist addicted to focus on crushing those
numbers. Because I want her focus to be on the
value of the community itself and making sure
that the community is winning. So help me understand,
like, how do you rationalize those two things?
Yeah. So that's your KPI. It's making sure you
have the right KPI. Because what you specifically
said that last piece is you want her to focus
on the value of the community and the value that
the community is getting. So what is the metric
to measure what? the community is getting? How
do you measure what value the community is getting?
Because that's what's truly important to you.
When we think about metrics, we can get really
stuck in financial metrics, but the truth is,
it's exactly what you want to measure. And if
your goal is the value that people are getting,
how do you measure that? Is there questionnaires
that you can do? And then all of a sudden, that's
the metric that that person is focused on. They're
not focused on the numbers. The financial person
- I did not learn that until this week. I'm so
glad you're here, technology. It's like, yes,
now I can say, well, Carly said so. So if Carly
said so, then I can do this. Yeah, and it's amazing.
I'm going to show it. Let me know. What do you
feel about these metrics? So here we've got the
procedure development, right, for the community
director. And I think I said something to ChatGPT,
like, hey, this person likes to have established
roles. And we need to get procedures and resources
in place and give them space to develop because
they're great. They're strong, but they're timid.
And if we don't set them up with a path for what
to do week after week after day, then they're
going to feel like they're not doing the right
thing. And so ChachiPT just like created the
plan. And I was like, OK, cool. Awesome. But
here we are on the metrics. So it says confidence
and welcoming and engaging new members. consistent
and meaningful participation in the facebook
group smooth facilitation of guest expert interactions
with our community and increased member interaction
and overall community vitality it feels so fluffy
i would add to this like what you want your customers
to experience and feel and then you start doing
customer surveys to see if they're getting that
result To value and feel, is that what you said?
Yeah, like what experience is it? What value
are they getting from it? What specific value
do you want them to get? And then make sure you're
doing customer, the group community, make sure
you're doing questionnaires in there to ask questions
to ensure that they're getting those details.
That one's really important. Yeah. So it's this
one because you want the value. If the community
is getting the value that you want them to have,
you got to ask the people. This is a community
question. This is your customer question and
customer surveys. Yeah. I love that. Which is
so fun, by the way. It's so funny. You're amazing.
Sometimes they also get things and you're like,
I did not even think that they were going to
get that. I'm so glad you said it. We've been
the quiz funnels we've put on pause because I
always I always create them and then leave them
alone. And that's not what you're supposed to
do with a quiz funnel. You're supposed to implement,
right? The execution. So we did a superhero quiz
funnel that will eventually be launching. I designed
this years ago with Zach Gagnon. He helps us
with our build outs. He's a guy that comes in
and saves things last minute when we need it.
But this process for this quiz will be able to
like, are you a villain or a hero as an entrepreneur?
And then it finds you based on the categories,
like which superhero are you, right? We're going
to go a little bit viral with this since we launched
it. But our content strategist, I've told her
about it. And so she might be picking the torch
up on this and finally implementing it. But entrepreneurs,
if you're stuck in these battles and boats, don't
feel like you're alone. You know, it does take
a process to pull it together. But there was
one other thing I wanted to grab here. Oh, I
opened it. And this is our Spanish quiz. So we
just launched. ads for our Spanish community
to find people who are looking for work. And
all I did was ask ChatGPT, here we go. If I were
to create a simple survey and quiz to attract
Latinos to consider a career as a virtual assistant
and launch the survey with the Facebook ad quiz
stack, I made that term up, by the way, but ChatGPT
gets me, you know. What question would be most
relevant and attractive? I'd like your help creating
this in Spanish, inviting people to want to take
the quiz, building the order of questions, and
the end will ultimately qualify them by saying
something like, and I don't have to do anything
proper either, right? I can make this awkward
and chat GPT will almost get it right. So like,
hey, you'd be a great candidate for virtual assistant.
So maybe we ask questions about. Whether they
have internet access, a computer, a laptop, experiences
in Facebook, LinkedIn, etc. I don't want to influence
you too much, though. Please give it your best
shot. And then afterwards, I had one more thing.
I said, I'd like to have two questions at the
end. Why? Because I read it. I was like, oh,
cool. This is perfect. But if a company was simply
to pay you for, was willing to pay for you to
have the equipment necessary to do this type
of work on a scale of one to 10, one, not at
all, 10, my dreams come true. How likely would
you be to consider the opportunity with that
company? Same thing if you if a company was willing
to train you to be a podcast host and pay for
the microphone and camera on a scale of one to
10, how likely would you be to consider the opportunity?
And then ChatGPT gave me like everything I need
for a great quiz. So the reason why I'm mentioning
that is because you talked about these community
surveys. Right. And making sure that we are listening
and hearing people from the get go that that
I did that today. um right so you're right on
the same vibe and um element that that i've been
working on what i've struggled with is uh in
the past i've built communities that were ghost
towns right i'm not great at running community
and and perhaps it's because i'm spread too thin
right and i was spread too thin now we're moving
back towards it because we've got more team members
involved but what are some things I want to make
sure the community is not a distraction for entrepreneurs.
My market is not, hey, let's do a book club and
dedicate your time to this book club. It's the
communities that I'm running or want to run are
for people that I want to be able to come into
our community, get the value what they need and
go out. I don't want them to be stuck here posting
their seventh photo of the day. Again, how do
you balance that? Any ideas and thoughts? Yeah.
So this is also unique to each individual. Like
it sounds like for you, the community is not
your favorite thing to do. So having someone
run it is wisdom and delegating it to someone
who loves it is wisdom. It's funny. I was just
working with someone else who running communities
is like. It's just their thing, like period.
And so when I talk to them, it would be crazy
for them to delegate that part of the position.
They'll delegate potentially other parts that
maybe you're not, or you're really inspired by,
right? And so it's really making sure. Just put
me, let me play the guitar in the community,
you know? Totally, you're like, I'll just do
that. Yeah, where she just wants to run it. Like
that's like her thing. And so it's making sure
if it's your thing, like that's something that
you can definitely put yourself in the role of,
but it's not your thing, then it's delegating
wisely and making. sure again not only you're
holding yourself accountable for these metrics
of like what exactly do you want to achieve from
it but you're also holding other people accountable
as well um and this is a funny metric by the
way this one i learned because when we think
about metrics just to get people out of their
heads and another cool example of like how metrics
can go or like in weird ways um walmart wants
to offer the lowest prices right and so you would
think maybe that metric would be something financial,
right? One of the metrics that they use to make
sure they're still offering the lowest prices
and not overspending internally within the company
is via customer complaints. If they're not receiving
enough customer complaints about their store,
and the main one is that They can't find stuff.
There's nobody on the floor to help them find
stuff. If they don't get those complaints, they
know that they're overstaffed. They purposely
have less staff at a Walmart specifically to
make sure that their overhead is lower so you
get the best prices. No joke. And so if they're
not getting enough complaints, they're like,
this store is overstaffed. And that's wild. That's
their metric is complaints. I freaking love.
It's cool. I know it gets better. I know it hurts
small business. I understand. But I really, really,
really like it's so easy to go. They've really
it's amazing how the experience still isn't really
that compromised. Yeah. Like I don't ever feel
unsafe. and walmart um yeah i don't feel like
i can't i feel like i can find things so that
but that that that level of efficiency that is
such a brilliant hack to be able to put in the
place and it's to me again you can manipulate
and abuse that to the point where you're providing
bad service but there's a difference between
biting providing bad service And feeling like
everybody has to have a five star experience.
And that's coming from the guy who runs first
class business. Like, I don't want anybody to
have a second class experience in my brand. But
if somebody comes in and is like, where are the
white gloves? And why are you not wearing a suit
and tie? I'm like, your definition of first class
is different than mine. Love you. Deloitte's
that way. That's not what we do at our business.
And so I'm really, really good. That's huge.
Okay, I got to ask you a question. lose the time
because this question huge shout out to trish
she's on vision pros today and she is newer to
the world of sharing visions on podcasts and
it was such a beautiful episode that i'm going
to again redirect all of you guys like i would
highly recommend going and hearing trisha's episode
in a couple weeks when it comes out um but she
said jackson one of the pre -show questions that
would be so cool for you to ask would be what's
something that your guest wants to talk about,
but they've never gotten a chance to share on
stage. And I was like, that is such a core fundamental
reality. How am I doing that as podcast hosts
in the world more often? So whoever she learned
that from, just brilliant. Carly, what ones that
you don't get asked or that you would love to
share with the audience? That's funny. It's probably
what I'm obsessed with in day -to -day life.
What I'm obsessed with is that, you know, we
all have a destiny, like genuinely, and you don't
really talk about it and you don't just get to
share it. And when you connect with it, it's
like, you know, I was just talking to someone
yesterday. just they were selling me so I was
looking for some services they were selling me
something but they were going through like the
traditional sort of sales pitch and it's really
important this is I was I told my husband too
I was like I really want to share this but I
don't know if anyone's going to ask me the question
but it's so important like for people to know
so it's so funny that you said this yes but it's
so funny that you're saying this right now and
the experience was he's going through the sales
vision at the end of it like I have the objections
and stuff and then he goes through and he's like
well, how are you going to achieve your dream
if you don't have XYZ? And I look at it and I'm
like, this is my destiny, bro. I was like, whether
I hire you or not, like this is going to happen,
you know? And it's crazy because I just remember
before I was connected with it, I just, it was
so easy for me to get on a phone with someone
and for them to tell me if you don't hire me.
You're not going to achieve what you want. Where
now I'm like so connected to these things and
I'm like, this is my destiny. Like what world
do you think this isn't going to happen? Like
you're obviously not my person. And so. Yeah.
And the importance of, I know it's hard and I
know it takes time because we clear so much noise
in our head and we clear so many different things
and dynamics of like subordinations and what
we should do and what we're supposed to do. But
man, when you really connect with like that thing
that you just feel like you're destined to do,
like it just shapes your life in such a way.
Like I can't imagine. my life not being connected
with that and the experiences I get to have and
just being able to look at someone and just be
like no I'm gonna get it done like you're not
my person and yes in what world is that not gonna
happen like when he said it I was like huh like
why do you think it wouldn't happen that's crazy
Right. So nice. To me, I think I could be projecting
here and I might be assessing wrong vision pros
and wait, be your besters. I don't know what
I'm gonna call you guys yet as an audience, but
Carly is a reflection to me of the years of dedication
of self -awareness, right? That she's put into
those exercises and understanding like that it's
okay. to embrace authenticity um right to embrace
your as she calls it destiny um we we don't i
don't like that word but i i like the concept
right i like exactly everything the way that
she described it so i'm like cool i can deal
with destiny with the way that you see it um
i i see that we i call it foreordained um and
that's getting technical it's like forget the
technicalities the point is yeah i was called
to a very big purpose when i was like 20 years
old um and it was to help latinos and and little
countries and little little um towns throughout
the world um by becoming a business owner and
helping businesses i didn't know why i just knew
i was supposed to do it um and so now i've spent
the last 14 years sometimes hiding from that
destiny right sometimes running from it sometimes
tinkering with it um and the challenge is every
time i have kind of found myself distracted by
something else yeah my life does not go as well
as it should. My life starts to just like rattle
a little bit. It's like a little earthquake is
underneath me when I'm not aligned with that
purpose. Yet when I get myself back on focus
with it, and as I mentioned the ads, we just
prioritize launching ads for Latinos to find
work when we've got a full stack of people and
we don't need any more people working with us
right now. And instead of preparing for like
campaigns related to social media marketing world.
which is coming up this weekend. I was like,
no, we need to do this. You know, this is what
we need to be focused. And it's, it always, when
I do that, it always leads to better results.
Even if somebody else comes along and says, well,
Jackson, that's not aligned with the, and I'm
not talking about team members, but outsiders
coming along and saying like, why aren't y 'all
doing this? Why should, well, y 'all should do
this. You know, you have to do this. You need
us. And I'm so grateful for the knowledge that
no, I need God. And for me, beyond God, I don't
need anything, even oxygen. If he calls me home,
he calls me home. It's supposed to be better
up there anyway. So that's okay. But I hope that
all of you listening in focus on being your best
self and that you have recognized, you've seen
the opportunity to align your best self with
that destiny or purpose that you're designing.
Whatever you want to call it. Yeah. Whatever
word's the best for you. Yeah. yeah but it's
funny because it's like it's like you just said
it's like the whole world comes and tells you
what it's supposed to be and what it's supposed
to look like and you listen and it's like so
until you really tap into it you just won't start
looking at people and being like no that's not
it like it's definitely not it and they could
be so convinced that that's it and you could
just look at them and be like you're definitely
wrong thank you, but no, thank you. And so it's
really important to connect with that. And cause
it's like, when you do, if you come to someone
like Jackson or myself, then we're coming in
and it's like, you help expand that dynamic and
it doesn't, it's not like coming and working.
And I, I'm going to guess this with you too,
just based on my experiences with you coming
and working with someone like us, it's not even
just like coming in and having us tell you. what
your vision should look like it's like you're
gonna i used to i used to pull it out yeah i've
done that yeah i was like i was like cardone
i would like tell everybody what you have to
do and you need to do and i don't look i love
him as a person but leading like that and i and
i use him as a poster child because he's created
a lot of success in what he does i'm not saying
it's not a successful path but i did not build
the relationships cultivate the types of relationships
i wanted when i used to use words like you should
do this or you have to do this or you need those
are all controlling words and who am i to control
another adult human even even non -adult human
being but it's not my role to think for them
or to act for them and like you said i see it
as facilitating it's you could do this we invite
you to take these steps and as i've learned to
do that i have i have far more enjoyed my relationships
with those who get it. And when we have clients
that need the controlling, like you hear it,
they'll be like, well, wait, should I do this?
And my response is, I don't know. Like, should
you? You're the visionary. You're the one who
leads. So again, I don't usually make them feel
that awkward, but I will help them realize like,
okay, I understand that you want me to make that
decision for you. I'm here to make that decision
with you. And let's explore it together. And
that's exactly what I've seen from you, Carly.
That's exactly why I'm so happy to have you as
the first guest of the Be Your Best show. And
we're going to be adding a trailer later to this,
my friend. So as you're listening in, though,
you can always and easily find Carly Pepin through
Google. I bet you can find her through ChatGPT
now. You can find her on all the social media
channels, too. And the West Coast Growth Advisors,
of course. I think both of us hope that when
you reach out and you start a friendship. like
a true, sincere relationship, and that you evaluate
what your options are. Go look at Deloitte. Go
look at Virgin Startups, please. If I could work
with Richard Branson, I would be very happy to.
Unfortunately, they only take 100 applicants
per quarter, and you have to have a three -year
track record that's already awesome. And so it's
not like I lose anything by you finding out about
that. I win because then you come in more centered.
when you actually want to talk to us. And I think
that Carly is one of the best people on the planet
to talk to about business growth. And that comes
after reading, like I could call Michael Gerber,
you know, and see if I could, and Patrick Lincione
of Five Dysfunctions, we will soon, but he's
not going to take my call right now. You know,
Carly did, she showed up, she's here, and she
has the same types of principles and values of
some of the best leaders I've ever learned from
in the world. It's my honor to have you here,
Carly. Any final thoughts you'd like to share
before we wrap up? Yeah. Focus on your vision,
your mission, and really like do the work to
pull it out and then contact people like us to
help it get executed. Cause that, I don't know
about you, but that just vibes me up so hard.
And I love watching people's vision come to life
and it's worth it. Absolutely. So go join us
on Vision Pros. If you heard that and you're
like, oh, I have a great vision. Go play. Be
a guest on Vision Pros. And if you want to be
a guest on the Be Your Best show, just know this
is actually as fun as this was. The reason why
it was fun is because Carly's authentic. What
is awkward is when people want to come on the
show and I'm like, no, no, we're going to talk
about the good, the bad and the ugly. There just
wasn't any need to talk about ugly today. You
know, it's because we see our like raw mistakes
and all that as tangible opportunities. And we
go with the flow and the blessing of that. So
I hope that inspires some of you to do the same
and keep being your best. And we'll see you on
the next episode, everybody. Take care, guys.
And watch.