Hi, I'm Zee. And I'm Rowan. Welcome back to the
Business Abundance podcast. Today, we're going
to be talking about how to make a business that
runs itself. Rowan, can you tell us why that's
actually an important topic to talk about? Yeah,
it's pretty important because your business is
a big part of your life and probably, you know,
have to do with your financial security. So if
you have a business that does not run itself
and you're not there, then what happens? Not
much. Or nothing good. Maybe something good,
you know. You don't know. That's the problem.
So a business that runs itself, it's an asset
that's generating your income. It's helping you
rather than hindering you. Yeah. There are so
many times when there's been someone who they
feel like they cannot leave their business because
it's just going to turn to chaos like Armageddon
is going to happen if they are not there or they're
just, it's going to fall through. That's so true.
Yeah, it's terrifying for them and just, I guess,
an easy fix. Yeah, it's not necessarily easy.
Like if it was easy, no one would have that problem.
But, you know, there's lots of different causes
why that might happen. But a few small things,
different mindset, definitely over time, bit
of work can definitely help. We're going to unpack
it. Unpack. Welcome to the Business Abundance
podcast, providing the tools and knowledge to
help small business owners succeed. For additional
resources, visit www .businessabundance .online.
So we all know McDonald's. Maybe we like cheeseburgers,
maybe we don't like cheeseburgers. He doesn't
like cheeseburgers, but I love cheeseburgers.
I used to have a dog that really loved cheeseburgers.
But anyway, McDonald's is a really good example
of a business that runs itself. So some people
think, oh, that's a huge business, that's a massive
franchise, but they're all owned by someone.
The big corporation is definitely not owned by
a small person, but each, the one in Devonport,
the one in Wollongong, if there's one in Wollongong,
will be owned by a person. Why do we talk about
McDonald's running itself? If you go to McDonald's
here, it's gonna be the same as McDonald's there.
If you go to McDonald's overseas, largely, it's
gonna be the same thing. You can expect the same
service. You can expect a lot of the same products.
The quality of the food, where the food came
from, pretty similar. Sources, similar. Training,
similar. There's a whole instruction manual.
McDonald's is a really good example of a business
that runs itself. Do you ever see the business
owner of McDonald's at a McDonald's? I don't
think I've ever seen one. I don't even know who
it is. Yeah, well, that's the thing. The people
in your local town, who owes McDonald's? Does
anyone know? Ronald McDonald. Ronald McDonald.
It's not Ronald McDonald. It's probably some
guy called Philip Smith. So yeah, McDonald's
is a great example of business that runs itself.
How does that apply to a small business? Oh,
it's just a good example of what you should aspire
to. So what's the difference between a business
that runs itself and a business that doesn't
run itself? Let's use an example of one that
doesn't run itself. So think of a landscaper.
You can go do it, buy a trailer, get some tools,
get a few jobs. Once you get a few jobs, you'll
probably get a few referrals. And then probably
within two months, you're going to have stacks
of work because they're all pretty busy most
of the year, right? What happens when the landscaper
goes on holiday? No income. No income, spot on.
That was a pretty easy guess there. Yeah, look,
I'm smart. She's actually smart. So the landscape,
when they go on holiday, it's not just no works
happening, but no one's talking to the clients.
So is that a business that runs itself? No, because
that person has to be there, has to answer the
phone, has to do the quote, has to do the work,
has to send the bill, has to do the bookkeeping.
That's just a single person doing that, right?
But to have that job, that's not a business.
So how do you turn that into McDonald's? You
probably need 100 ,000 employees, right? No,
that's not necessarily the case. It's going,
well, what's my business model? My business model
is I get clients from posting ads here, here,
here. Okay, cool. Can we turn that into a system
or can we pay someone to do that for us? Good.
What's the next thing? We need to take the phone
calls. Okay. Am I taking the phone calls? That's
my job. Yep. No worries. That's part of what
I do. No, I don't want to take the phone calls.
Okay. Well, I need someone who answers the phone.
What's the process? So on and so on through the
whole business. So then you can go from just
having one person that does everything to having
a bunch of people that can do the business. And
then if you're not there as a business owner,
you can say, well, fill in for me, do this part.
or do this part because someone's doing the quotes,
someone's winning the work, someone's doing the
work. You can easily turn any business into something
that works for you rather than you working in
it. Yeah, there's so many trades people. And
for us, we're about to go into the Christmas
period and all those trades people who own their
own business and they're one of the four employees,
like if they're not there and they run the business,
they're missing out on income for a whole month.
and they just want a break. Understandably, they
just want a break, but in doing that, they're
sacrificing such a big income. So it's a good
segue into my first question for you is why does
someone want a business that runs itself? Oh
yeah, good question. So some people don't want
a business that runs itself. So I'll just answer
a different question first and we'll come back
to that. But a lot of people do want a job. They
just want to work. So that's fine. If that's
what you're going for, you just want to work
in your own job and you run your job, no worries.
But don't kid yourself and call it a business.
It's not a business if you were doing all the
work. So why should people want to grow the business
and make it so it works without them? Well, number
one, It's financial security. So we've got families
or we've got bills to pay or whatever that is.
If something happens to you, touch wood, nothing
ever happens to people. But things happen. You
might get sick. Someone in your family might
get sick. You might have an accident. Who knows?
If you are 100 % your business, you're not going
to get any income, which is pretty risky. The
second thing is that if you have a business that
runs itself, you can grow that business. you
can make more money out of that business. Instead
of making $100 ,000 a year just doing it yourself,
you can make $400 ,000 a year with a few other
people, which sounds great. And there's problems
and you've got to learn how to manage people
and you've got to learn business to do that.
But that's what we're talking about today. So
money is a big thing, but stress is another one.
If you have a job and you always have to do everything,
you're on the call for your clients all the time.
So if no one answers the phone, Client doesn't
talk to anyone. Client doesn't talk to anyone.
Client gets angry. They take it out and who have
answered the phone next, which is probably going
to be you. And that's no fun. Or before Christmas,
we're recording this just before Christmas here
in Australia. And everyone's trying to make deadlines.
So a lot of our clients are just flat out busy
at the moment. They're like, hey, don't talk
to us because we're just busy. And so that's
fine. No worries. Good luck. If you're doing
everything yourself, it's pretty stressful. If
you've got a larger business, you've got more
people to help, it sort of spreads the load,
spreads the stress. You can sort of know that
things can happen. And if they don't work, you
can look at, well, how can we make it so it works
in the future? And that's what making a business
run for you is really about. How can we fix this
for the future? So I know we touched on people
who don't want their business. They actually
enjoy running their business. They like being
involved in it. They enjoy doing all of those
things. I mean, it almost there's like that micro
management they don't want to get or pull themselves
away from the business in the fear that it's
just going to crumble. How do you navigate that?
Yeah. So it's probably where that comes from.
There's there's lots of different reasons. There
might be people like being the center of attention.
We all know a few people like that, right? I
think you were talking to me about a three -year
-old or four -year -old that loves being the
center of attention. She's beautiful. She'll
grow up and be that person. Maybe, maybe not.
Be quiet, Ron. Some people just like being involved
in everything. They like the importance. They
like the fact that everyone's going to them.
They like the fact that all the clients are ringing
them. It's that social status, really, or the
sense of importance. You see it in workplaces.
from non -self -employed people, just employees
and businesses, they are protecting their job.
It's also that I want to be important, but it's
also I'm doing all of this so no one can replace
me. I'm not going to show anyone or train anyone
because then I can't be fired and I'm super important
and then you have to pay me more, which is a
terrible place to be. Really, don't do that.
So what was your question again? What would you
say to the people who want to be deeply involved
and don't actually. So yeah, so if you're one
of those people that want to be involved in everything,
maybe it's not the ego, it's more, like you said,
people that are afraid that if I don't do this,
it's going to go wrong, which is a big factor.
And that's probably the majority of people. And
to be fair, if they don't do it, it probably
does go wrong. That's their fault though. If
that's you, that's your fault, which sounds pretty
harsh, but it's true. you're the business owner,
you control what happened in the business, you
let it get to where it is. You are the one responsible
for changing it. That's no one else's job. So
how do you get there? I'm not saying it's your
fault, you're never going to fix it, but it's
probably worthwhile just understanding why that
is. A lot of people go into business because
they're good at what they do. So if you're a
tiler, you're great at tiling and you think,
geez, instead of getting 30 bucks an hour, I
can get two grand a job and do one job every
two days and then I'm making Fair bit of money.
Yeah. Rather than a thousand bucks a week, you
know, I'm getting a few thousand a week. That's
great. That sounds great, doesn't it? But being
a good tyler doesn't mean you're good at business
and vice versa. I'm probably pretty good at business,
but I wouldn't do tiling. You know, I'm going
to muck it up. Crushed you with a stick. Yeah.
It's going to take me two weeks and probably
better off doing something else and paying someone
than I'm not going to break anything. So people
go into business because they're good at what
they do. They get a few clients, it gets bigger.
They get a few employees. They don't know how
to manage people because that's not part of an
apprenticeship. They don't know how to manage
finances because it's not part of an apprenticeship.
You don't learn that at school. You don't learn
that from your parents. You just don't learn
these things. So you've got people, you've got
laws, you've got compliance, you've got all this
stuff to learn. And people that have started
a business have done really well because they
will have an understanding of all those things.
the parts that get out of control because they
lack the skills or the knowledge to change it
and make it work how they want. And that's when
people have to or feel like they have to just
get so involved in the business, can't pull out
of it because if they don't, it's just going
to turn into chaos. Yeah, exactly. So we can't
let this person do it because they're not going
to do a good job and then we're not going to
have any work and we need work because I need
money. Yeah, that's pretty serious stuff. You
can't just leave it to them and hope for the
best, can you? Gotta employ good people. So Rowant
Howe, would you create a business that runs itself?
Can you unpack those points for us? Business
is fundamentally pretty simple. It's about making
a model. People dealt with me before, they'll
know I talk about making models. If you're putting
a flat pack table together. There's some plans,
there's some instructions and varying levels
of how good those instructions are, right? But
generally there's a few pictures that say there's
this stage, this stage, this stage, figure it
out. Or going right through to here's what each
piece is called, each piece is labelled, here's
step by step what you do. And it comes out looking
pretty good, pretty easily. The flip side of
that is having no plan. and trying to figure
it out, which is probably every single movie
when someone's doing flat pack, putting something
together, the couple's having a good fight about
who's right, who's wrong. But business is no
different. You need to start, watch your model
look like. Does that make sense? It does. What's
next? What's next? So you've got your model and
you say, okay, well, how do we do a model? Probably
needs to tell you how to make the model. Yeah.
So I talked before about... where does your business
start and where does your business finish? Your
business starts with a client. How do you get
a client? We talk to people, okay? Are there
any other ways you get clients? We write that
down. This is how we get clients and you can
break that down. This is writing systems and
procedures, right? But you don't have to do a
full detail, but just like make a map. We get
clients from here and here. This is what we do.
What happens when we get a client? We do this.
We get their details, we get their address, we
put them in our system. boom, boom, boom, boom,
boom. How do we look after our clients? Well,
we have these three different services or we
sell them these products, whatever that is. We
do this, this, this, this. How do we do that?
You can put some dot points there. So it's just
depending on the level of detail you go into
as to whether you're having some simple instructions
for someone to follow or some that require a
bit of expertise to decipher. So if it's just
for you, just for your understanding, well, it
can be pretty basic. If you're trying to give
it to someone to learn, you need it to be more
detailed. So it's just a matter of going through
every single thing in your business and dot point.
Well, this is what happens. This is what happens.
Now, when you do that, a lot of people go wrong.
I can't do that because it's just complicated.
Yeah. There's so much stuff that they feel like
they have to unpack. Yeah. Um, but then the self
is the reason why your business is hard to run.
Most businesses, if you break it down, you're
really serious. 80 % of the value, 80 % of the
work, 80 % of the profit, 80 % of the things
is from 20 % of what you do. So when you go through
that, a lot of the things you do, you can probably
see once you write them down or show it to someone,
why do you do that? Do you need to do that? And
you go, oh, I just did it once. I just do it
because once I had this problem. Did you have
a problem any other time? No, just this once.
Okay, so is it likely to happen again? No, you
probably don't need to do that. And the flip
side of that would be, I've got that in there
because half the time when we do that, we'll
have this problem or a client will ask us this.
So we always tell them in advance. That's a great
thing to do in your business. But you know, if
you're offering 20 different services, but people
only really need three of them, you can probably
simplify your business there and make it easy
for yourself. Yeah. I'll tell you a little story.
I was talking to a business owner last week and
he had a business that did several different
things. One of them was making tennis courts.
Tennis courts were the most complicated part
of what that business did. It wasn't necessarily
the most profitable. It was a high dollar value
job, like they were big jobs to do, but they
were complicated. It required several different
contractors coming in. If you get one little
bit wrong, then there was a lot of work to fix
it, potentially a lot of materials that needed
replacing. And really the main dollar value of
the job was materials and the contractors. When
I was asking about his business and the different
services he did, he's like, Oh, well, I actually
like this part better. It's simpler. It's easier.
We make great money from it and no one else does
it or no one else does it to our level because
of this, this, this, this, this, and we've got
all the contacts. We've got all these things
set up and I won't get into detail what that
was. It's not relevant, but why don't you just
not do those tennis courts? Oh, you know, He
thought about it and he said to me like 10 minutes
later, I was really just talking to you. That
just makes a lot of sense. I'll just stop doing
that. I know a way less stress and really it
doesn't make too much impact. And I could probably
do more of this, this other stuff that I can't
get to now. And everything's just so much easier.
So sometimes when you just write down, this is
what my business does. You notice those things
more. That was just a little conversation. He
knew straight away because he had that map in
his head, but you write it down, it gets a bit
more real. Yeah. So then you can understand every
part of your business and then take the next
steps, essentially. Yeah. So talking about next
steps, if you've sort of got that understanding
of your model of your business, and maybe you
haven't got it written down, maybe it's in your
head, because depending on the level you're at,
you might have it in your head. That's fine.
But it just means you can't share it or show
it, or if you're having a bad head day, you can't
figure it out. But if you have a problem in your
business... Gee, this is frustrating. My employees
always muck this one thing up. You can go back
to your model and look at like at what point
can we fix this proactively. So if a client's
always having the same issue, they're always
calling you saying, oh, where are these people?
Oh, maybe go to your model and say, well, how
can we let these people know where we are in
advance? Can we do it automatically? Yeah, we
can. Okay, cool. Let's just do that. And then
you never have that problem ever again. Yeah,
so I guess it's automating Every part of that
model is that essentially what we need to do
to make a business run itself If you can automate
everything that would be great in like use robots,
but as in automate Have someone else do it on
your behalf Yeah, it depends on the size of your
business if you're if you're there by yourself
and you're growing you're not gonna be able to
afford ten people to do everything right, but
it's been aware of you're wearing different hats,
you're doing different jobs, and they are different
jobs. So as you grow, as you get busier, this
is using a lot of my time now, I can pay someone
to do these tasks, here they are, this is what
they are, and I can offload those. Automating
what you can, of course, and systematizing things
is very important. But just being aware of your
model and aware of what's going on makes it much
easier to make changes rather than just reacting
all the time. Yeah. Using that example, the clients
were going, oh, I've got this problem. I don't
know where people are. If you're always reacting,
you're always getting that phone call, you stop
answering it. That's what most people do. Having
the model working on your business is about fixing
why did that problem occur, fixing it in the
future so you never have that problem again.
It's not a quick fix by the sounds of it. It
depends on the business. So if you've got a business
where there's just you, it's a quick fix because
you know, you just got to add to your list. When
you're on your way, send them a message or you're
half an hour late, you send them a message an
hour beforehand, so they know. Easy fix. If you've
got 30 employees, it's still the same fix, but
there's the culture, there's the people aspect
that might take a little bit longer to get going.
You've got to get people on board, and depending
on your business, if you've got a great culture,
it'll literally, hey guys, we're doing this,
and they'll probably go, that sounds fantastic.
Let's do it. If you've got a terrible culture
where no one wants to get on board, that's going
to be hard work, right? you've got other problems
you need to fix too though. Yep. Yep. So if in
terms of being able to step away from business,
take that holiday, you're going to have to tell
or introduce that model to the rest of your employees,
I assume. Yeah. Well, if it's brand new, yeah,
but they'll need to get up to speed with what
they're doing. It is better to look at it sort
of like a machine. So In a factory, you have
machines that are custom -made to build a car.
There's a whole production line. There's the
panels getting made. There's panels getting picked
up and put on. And then people are doing various
things at various points. They're just doing
that one job. It's very efficient. It's been
fine -tuned with all the different processes.
The cars end up. The engine goes in. The engine's
been assembled on a different line. Then it meets
up with the car. And then the whole thing goes
and gets painted. And the engine goes in. then
it gets tested like there's all these different
aspects so that's one machine fundamentally and
people control that machine somewhat but really
it's just a machine yeah so the the concept is
with your business you're trying to build that
machine with people with automation with bits
and pieces so then you have the confidence going
okay well if i just push this button and then
pushing this button might mean i get this client
the client's going to my machine and I know exactly
what's going to happen at all points most of
the time and it's going to be good. That's a
business that you can go, oh, I'll go on holiday
for three weeks because you know it's going to
work, right? It's getting the business to that
point. There's a lot of things involved on that
stage, but fundamentally it's been aware of what
you do and looking at each process and who can
do it, how's it done? What? are the impacts on
the employees because you're talking about the
machine. If you will. The machine. The machine.
Poor people, poor employees. Everyone has their
own specific task. I mean, if you map that out
and the model looks really good and you decide
that all of your processes work really well,
all you need to do is take a break. There's not
really much of an impact on your employees. But
if you are in a position, listening to this and
going, my business is not. at that point at all
if I leave it's going to crumble. What change
or developing that model and implementing it
is that going to have on the employees? Yeah
okay so we'll come back to the employees but
I think if you're at the level where it's pretty
scary to deal with I talked to someone a couple
of weeks ago. He'd been in business for two weeks
and he's got five employees and then he's going
to go work away on something completely different
for two weeks. Do you think he set that business
up to work without him? I would hope so. Yeah,
you'd hope so, but he's pretty confident. He's
going away to work for two weeks. So people think
it's not possible, but it is. And a lot of people
say, If I make it so I don't need to be there
Well, my employees would just do it themselves
or they'll slack off while I do this or the clients
won't be looked after but that's not true because
Every small business is there's a huge business
with thousands employees doing a heaps better
job with people with less experience charging
more with happier clients and Employees aren't
going out on their own. They're happy doing it
there. So What happens to the employees when
you've got a systematized business and well?
the systems don't necessarily correlate with
staff happiness because how you treat people
probably has a factor there and what's the relationship
with clients and what people like, but there's
a lot of factors, but I can tell you if you've
got a business that there are no systems and
there's a lot of random problems, like chaos
and everything goes through the owner and the
owner's busy and no one can get an answer from
the owner, it's frustrating for the staff. 100
% of the time. The staff aren't happy. Maybe
they're trying hard. Maybe they have to work
harder to deal with it. They've got to put in
those extra effort. It is harder for the staff
then. If they can rock up to work and they know
they do their part well, the next person is going
to do their part well. Everything's going to
go well. Are they going to be happy to work?
You would think so. Yeah, I would be. Yeah. If
they don't have to rely on the owner to answer
the phone just to be able to do their job, that's...
That's a no -brainer. They're going to be happier.
So it's a better environment for the employees.
So what does that mean? Happy employees, less
training, less recruitment, more productivity.
Yeah. Maybe less productivity depends what you're
going for, but happier clients, which means a
better business. Yeah. That makes sense. So it
sounds really exciting when you think that you
can boost employee morale. make happier clients,
get a bit of business. That's what you're into
yet? Yeah. Well, like have a good business that
runs itself, you assume. Like for me personally,
if I had a business like that, it's going to,
I see dollar signs and I'm like excited by it.
Love the money. Yeah. Well, yeah. Well, it's
what motivates you. It's the freedom. It's the
ability to do what you want when you want. The
free time. The fact that business owners can
take holidays and know that they can still pay
the bills when they come back in January. Oh,
and also the fact they can go Like they probably
like doing what the business does. So the fact
that they can go in and just do the job that
they like doing rather than dealing with all
the other stuff. It's not just about holidays.
Yeah. Yeah. So can any business do this? Can
they, can any business make a business that runs
itself? Yeah, I think any business can do anything.
Can any person do this? Some people just are
better at other things. An interesting example
we talked about before really briefly, that guy
who started a business and two weeks later he
went away and he had five employees, right? I
don't know if he's gonna be successful or not,
but something that was really promising, he was
talking to us because he was wanting some advice
about one part of his business he didn't understand.
So I think that's a much greater indicator of
success of that person, that he's willing to
go, oh, I don't actually know about this, I'll
just... I'm going to pay someone to learn it
because that's what I need to know. That's the
next step in my business. I need to sort this
out, move forward, continue on. So can anyone
do it? Definitely. Doesn't take a rocket scientist.
It's just being aware of what you do know and
what you don't know, which is a bit unrelated.
But if you do golf and you're good at golf, because
how much have you practiced? Way too much. Were
you always really good at golf? I like to think
so, but no, probably not. So whoever knows, whoever
coaches the Z first. It wasn't how good you coach
me. I was just naturally amazing. She couldn't
hold a club. At 10 years old, I thought I was
a pro. Oh dear, cute. So it's just been aware
of that, okay, it's okay to ask for help. I've
got people problems. Well, what business, who
do I know that's really good with people that
doesn't have those problems? Go ask them. Don't
ask someone with a big business that makes lots
of money because they might have the same problems
you've got. They're just bigger. If you look
somewhere where everyone's always really happy,
maybe go ask them. Well, you know, that's what
we're here for. That's what we help people with.
So just being aware of that's a problem that
I don't know how to solve and being able to ask
for help. And if you're able to do that, yes,
anyone can sort these problems out. So any business
can make a business run itself. Definitely. If
you don't, if you have a business that requires
you to operate it and there's nothing you can
do about it, you don't have a business, your
job. Yeah. What issues might someone come across
when they're trying to do this? So what roadblocks
might come up in the way if they decide today
that they want to create a business that runs
itself, what issues will come up? There's lots
of different issues, but the biggest one is just
if something doesn't work. don't give up. And
just going back to the sport of golf, right?
So you have one bad shot. Do you give up? I try
not to. No. No, the answer is no. You don't give
up. You might go, oh gee, I need to practice
that more. Or that was the 100 times that I don't
hit that well. If you play a musical instrument,
you rehearse, you rehearse, you rehearse. You
do that little part of the song. You know, the
song goes. The tune goes for three minutes and
there's one part that goes for two seconds. You
can't now. You just do that same two seconds
again and again and again. So what the biggest
problem people have, they go, oh, I tried to
systematize this. I tried to train people. I
tried to offload it, but people muck it up. And
when you quiz them, people mocked it up three
times. People mocked it up five times. People
mocked up 20 times. Okay. They've mucked it up
20 times. It's the exact same problem every time.
Maybe change the way they're doing it. Yeah.
Cause I don't think you're doing exactly the
same thing and being successful. You're probably
doing something different. If they've mucked
it up three times and you've given up, that's
ridiculous. I don't need to tell you anything
there. Give the poor person a break. But the
point is, if you try to systematize something
or you've tried to do something, you try to launch
a service or anything in your business and it
doesn't work, we'll try it a different way. Yeah.
It's not hard. It doesn't work. Try it a different
way. Can't figure it out? Ask someone. That's
what advisors are for. Do you know anything about
this? Yes. What's worked before? Try this, this,
this, this. I reckon this one's the first one
to try. Maybe that first one doesn't work. Maybe
the second one does. Maybe a combination of the
two works. Who knows? But it's just trying to
problem solve it till it works. And then bang,
that's your system. That's your procedure. That's
the training. And most of the time, you back
it to work. And voila, you get your holiday,
your money, your whatever you want out of it.
So problems, other problems people have, you
know, aren't really common, but they're there
and they're not really related. So a person leaves.
Well, if your business is reliant on one person
and it's not you, well, it's still the same thing.
It's pretty risky. So what's that role? What's
the training? Who comes in? How can someone come
in? Can you hire a temp employee with some skills
and they can follow this, this, this and do the
job? If you have every role needs 100 % training,
100 % skill, 100 % expertise, 100 % perfection
every day, you probably haven't got any margin
for error. So think of like engines and cars,
they're designed to run at a certain thing for
a certain amount of time, but that's not 100
% capacity all the time. You don't just rev it
out when you're driving around town, it blows
up. So if you expect everyone in your business
to work at 120 % all the time, just for your
business to break even, you probably need to
wind it back a bit and look at your model. How
can we make it so 70 % if we're running a 70
% Cassie, we've got a good business, we're getting
great results. If someone is not there, we can
pull someone in, we can use someone from a different
department, just have a bit of a buffer. Yeah.
There's a lot in that, but essentially, if you
could put it into one sentence, how to make a
business run itself, what would you say? Businesses
like Lego. Much better to buy it in the box with
the plans and the pieces in place. That's so
true. That's a good way to look at it. So we're
going to wrap it up there. If you want to find
out some more, ask some questions, visit our
website at www .businessabundance .online. You
can book an appointment to catch up with our
team or visit the knowledge section for a bit
more information. If you want us to deep dive
into anything further, just shoot us a message
and we'd be more than happy to do that. Next
episode, we're going to be talking about burnout
and how to avoid burnout as a business owner.
We're just talking about engines and then we're
talking about burnouts. Look at that. Look at
the theme happening. But essentially, it's such
an important topic. Like we said before, we're
going through the Christmas period and there's
going to be so many people that are so tired
and worn out from the year, especially with COVID
happening and all of the changes people have
to make with their business. So finding out just
a few simple tasks that they can do to avoid
that might. and save their business, for example.
Well, if we can just make your life a little
bit easier, give you a few things, you know,
take one, leave one. It's a pretty big topic
because we all work pretty hard and feeling better
makes a big difference. So it's a pretty big
topic. We can all relate to it. Yeah, exactly.
So we'll leave it there. Don't forget to subscribe
and visit our website and we'll see you next
episode. See ya. Bye.