Hello everyone and welcome to the Within Range Coaching podcast.
I'm Ranger, certified holistic success coach, and in this podcast, I'm bringing down the
journey that entrepreneurs face as they start their organization, find solutions to the
roadblocks in their way, and create an impact that lasts.
So if you're an entrepreneur, nonprofit leader, or purpose-driven community member that wants
to learn how to grow your impact and develop yourself as the person behind the mission,
then this podcast is for you.
I know you're just as eager to get started as I am, so let's jump right in.
Good morning, good afternoon, and good evening, and welcome to our special live stream podcast
recording.
Today, we're going to be going over something that is important for pretty much every business,
nonprofit, community project, and that is enrollment.
And enrollment is used in a couple of different formats, concepts, et cetera, and we'll go
over more detail in just a moment of what we mean when we say enrollment.
I'm joined today by Piper Hightower of 45 Degree Coaching.
Piper, who are you?
Who am I?
Who aren't I?
I am Piper Hightower.
I am 45 Degree Coaching, where we empower leaders by strengthening teams.
I have a huge passion for team and group development, how people work together, and kind of creating
that bond and that trust and that communication, because I think so often leaders forget that
their teams are one of their most underutilized resources.
So that's kind of what I am about and what 45 Degree Coaching is about.
I'm super excited to be here with you today, at least on one platform.
Yeah, for sure.
No, I'm excited to make it happen.
That was a great introduction.
But yeah, as I mentioned before, we are here today to talk a little bit about enrollment.
And enrollment can mean a bunch of different things.
It could mean sales.
It could kind of mean marketing.
It can mean all these different aspects, things, whatever.
But to really focus in on what we mean when we say enrollment is that we are focusing
more so on getting folks invested, interested, and really aligned with the mission and value
statement of a business, an organization, and really just bringing folks together behind
a unified purpose.
It's a team, a community.
It's a little bit of a higher level thing than just selling a product or selling a service.
Yeah, you and I talked a lot about that in preparation for this, that it's not marketing.
It's not branding.
It's not sales.
It's not strong arming, right?
That there's this thing that you can do with people that really is enrolling them and inviting
them in to something greater than just the immediate perk, right?
Yeah, and we're going to define all of that.
What do we mean when we say perk?
What do we mean when we say mission statement, vision statement?
What are all these different aspects?
And to really just focus in on that, we've already defined a little bit of what enrollment
is.
It's bringing folks into the fold, getting them invested and interested.
And we're going to focus in on something else that's a little bit different from those things,
but it's really being able to sit back and define the goal.
So when I say the goal, that means what is the overall purpose of why you guys are there?
For businesses in my framework, in my beliefs, in my understanding, for most businesses,
it's to make money.
It's to have a product or a service that at the end of the day is exchanged for money,
cash, dollars, whatever.
And then you provide value.
And I mean, we can talk more about what value means versus money versus exchange.
But really for most businesses, 99.9% it's to turn a profit.
You're not going to be able to help people if you're not able to keep the doors open.
And for nonprofits, generally speaking, it's a little bit different, right?
For nonprofits, it's usually more around what it is that they're actually creating and the
problems that they're solving.
Typically, businesses and nonprofits are separated by the fact that I guess the instead of necessarily
bringing in money like a business would to show success.
And the way that I view it again is like an animal shelter.
You're able to rescue, rehabilitate, and rehome as many animals as possible.
That's a little bit more of what it is.
And Piper, what do you kind of think about everything I just said?
Lots of thoughts.
I think that what you're talking about can be one of the hardest things about really
having a business and trying to enroll people is that there is the goal of making money,
but then there's also the goals of that greater vision and that greater purpose.
And there's like the good I want to do in the world, but I can't do that good if I don't
make money.
And am I a nonprofit?
Am I a for profit?
And it can get so muddled and so confusing.
I think that was a huge part of why you and I wanted to hop on and have this conversation
is that like, what really is the thing that I'm telling people about?
Am I telling them about the rescue?
Am I telling them about the money?
Like I can't sell someone on me making money, but I do think I have something that's worth
telling you about and getting like getting you excited about with me.
Like there's so much to it, right?
Yeah.
And that's definitely something that I've heard from business owners that are very much
like kind of towing that line between business and nonprofit.
It's like, it feels weird to say that we're here to make money.
But at the end of the day, again, a thing that's kind of worked for me on that is when
somebody pays you, it's because there's a either equal or a seesawed value exchange.
And in my opinion, if somebody is going to say, hey, here's a dollar, I want to be able
to provide them a dollar and 50 cents worth of value.
Right.
Trying to like overload it to where they're like, man, this was the best deal ever.
Like look at what happened at the end of the day.
And I don't know.
I mean, that's maybe another discussion is how to provide value, what that really means
and how to make offers and et cetera, et cetera.
But like you said, the goal of making money combined with the vision statement, combined
with the mission statement, combined with all these other aspects, it's typically seen
as very different and opposing aspects of running a business.
Right.
You mean like the vision compared to making money?
Yeah.
And I don't know.
Like you said, people kind of feel icky when they say that.
Right.
Like, well, we're here to change the world, but the ticket to change the world land costs
money, unfortunately.
Yeah.
And that's such a balance, I think, especially so many of the entrepreneurs that you talk
with really need to find.
And yeah.
And I think that's that's a lot of what we're hoping to unpack today is can like, how do
those dance together?
Because they are, like you said, the money is a necessary aspect to make the vision come
to fruition.
And I think really the first step in, I don't know, bringing all those different aspects
together and not feeling so icky about it, we'll just kind of keep using that icky term,
but is being very clear on what the mission is, what the vision is, being able to distinctly
say instead of them being like these terms that we're kind of halfway avoiding, really
diving in and saying, OK, this is what the goal is.
This is the mission.
This is the vision.
This is how we're making the magic happen.
So just again, to kind of reiterate or I guess to what offer a definition, the difference
between a mission and a vision statement.
I love a good definition.
Let's go.
Definitions.
So I got some examples from some of our favorite companies.
And by our favorite, I mean, I'm just a little bit of a fan girl for them.
I love a good fan girl.
Love a good fan girl.
So when I say a vision statement, a vision statement for a business is typically something
that is higher.
It's really the overarching reason that the business exists.
And again, a belief that I have about businesses, nonprofits is that all of them are there to
solve problems.
I always refer to entrepreneurs, nonprofit leaders, community members.
The do-gooders, changemakers of the world is that they create magic.
Where there was a problem before, they conjure up a solution.
Where there were issues, they find reasons that are good.
And a vision statement is typically, it's almost like an unachievable idealistic point
in the world.
So to kind of explain, I have two examples.
So I have IKEA and Google.
So the vision statement for IKEA is to create a better everyday life for as many people
as possible.
Google is to provide access to the world's information in one click.
So like what I'm saying there is that those are crazy visions, right?
Like idealistic, this is the perfect world.
This is what we want to create with this business.
And that's like the overarching reasons that they're there.
And I don't know about you, but being able to have the world's information at one click
or to create a better everyday life for the many people, like those are solid.
Like how can you not think that that's good?
And that's kind of what I say when I mean vision statements.
Yeah, I think to jump in with you on the vision statement there, it's like, what was it that
Cami said in her coach style leadership recently, shout out to Cami and McLaren coaching, that
something's only impossible until you do it.
I might've even been, it was a quote from, I want to even say maybe Nelson Mandela, I'm
not sure.
But I think that's what you're saying is like, the vision is the impossible that wouldn't
that be so cool if it was realized.
Exactly.
And I'm sure I don't need it to be something that I know how I'm going to get there.
But it's kind of that like, but man, if we could, what a world we'd get to live in.
Exactly.
And I'm sure, I don't know the Google, I can't remember who started Google, but when he said
to act as the world's information in one click, like that's crazy.
Like who would do that?
Why is that even a thing?
How do you make that happen?
And now we look at it.
Like when you look something up on the internet, you don't say I'm going to Bing it.
I'm going to Yahoo it like it's I'm going to Google it.
Well, now we do it from our computers in our pockets.
Exactly.
We could get it's not even a click anymore.
It's a tap, right?
Like that's just a good sign of like, yeah, you can be right.
Exactly.
And like with the Ikea vision, like to create a better everyday life for the many people,
like I don't know, it's like, how do you not resonate with it?
Like I want to create a better everyday life for as many people as possible.
Like heck yeah, that's great, right?
And the mission statements.
So the vision statement is like, again, that idealistic picture of the world and the mission
statement is more so how are we going to make that happen?
Yeah.
So for Ikea.
Before we switch to mission really quick, Julie commented, what are our vision statements?
Did I get that right, Julie?
Is that your Julie?
Nice.
Yay.
Hi, Julie.
Do you want to go first, Ranger?
You want me to go first?
Yep, go ahead.
I think for me, the vision is, yay, she says yes.
For me, the vision of 45 degree coaching is a world where people truly rely on each other
and are better because of it.
The vision for me truly is real and lasting teamwork and freedom to be different and freedom
to be better because of our differences.
Yeah, because a lot of your businesses focus on teams.
Absolutely.
Yeah.
Coming together, working together towards like a common goal, the common good, whatever
it is.
Yeah.
So that's mine.
It's just that a world where people truly live into the truth that I hold that you will get
further together.
Exactly.
Further together.
That's great.
And for mine, so mine is a little bit more focused on the individual, right?
Like the person that likes is like the CEO, the nonprofit leader.
And it's more so a world where everyone can feel empowered to add their own brand of magic
to their community.
Ooh, I love that.
Cute, right?
No, but it's inspiring.
So it's more so about they feel like they see an issue, they can jump in, right?
Like what is the mantra of I saw a problem and I thought, man, someone should do something
about that.
And then they kind of realize like, oh, wait, I am someone.
Like I have the power, I have the tools, like I can make something happen here.
Well, and think about that vision the way it plays out in the world, because I think
so often we see a problem and we think to ourselves, man, it'd be great if someone fixed
that problem next.
But like, what if everybody believed that they could make a difference about the problem
they saw and leaned into that?
Like what a cool vision to have for the world.
Yeah, exactly.
And then they're able to jump in and say, let's do something about this.
Build a team.
But yeah, so that's really what a vision is.
It's something big to strive for, right?
And then when it comes to a mission, that's more so, okay, now how are we going to make
this happen?
Yeah.
So for IKEA, which I again, let's let's go from like that huge concept of crazy vision
of create a better everyday life.
And their mission is to offer a wide range of well designed functional home furnishing
products at prices so low that as many people as possible will be able to afford them.
Yeah.
Cool.
Yep.
There's the ambitious man, we're going to create this world.
And here's how in our right now.
Exactly.
It's it's like create a better everyday life by providing well designed functional furniture.
Like it's like, well, duh, that's what of course that's what IKEA does.
Right.
Oh, and that's a good example of why a mission is important to write, not just a vision,
but a vision and a mission.
Because the vision, I love a good vision.
I love dreaming.
I am a dreamer.
I could live in visions all day.
My dad and I'll just sit at the table and vision away.
And then we leave and we're like, do do do do.
But like without a mission, you're not actually stepping closer to it.
You do need that clarity.
You do need that.
That how that those building blocks, right?
Otherwise, someday you look back and you're like, man, it could have been a really cool
world had that vision been realized.
Exactly.
It's more so like, yeah, here's this like subjective, subjective.
I hate saying wishy washy, but it's like this like big dream.
Right.
But you're not going to get there unless you have some kind of a roadmap or some direction
of where you're going.
And I feel like that's really the best way in order to decide whether or not you actually
are being productive with the tasks that you're doing.
And the way that I define productive is, is it moving you towards the goal and mission?
Is it like what is it moving you towards?
Are you just doing a bunch of business work and being productive?
Or is that work moving you towards the mission?
Yeah.
And I think we've got a question.
Julie is one of my Julie's.
Julie says, so the mission is how you execute the vision?
Question mark.
Yeah.
So for me to kind of jump in on that.
So the mission is more so, yes, how you execute the vision.
And I think the interesting thing about the mission is that that one can be a little bit
more fluid than the vision.
Right.
And that the vision is very subjective, but that doesn't change or it shouldn't change
just because of whatever kind is going on.
Right.
But the mission can kind of shift and move around in order to achieve that vision.
So I guess if we're kind of defining it like the hoop, like the pop model.
So we have like the purpose for the business being there is the vision statements, like
to create a better world for everyone.
The what is it outcome is by providing affordable, great furniture.
And then the process is whatever we need to do to make that outcome possible.
Right.
And that's where you kind of get into like the nitty gritty of, OK, well, where do we
source the material from?
What is our productivity?
What is our effectiveness on manufacturing?
What is our price per part?
Like that's like the nitty gritty stuff.
Right.
So it kind of has those different layers to it.
Yeah.
I think what I'm hearing you say, too, is that the mission really kind of lives in that
outcome world, would you say?
Or more in the nitty gritty.
Mission lives more so in the purpose world, like that higher, like in the sky, kind of.
Yep.
And then I would say that.
The idealist almost.
Yeah.
And then the outcome is more so the mission.
Yeah.
And that's kind of like, you know, the trees, that's the things you can see.
Right.
So it's like imagine like a landscape.
It's like the pretty clouds in the sky, like the like the un-itch like aim for the stars.
Right.
Like that's the that's the vision.
That's the big thing.
That's the overarching thing that we see when we look up.
The outcome, the mission is the trees, the mountains, the beautiful landscape in front
of us.
And then the process are like the roots, the microbiome in the soil.
Like that's what's making all of that possible on the outskirts as we build towards the sky.
Yeah.
That's I think that's a great analogy.
I love I love that you talked about the mission as fluid.
And I think that can be so confusing in a lot of ways because it's like, well, it's
not fluid in some ways because you want it to be very specific, like with Ikea.
Right.
It's going to be affordable.
It's going to be honestly, that's the only one I can remember right now, but it will
be affordable and they will give you a tool with each furniture and I am grateful for
it.
But but I think part of a mission is like you have.
OK, here's the here's the vision.
Here's where I'd like to go.
And I have these resources.
And so with these resources, I will use them in this way.
Toward this goal that will help me accomplish this vision.
Now if those resources change, that's when the mission gets fluid.
Like, wow, we have more resources.
We can expand.
The mission can now be this.
But it's all got that forward momentum toward that vision.
Exactly.
And I think that the when it comes like the money aspect, right, like that's just the
rules of nature.
Right.
And we can only plant as many trees as we can afford.
But that doesn't mean that we can't get more of it.
We can't figure it out.
We can't make it work.
And that's really what I guess what I would want to get across in this is that, you know,
the goal of making money, bringing in donations works together with the mission, with the
vision, with the rules of the land.
And it kind of creates this like fluid ecosystem in and of itself as opposed to all these different
warring nations.
Right.
Like, that's not what it is.
It's they all should be working together towards a better tomorrow.
Yeah.
OK, so let's.
Mission vision enrollment.
Yes.
OK, so we've we've I don't know, we've groomed what we've brushed the groomed horse already
on those.
So so when it comes to the idea of the goal, the mission, the vision, when we say enrollment,
it's really getting people behind those things.
So Piper, do you want to talk a little bit about what it means to actually be enrolled
in all of that, generally speaking?
Yeah.
And actually, that's so funny.
There's there's another one of my Julie's who's asking, can you share ideas of getting
others involved in your vision?
And what a perfect segue.
This is my ultimate Julie.
It's my mom.
I'm Piper's mom.
But I think that's exactly the shift we're hoping to make, which is if you want to really
enroll someone.
You have to make sure it's a conversation about the vision.
And when it comes to being enrolled in something and Ranger, if I'm going off off kilter,
I'm going to be back.
But I think we can look at getting people involved.
And there's different levels of that.
And I think Ranger, what you're talking about, there's the roots of the tree, there's the
trees and then there's the vision.
You can get someone enrolled in the roots of the trees.
Like, hey, if you help me do this event, then I will give you this much money.
If you come work for me, I will give you this paycheck.
If you buy my product, it's going to get you this type of lifestyle.
Or if you buy my product, I'm going to give this percentage to this nonprofit.
So you're going to be like good with your money.
Like you've been a good steward of your money, right?
So there's those weeds, like we can sell them and enroll them on the nuts and bolts.
And that has a certain level of value to it.
There's nothing wrong with that.
But then there's also this next step of, okay, now we're looking at the trees.
You have a mission.
Can I enroll you in having the most affordable furniture?
Maybe that's super exciting to you and you're really passionate about affordable living.
And for families who can't afford super nice furniture, they still deserve to feel like
they have an adorable home.
And there's value in that too.
And I would argue that those people are going to be more invested than the people invested
with just buying the product in the roots, within this analogy, the other trees.
But then if you jump up to this higher vision level and you say, are you willing to join
me in making every day better for everyone?
It's like, are you willing to dream with me and make this happen?
That enrollment shifts because they see themselves in the world you're trying to create.
It's not like I'll give you, you give me, you scratch my back, I'll scratch your back,
which there's value to that, right?
We need our backs scratched.
Like you said, like we need money.
That's a thing, right?
But if we can jump to this higher level with the vision and say, hey, here's my vision.
Do you want to join me in changing the world?
Then I think that enrollment really locks in for people.
Yeah.
And I love that we're going on this like natural escape nature, whatever that analogy.
We love a good tree.
But that's also a good thing too, is that it's not about always having your head in
the clouds, right?
And not being able to see what's going on at ground level.
But it's not about having your head in the dirt that you're so bogged down by the day
to day intricacies that you're not remembering why you're there to begin with, right?
It's about being able to paint that picture instead of just a, oh God, it's not just like
a snapshot of one or the other.
It's about painting that whole panorama of the entire scene.
Yeah.
And constantly checking every level of it.
And again, a plug for things that I'm passionate about.
If you're bad at the roots and the nitty gritty, do you have someone on your team who's good
at it?
Right?
Exactly.
If you're bad at dreaming, do you have someone on your team who's good about it?
That's my particular bent.
So I digress.
But yeah.
And I think it's also a thing where it's going to be when it comes to building a team or
working with other people.
Like for mine, it's more so like having a partner in your business, right?
Like if you have two, I don't know, for like a partnership, right?
If both of you are ahead in the clouds, you're not going to be able to see what's going on
in the soil.
You're not going to see that you're low in nitrogen or sulfates, right?
This is my ag background coming out, right?
But if you're so bogged down in the soil and like cultivating the land, you're not going
to remember why you're there to begin with.
So it's kind of like being able to say, hey, I love being in my head in the clouds.
I love being up here.
It's nice.
But being able to say, okay, what's going on at ground level?
How does that, what do we need to do down here to move where we're trying to go up above?
And if you're bogged down on the land and you're the one, you know, the nitty gritty
doing the work, like being able to look up and say, this is why we're doing it.
And again, I don't know anything about furniture, manufacturing, right?
But when it comes to like the people in the warehouse, right, that are in the manufacturing,
like they're in there day in and day out.
They're putting together the packs, they're putting together the screws, they're drilling
holes, cutting the wood that needs to be set up.
Like they're not thinking about the fact that they're creating like adorable furniture for
people that need affordable, adorable furniture, right?
Yeah, they're not sitting there with my like me and my daughter having a tea party on that
table.
Yeah, exactly.
But it's a good reminder from time to time that that's really what they're there for,
right?
Like, I don't know, it's like, what is the rule?
Like 80-20, like, well, in this case, when I say 80-20, typically it's like 80% of problems
come from 20% of X or 80% of good things come from 20% blank.
It's like 80% of your focus is on the area that you're the best in.
But there's that room for that 20% to be reminded of why you're there or what's going on.
Yeah, like you kind of need all of those levels.
And I think I'll start to shift to another area that we really wanted to talk about a
lot, which was, so you've got your idea of your vision, you've got your idea of your
mission and you've got your idea of kind of like your weeds, maybe some of those perks
either for you as a business or for employees or for investors or for like customers, right?
Whoever is kind of in those nitty gritties.
So I think when you and I were talking, you've got the vision, the mission, and then the
perks.
I think if you're going to enroll anybody in anything, you first have to be able to
articulate those for yourself.
Because if you don't know the vision of your business or the vision of your nonprofit,
then you can't invite someone to join you in changing the world because you can't articulate
how it's going to change.
How are you going to inspire that if you can't articulate it?
And same with the mission.
It's like, well, what does your business do?
It's like, well, we're like furniture people.
We do the furniture.
And then someone would leave that conversation like, okay, great.
I'm glad I ran into them at that cocktail party, but I'm not feeling like there's like
a drive or there's kind of that, like you said, that mission, right?
And then same in the nitty gritty.
Someone's like, well, if I come work for you, like, what am I going to make?
Like, ah, money.
I don't know.
Money.
Right.
But if you can't articulate all three of those levels, you're not going to be able to inspire
whatever someone's looking for.
Yeah.
And it's, and there's also that other level of, I didn't realize we're already so many
minutes in already.
It's like, yeesh, being able to articulate yourself and getting clear on what each of
those are for you and your business or nonprofit, whatever.
But also like how enrolled are you in the vision, in the mission, in everything that's
going on?
Like, did you just write this stuff on paper and you just wrote it down because Piper and
Ranger told you to on a random Wednesday or like how much, how enrolled, how much do you
believe in what's going on?
Because that conviction carries through and everything you say and do.
Like with the walk for me, for example, it's like, here's my mission.
Here's my vision.
Right.
If I don't believe that I can make it across and I don't believe in my capabilities or
how I'm doing it or the stuff that I've already done, how do I expect people to donate their
time to driving me around, to giving me donations, to being on that podcast and giving me their
time and resources, right?
Or attention in general.
Like I have to believe more than anybody else in what's going on.
It's like if you deliver it as though it's a chore for you, people are going to receive
it as though it's going to be a chore for them.
Exactly.
I love the example of your walk.
And I think that's so true, especially for so many nonprofits that like when it comes
to for-profit businesses, there is often this understanding of like, well, we both need
this.
Right.
There's, I think that's how commerce works.
And with a nonprofit, there is an ask, which is I, I can't give you the same thing.
What I'm asking for you to invest in is me giving these resources to something else for
the betterment of our community, for the betterment of the world, whatever the passion project
is for that nonprofit.
And I think especially for nonprofits, you better know that vision and you better know
how to deliver it like you're on fire about it.
Exactly.
Because, I mean, that's the thing too.
Like when I worked for with, or when I ran, worked with, I don't know how to say it.
When I was on the board for the NorCal Herbological Society, like we were asking people like for
donations to volunteer for free.
And I mean, I was president and I had like three positions at one time at some point,
but it was because I really believed in what we were doing.
Like it was so, there's also that level of tangibility, right?
Like if you were so clear on your mission and vision and you are 100% convicted behind
those things, that's great, comma, what have you done about it?
Right?
It's not just saying, yeah, are you actually doing something?
Are you just saying it?
Do you just believe in it or are you doing something about it?
And that was clear based off of what we were doing.
Like what we had, we were home like hundreds of animals in a year.
We were able to cover the vet costs of all these critters.
We were able to educate at all these different events.
Like we were already doing the work.
So it's having that burden of proof that, hey, I am who I say I am.
Yeah, here's the clouds.
Here's where we're going to put the trees, but like here's the garden over here that
we've already put in.
Like we're already doing something.
When we came into having this talk, like the kind of the conversations we had coming into
it, one of the things that came up was there are really three key players in the conversation
of enrollment and you and I are both super clear.
So there's this feeling when you're trying to get people involved and you're trying to
get people enrolled in your business, in your nonprofit, in your family, let's be real,
there's enrollment with my four year old all day.
Like hey, I'm just enrolling you into vegetables.
Can I just enroll you into putting your shoes on, please?
Like please.
Like there's enrollment everywhere around us, right?
So there's the thing that you are trying to enroll someone in and we've been talking a
lot about that.
Are you enrolling in the vision, in the mission or in the perks?
But then there's you.
You are a player in this enrollment because they can only see that item through you.
You are the window, the lens, because they're going to see your enthusiasm or your lack
of enthusiasm.
They're going to see your buy-in or your lack of buy-in.
They're going to see, are you, like, do you actually care about reptiles or do you not?
That's your, right?
Herbological?
Yeah, herbological was lizards, snakes, spiders, all that fun.
Well, not really spiders, but we did that too.
Spiders are cool.
That's a lot.
Bring them in.
We've enrolled them.
But I think the third player that is really important to know is who are you enrolling?
Who do you think wants to be a part of this vision with you?
Because if I have a nonprofit that focuses on supporting youth in the community through
art and music, I'm not going to go to football games to promote, right?
And not to say that someone who loves football can't love art and vice versa.
That's not it at all.
But you need to give as much care to understanding your vision, mission and perks as you do to
getting your own investment in it as you do to understanding who are you trying to get
invested with you?
Like, who do you really think wants to be a part of changing this world in the way you
see this change?
And are you finding those people?
Are you looking for those people?
Are you going to where they are?
And are you seeing them?
Like, wow, I see in you a love for art and music and youth.
I have something for you or like, hey, I just saw you save that spider instead of kill it.
Like, I've got a thing for you.
Are you looking for people who see the change that you're trying to make happen and the
people who want that change to happen too?
Exactly.
It's meeting people where they're at.
And that's also kind of like alongside the goal, right?
Like resource allocation.
I'm not going to go to the lizard haters anonymous meeting to try to enroll people to be members
in the herpetological society in the area.
And like, I might go to like a reptile expo where not everybody is a member.
Not everybody knows that we exist.
I mean, there's an expo I think this weekend that the NCHS is going to.
And that's the perfect place to be because at least everybody coming through the door,
if they're not, I don't know, live, laugh, loving lizards, like they're interested.
They're ready to dip their toes in.
And it's also understand like what you're saying is seeing them as an individual and
being able to say like through a little bit of a conversation, like, oh, is this person
more of a up in the sky kind of person?
Are they the trees or are they more of like the like making the soil microbiome happen?
Like, and you can kind of tell that based off of what lights someone up, right?
That's just personality types and being able to really be with someone and sit with them.
And I don't know, like, what?
Be present, be curious, all the all the fun coaching terms, right?
But yeah, being able to really see that person as an individual and enrolling them into the
team, into the group and something that there's that what was it?
The donor growth podcast.
I don't think they're doing it anymore, unfortunately, but they were two nonprofit consultants.
And one of the most useful thing that I got out of all whatever, however many episodes
of them I listened to was if you're trying to enroll someone in the vision of your business,
it's to remember the phrase, people like us do things like this.
Like we're not talking about, oh, this is what we are doing.
This is what I'm doing.
It's like I can see that you and I are like on the same vibe.
Like we care about proper husbandry of reptiles.
We care about conservation of flora and fauna, right?
Like that's what we have in common already.
This is what we're doing about it.
Like are you in?
Like this is what the membership costs.
Like just jump in and we'll do it.
Yeah.
And we'll change the world together.
And I think something that's so, there are two truths that I see in people, which is
once you hear them, it'll make sense why I like working with teams.
But the first is we do nothing alone, right?
No business exists because one person did all the things and didn't need anybody else.
Like it's like literally anti-business.
Business is I have a thing for you and I need you to want this thing too, right?
Like we do nothing alone is one.
Two is people long to belong to something, right?
Like just in who we are.
And you could talk about that in relationships and you could talk about that in community
and all that.
But like we desire to feel like we belong to something.
And so why wouldn't you pair those two things together?
I think that's enrollment is, you know, like you said, if you come with us, here's what
we're doing.
What was the quote you said, Ranger?
You still have it up?
Yeah.
If people like us do things like this.
Yeah.
People like us do things like this.
And it's like, Hey, I can't do any of this without you.
And then this person saying, Oh, thank God I was looking for a place to belong.
And that's enrollment.
Can you get to that level with someone where you see them and where they want to belong?
And can you offer them a place in what you're doing?
Because you need them and they need you.
Yeah.
And I think to kind of tie back in with that, like that landscape mentality, right?
It's like people like us do things like this so that we can build a world that's like that.
Like it's not just about, Hey, this is the work that needs doing.
It's like, this is the bigger reason.
Like nobody likes cleaning lizard cages, right?
Like it's gross.
I don't like walking every day, but I walk because I see something bigger.
I see the podcast.
Like I'm doing it.
Like there's that, there's that proof.
I'm doing these kinds of live streams.
I'm doing this work and it's to achieve this overall vision of it.
And it's just like in the teams that you've worked with, it's like, I'm also assuming
things for you.
Like the day to day work.
I don't know.
Like, cause you've worked a lot in brewing and like breweries and beer and service industries,
right?
Like I would assume it's like, nobody likes cleaning dishes.
Nobody likes sweeping the floors, mopping the, like whatever, whatever, but they do
it one, of course with a paycheck for the perk.
Like we're, we're romanticizing it a little bit, right?
But it's because we're, you, they're providing a good experience for families.
They're giving them a space where they can celebrate birthdays.
They can celebrate anniversaries that, I don't know, life changing or super awkward
first dates can happen, right?
Like you're cultivating this environment.
That's more important than the work that just needs doing.
Therefore we do it.
Absolutely.
And I think as we come close to the end of our time, I think that's such a beautiful
reminder that you can enroll people in every level, but if you can enroll them in that
larger purpose, they're going to be so much more invested than that perk that you have
to keep handing them.
You clean, I give you money.
Or you clean, I give you money so that we can be the place where someone, when they
get married said they hung out for the first time.
And they, we let them stay 30 minutes past closing because we could see that they were
hitting it off and they were the only two left and they didn't realize it because they
were just so crazy about each other.
Like I've had it happen and we're like, kind of like awkwardly shuffling chairs.
Like, okay guys, like it's, it's time to go to the next place, but like you can't bring
yourself to because you've fallen in love with the vision of man, this place that we
get to mop tonight is a part of their forever story.
Exactly.
And to really just hone in on that, like that's the value that you can create when you enroll
an employee, a team member in the vision of the business.
Right.
And that's something that I try to get across in my coaching is that like, you know, personal
wellness, business success, work life balance, whatever you want to call it.
Like your job is a huge portion of your life.
And I don't know.
It's my belief that you should enjoy that.
Like you should be bought in on the vision, on the mission of what you're really doing
at work.
Cause it sounds like there's the aspect of like, I don't hate my life.
I don't hate my job.
Like this is what I do.
Even on the worst days, it's like, okay, like, I don't know.
I spilled the mop bucket on my foot again, you know, whatever.
Trying to keep it simple.
Like I bleached my pants.
I bleached my pants again.
This is the fifth time this week.
And that's the value that the employees get.
If you're able to enroll them in that mission, in that vision and truly believe for themselves,
there's a good chance it's going to increase their overall satisfaction, their overall
enjoyment of their jobs so that they're not, I don't know, de-stressing for 30 minutes
in the parking lot before walking through the door.
Like they're excited to go to work and you know, we can talk more about perks later,
but that would make sense for them.
Totally.
But yeah, we're coming up on the end of the time.
How are we doing on Facebook or Instagram?
So Facebook, there aren't any questions.
Instagram, are there any other questions that you would have for us before we start kind
of wrapping up everything?
I've been trying to keep an eye, but if I missed your question, retype it.
We'd love to answer it.
Also go check out, seriously, for those of you who joined later on, Ranger, do you want
to talk about the link again?
Yep.
So Piper and I created a little bit of a workbook to go with this.
It's called Enrolling in the Deep.
And I don't know, one, it's a fun adult fun.
We haven't even said that yet.
We haven't even said it yet.
Enrolling in the deep.
That's all I've got for you.
I'm sorry.
That's all I'm going to do.
But really, I guess the reason that, I don't know, Adele is just fun, but it's also when
you enroll someone in the deep of the vision of the mission, then they're really bought
in.
Then they're really there.
They're really in it.
It's not just the shallow baseline understanding of what's going on.
Like you're in it, right?
Maybe you should have said that from the beginning to really tighten the whole conversation,
but whatever.
Anyway.
Re-edit it for the podcast.
I know.
My podcast editing guy is going to have a heyday with this one.
I'm sorry.
But anyway, we made a little bit of a workbook.
It's like four or five pages.
There's 11 questions and it's really answering the questions, you know, going through it
again.
What is enrollment?
What is the goal of your organization?
What is the mission?
What is a vision statement?
What's your mission?
That your mission, your mission and vision statements.
Are you enrolled?
What's the value of being enrolled?
It answers everything for like those three players, that vision, the me, the we.
And how do you kind of knock it down from those three to just the vision and the we?
So if you just go to withinrangecoaching.com forward slash enrolling dash in dash the dash
deep dash page, you will be able to just throw in your name, your email.
And I can't figure out how to change the button.
It says book now, which sounds like a command from a barbarian.
Like give me book now.
Book now.
You just hit it and then it gives you the book.
I can't I can't figure out how to change it for the life of me.
But it is an effective link.
So that's what really matters.
It works.
I was like, all right, what's again, what's the goal here?
Get the book in people's hands.
Yeah, yeah.
I can't get the mission of having a page look perfect.
Close enough, right?
That's a tomorrow.
I'm not going to miss it.
But I think what really Rangers and my goal with this and I'll give him all the credit
for designing it.
He made it beautifully.
The really our dream was to out of this kind of conceptual conversation we're having, give
you an opportunity to really like zero in on what is your vision, your mission, right?
Like get yourself some clarity.
And then something that Ranger and I both do and are both super passionate about is
if you feel like at the end of that document, you need more clarity or more accountability
making that happen and enrolling people like call us.
Yeah.
And I mean, we'll also make sure in the comments of this, when the podcast comes out, it's
going to have all of our contact info and everything.
But I really encourage and I don't know, challenge and suggest that if you want to get more clear
on your vision, your mission, how invested are you go through the workbook, answer the
questions, whatever.
It's a visual reminder, but take us up on that.
Do one of our free coaching calls.
We like what free introductory call first calls on us.
Yeah.
Calls on us.
Either of us, both of us get two calls.
Yeah, no, dude.
No, bring the same topic to both of us and I don't know, different coaching styles, different
backgrounds, different, whatever.
It's like, it's super valuable to be able to have that as a resource.
So if you want to take us up on it, you can DM us on Facebook, Instagram, send us an email.
We both have websites too, but our emails, Piper's is phi tower at 45 degree coaching
dot com.
Mine is ranger at within range coaching dot com.
I prep people before calls for their first one.
I'm sure Piper does the same thing.
So it's like, Hey, if you don't even know how a coaching call works, we'll, we'll stumble
through it together and come out pretty strong and stand and steady on the other side.
So yeah.
I think when it comes to coaching, if, if you've never been coached, like you're in
the ring, you're doing it, you're living your life.
We desperately want to be in your corner with you.
Like you deserve someone in your corner championing for you.
And that's what we do.
Exactly.
So again, to wrap everything up, how enrolled are you in your own mission?
Do you know what your mission is?
Do you know what your vision is?
Do you know what your goal is?
Do you know how to get others involved in it?
How to really, I don't want to say the word cell, but really enroll, enroll them in it,
right?
Enroll them in the mission because at the end of the day, we're all just a bunch of
people walking around on a spinning planet and the best way to make things happen is
together.
So check out the book, take us up on the free coaching offer.
If you guys have any questions before, during, after the live stream, let us know.
I'm going to send this information off to our editor for the podcast and when it's
released it'll be up there as well.
But Piper, thanks for hanging out on a Wednesday.
Thank you, Ranger.
I've loved this.
I've loved every bit of it.
All right.
And thanks for everybody for staying tuned and hanging out with us for a little bit.
I'm sure we'll do more of these in the future, but other than that, have fun, stay safe and
remember to be yourself.
Bye guys.
Thanks for watching.
Bye.