You’re on Episode 30 of The Business Made Easy Podcast. Let’s do this Mia!
You’re on The Business Made Easy Podcast. Here’s your host, Jason Skinner.
Welcome to The Business Made Easy Podcast where we make business easy. I’m your host,
Jason Skinner, and I want to thank you for joining me for another week of the Business Made
Easy Podcast. We are up to episode number 30 and I cannot believe just how fast that has
gone. It really is… I started this back in September and time has just absolutely flying by and it’s
been a lot of fun bringing you this content and a podcast show each week. I really do love doing
it and I want to thank you so much for listening and tuning in as well, because the listener base
is growing enormously and way beyond my imagination and it really is nice to know that you
are appreciating the show and thanking you for listening and tuning in as well each week, it
really does mean a lot to me to be able to help you and help you on your business journey.
That’s what my whole purpose of this podcast is, to help you to just have a better business
outcome. So, thank you.
If you’re just tuning in, thank you for joining us wherever you are in the world. I hope your
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different things. So yeah, check that out if it’s of interest to you.
Today’s show, we are going to be helping one of our listeners who has written in and I’m really
excited for this. Heather from Augusta in Georgia (USA) recorded a message on our website
and she had a question about getting things done. I’m going to play that message for you in a
second, but thank you Heather for taking the time to ask that question and I’m going to give
you absolutely every bit of value I can today to help you answer that and help you move
forward with your problem.
And as a thank you for asking that question I’m going to be sending you out a Too Easy T-shirt.
A Business Made Easy Podcast, Too Easy T-shirt is going to be coming your way in the mail.
And that goes for anybody who has a question and wants it answered in business, if we play
that question on the show for you, we will send you a Too Easy T-shirt. Pretty groovy black t
shirt, actually I quite like… quite comfortable to wear, so yeah, not because their mine, but yeah,
I just like wearing them. So, Heather, that’s coming to you in the mail and look out for that. But
let’s, start by listening to your question, Heather.
Hey Jason, it’s Heather from Augusta, Georgia. I had a question for you in regards to being able
to identify the key, most important tasks in your business that you should be focusing on
mostly throughout your day. I know I’ve heard over and over again, people talk about, you
know, doing those key 20% things that make up for 80% of your business. And in theory that
sounds incredible and I want to do that. But being able to really hone in and identify what those
key things are, especially in relation to the marketing side and getting your brand out there and
your name out there. I’m working on building a personal brand in a podcast and all the different
directions and all the different things that are available for me to do and to pursue is just
unlimited. It’s insane and everybody’s saying you should be on everything and do everything,
but I know that I need to identify what’s most important and makes the most sense and in
long-term will have the best results. I’m just figuring out what that is, is very difficult. And so I
would just love your advice and input on that.
All right, there you go. That was Heather’s question. Thank you, Heather. And it’s an excellent
question. Thank you for asking it. It’s a massive and common place problem I think that all of us
as entrepreneurs and business owners face is getting, how do we get things done when there
seems to be more and more things happening and what do we prioritize when everything
seems a priority? And it just, look, you wonder where the days and weeks ago, I know myself
with the things that I’ve got going on and you just, you know, you start Monday and before you
know, it’s Monday again and you go, what did I actually achieve last week? So we’re going to
talk about that today and I’m hopefully going to answer that for you, Heather. I guess the, I’m
going to give you my approach to it.
There are a million different schools of thought out there in terms of, um, the best way to tackle
these things, but I guess I’m going to share with you the way I look at it and the resources that I
draw on and the strategy and approach that I use to coach my clients, uh, but not only coach my
clients, but also implement myself as I’m working through these issues with them, with myself
and them, but I guess the thing to note is that there’s just so much noise out there these days. If
you look at just how much content is being created and how many strategies and the marketing
space alone, if you just look at marketing, let alone anything else, but if you just look at the
marketing space, it’s one of the noisiest places around, I mean there’s strategies galore and
everyone’s saying you should have this funnel and it should do this funnel and you should be
doing this and it’s just not going to get any quieter unfortunately. It’s just getting louder.
Bots are now the flavor of the month and automation, bots and automation messaging,
Facebook messaging, that’s the latest thing everyone should be, I guess, you know,
implementing bots now. And so, you know, we run off after Bots and trying to implement those
in our business and we never ever, it’s just a constant feeling of overwhelm and spinning our
wheels and going, really what, you know, what’s all this about. And I think, that’s what your
question’s alluding to, Heather, is that, what do you do? What, how do you prioritize this stuff
and, you know, and work out what’s important.
Now, I’m going to give you a bit of background here. A bit of a history lesson and a story I guess.
I come from a nineties vintage of time management and fundamentally that’s what we’re
talking about when looking at Heather’s question, we’re looking at the way we use our time
and what things we do with our time. And there are a number of, and as I say, I come more from
a 90’s originally from a nineties version of time management where everything was very analog
and scheduled, I guess, you know, we scheduled into diaries and planners and strict time slots.
You know, if we wanted to do something, we would say OK, well I’m going to allocate Tuesday
from nine to 12 doing that task. And the problem with that, and it was good at the time, you
know, we always had this sense of organization and sense of everything was under control
because, you know, it was all slotted into our diary.
The problem with that philosophy was that we really didn’t allow, it doesn’t allow for things
that crop up, so, you know, if an emergency happens or anything like that and you’ve slotted
Tuesday from nine to 12 or whatever it is to do a certain task, if an emergency happened in that
time, there was no flexibility in your calendar whatsoever. And then if you didn’t do that task
because it was slotted into that time, then there was a feeling of, sort of under achievement at
the end of the day almost, because, well not almost, it was, because you look back at your diary
at the end of the day, you go, I didn’t get that done, didn’t get that done. They call it the second
generation of time management and it’s Stephen Covey, who we’re going to talk a fair bit about
in this episode, but Stephen Covey is a world-renowned author on this personal effectiveness
topic and he identified four key generations of time management and the first one was before
my time, but it was in the nineties, but it was all about identifying tasks and recognizing
demands on our time.
So we basically, we just work out, you know, OK, these are the things I’m going to get done, how
long is it going to take to get that done and then we’d slot them all around and then that sort of
lead in then to, so basically giving everything a time slot if you like. And then we moved into the
use of calendars and appointment books in the second generation, which was all about
scheduling and planning for the future. So that’s what I was just talking about there and that
was sort of the, the timeframe that I grew up in, and then we moved and developed further
into, sort of planning ahead and prioritizing activities around applying our personal values to
the process and a prioritization as well and making sure that it, I guess it’s whether the
work-life balance thing came in and, you know, is everything in balance and perspective in
terms of prioritizing tasks.
But now we’re focusing more on activities, so we’re looking more at effectiveness of time and
that’s what we’re going to talk about today. We’re looking in this fourth generation of time
management as effectiveness of time and how are we using our time? Are we using our time
effectively? And I’m going to take you through that today because I think working through that
phase and working through that model will give us a really good grounding and help you focus
and help you answer the, hopefully I’ll answer the question for you as well.
So let’s talk about the components of a business day. When we talking about a day in business,
a day in our entrepreneurial businesses or whatever it is that we’re doing, what are the
components of that day? And the way I look at it is that there are two components, two
practical components that make up a day for us and the first component are “Things” and I’ll
explain that in a moment and the other is “Time”. We’ve got Things and Time. They’re the two
things that we have in our day.
“Things” are things we want to do, things that we have to do, things that are urgent. There are
all types of things that we can choose to do in a day and, you know, what’s happening is we’re
getting more and more things coming into our day, and I’m sure everyone would agree with
that, that just seems to be this ever amount of things to do, things we want to do, things we
want to look at, They’re things. So they’re very flexible. It’s a dynamic situation and it’s
forever-changing and forever growing and things come and go and these things unfortunately
are all competing for our attention and if you look at and marketers out there, they know these,
they are putting things out there that grab your attention.
So, you know, the digital space has just provided this superhighway of things to float around
and land in our inbox. Things to land onto our phones, things to track us on location with now
location tracking on your phone, we’re walking around with a personal tracking device in our
pocket. I say that not to freak you out, but you know when you think about it, that’s what’s
going on. You know, when you walk up to it or you’re in a shopping area now and Google knows
what you’re looking for virtually before you even know you’re looking for it yourself. So all
these things are automatically coming to us and into our… competing for our attention. And,
you know, I look at the notification, it’s a very simple one, the notification button on your phone
like, where you’ve got Facebook.
There’s a thing, if you like. Social media is a thing and it’s got the little red dot there and it tells
you how many messages are waiting for your attention. If you look at your text message, how
many tweets, how many Instagram likes you had, you know, it’s all there and when you open up
your computer and your inbox is full with things, emails, you know, headlines that are catching
you. So, you know, I’m just telling you this to put it in perspective and I’m sure you will feel this
and you all know this, but yeah, it sets the scene as to this perspective and the variation that
occurs in that. And then we have this other thing which is called time. Now, time is something
that is rigid and by rigid I mean it’s finite. It’s a fixed amount.
We don’t get any more time than the 24 hours that each of us have in a day. We have 1,440
minutes, seven days a week. We all have them 365 days a year or 366 sometimes, but we all
have that same fixed amount of time. So on one hand, one element that I’m talking about there,
you’ve got your things or the things that are growing in number. But then we’ve got this fixed
finite amount of time, that’s the other element. So it’s no wonder that we’re feeling
overwhelmed in business, it’s no wonder we feel like we’re not getting anything done. And I
guess what we want to look at doing is: What things are we going to choose to do that are going
to be the most effective, that are going to move us forward in what it is that we want to do?
So that’s the next the thing we identify, OK, there’s these things, this fixed time. What things
am I going to do to advance or move me forward in my journey in business? And Heather, I
think that’s really where your question’s getting at is, is saying, OK, how do I decide what to do?
And, and you know, there’s all these things, what should I be doing with the time that I have?
And it’s very, very important, Heather, to I guess start with…it’s probably the most, this is
probably the best exercise that you could do, is just hit the stop button with everything. And I
would sit down and work out exactly your vision and your “why”, your absolute why you want
to go down the path, why it’s important that you are going down the journey that you are going
down, why you wanted to do the business that you want to do, why it’s important to ask
yourself why, why, why?
And you can use that question, it’s probably one of the best questions you can…. simplest, best
questions you could ask yourself before making any decision: Why? I should do this because,
why? I’m going to start doing this, why? And if you can answer that and it’s in alignment with
your business vision and what you’re trying to achieve then you’ve got a greater chance of
filtering out, if you like, all the noise and all the stuff that actually doesn’t matter when you…
and you got to be honest with yourself too, when you ask yourself that question. Simon Sinek, a
fantastic author, has a great book on this very topic, and it’s called “Start With Why”. He goes
into great depth, more depth than can get into in this episode, but I’ll put a link to that book in
the show notes.
If you are in business and haven’t read it, you should check it out. It is a fantastic read for
anybody in business and I thoroughly recommend it. But, if you haven’t got time to read it,
there’s a good youtube presentation he does as well. So check either of those out, but if you’re
a reader check out the book, it’s great. It’s well worth reading the book. So I guess if we now
understand this formula and the elements, we can, and this is where things like the 80/20
principle that you mentioned Heather, comes into it, the pareto principle, it’s called, when
we’re looking at effectiveness, you know, what are the 20% activities that are going to give us
80% results, you know, to help us achieve our goals?
But I want to go back, before we get into 80/20’s and all those sorts of things, we really want to
look at making sure you have got that vision of yours really honed down and you know exactly
where you want to go. As I said, you want to know where you want to go, what it’s going to look
like. Have a clear picture. You should be able to, if someone walks up to you and says, where are
you going with your business? What are you, you know, what’s your business going to look
like?, you want to be able to describe that as clear as a perfect picture. This is one of the
reasons I love having a CEO approach to a business, to any business, whether you’re a sole
trader or whatever, whatever size your business is.
I love the concept of having a CEO approach. And I spoke about this back in Episode 27 of the
podcast…you can go there to businessmadeeasypodcast.com/episode27… and I described the
CEO concept of running a business. But once you understand your “Why”, you can then work
very, very clearly, I guess, and your vision, you can then work very clearly on your strategy and
your “How”. So you know why, you know what, but the business strategy looks at how and the
things that you’re going to need do to reach this vision. And you know, so I actually spoke about
that in Episode 4 actually,”Business Plan on a Page” and I take you through a one page business
plan strategy to help you establish that “How” and then when we know the “How” we’re going
to know who our customer is that we serve and who the customer really is.
Again, I spoke about that in episode 29, sorry to bombard you with all the episodes, but I do a
lot of work in this space and I’m very, very passionate about it. And, yes, understanding who
your customer really is so you can speak in their language, you can help them as best you can.
Now we haven’t spoken about tools or any “things “yet. We’ve just been speaking about our
“Why” and what we do and adopting that CEO approach to doing it. But the way I then
approached the “things”, the many things that come into my day is if I’ve got all that clear, that I
just spoke about, the vision, the why, the customer, who the customer is, my strategy, etc, then
adopting a CEO approach, I can then work on my effectiveness of a week so I can actually say,
right, as the CEO of the business, I need x amount of hours a week to work on these strategies
and implement and move this business to where it needs to go to achieve my vision.
And this is whether you are a “Work at home on the Internet”type business or whether you’ve
got a physical bricks and mortar business, the same principles apply here in all your life. Like, to
me, this is the way I approach it, as I say, there are many schools of thought on it, different ways
people do it, but this is the way that works for me, and hopefully it will work for you as well, but
I just approach it that way and say, well, OK, so I’m going to dedicate Monday mornings
to…well, my day is Wednesday, so we will say I’m going to dedicate every Wednesday to
working on the big things that matter most in my business. And I’ll take you through a bit of an
exercise again, Stephen Covey did an exercise on this where he spoke about: he had two, two
big jars, both exactly the same size.
And then he had exactly the same number of large rocks. It was an exercise he did where, so for
a, we’ll call it Jar 1 , he had 20 large-sized rocks and a container of sand, and for Jar 2, he had
the same number of rocks and the same size tub of sand. And what he did in the first exercise is
he put the sand in, cause it was the easy stuff. If you think of sand as the easy stuff, he put the
sand in Jar 1 first. And what he found then, when he went to put the large rocks into Jar 1 they
wouldn’t all fit in. And then so basically the exercise’s saying, well, hang on, I’ve put the sand in
the container, I need a bigger container. And if you think of the container as time, you know, I
need more time.
I’ve done all the little things, but now I need more time to do the big things. You can guess what
happened with the second tub (Jar 2). He put the big rocks in first, so he had his, think of the jar,
Jar 2 as the 24 hours in his day, he put the big rocks in first, the most effective things, and then
he poured the sand over the big rocks and the sand, the small things, filled in around the big
rocks. I think that’s a great analogy for business and how we spend our day is that if we put the
big rocks, the big tasks, the important tasks, the effective tasks that are going to move as closer
to our “why”, move the needle, then we’re going to, we’re going to…all the small stuff will fall
into place around that.
So when we’re talking about small stuff, that’s where all the “things” come into play because as
I said before, we’ve got all these things being thrown at us day in, day out, and there’s all these
new shiny objects. I am absolutely, I’ll put my hand up here, hand on heart number one, guilty
of getting attracted or flying into the light of shiny new things and I have to stop myself at
times, many times. But yeah, I, you know, you have to, you have to say, OK, these are all”things”,
and what I adopted is a “Toolbox approach”. And I guess I’ll use another analogy and another
story. If you think of… think of it this way: a carpenter or a builder doesn’t open his/her toolbox
and go,”Oh, I’ve have a saw there,
I’m going to go and cut some wood and I’ll just keep cutting wood. He looks at it differently.
They look at, this is a project that needs building and I’ll cut the wood as I required to cut the
wood or I’ll go and get their tool that are require from my toolbox and use it at the appropriate
time. He knows what tools he’s got in his toolbox, but it doesn’t mean he’s using them just
because they’re there. And that’s how we’ve got to look as marketers and as business owners
and entrepreneurs. That’s how we’ve got to look at all these digital products and strategies out
there. Because there are so many and there’s so many strategies that all seem to be shooting
the lights out. But do you know what they are all tools at the end of the day and are all tools
that we can bring in to achieve specific tasks that we need achieving at a specific time and at a
strategically specific time.
So as the CEO of your business, you’ve only got so many hours in a day, you got to get the “big
rocks” done and then you bring in the tools that you need to achieve those big rocks as and
when required. Just because bots are coming and someone says, Oh, you should have
Facebook messages going, that’s the new buzzword, doesn’t mean you drop that strategy that
you’re working on this week and go and pick up a bot strategy somewhere and try to
implement that into your business because that’s the lightest thing. And I think that’s where a
lot of us fall down. I’m constantly reminded, and I hear people say this all the time when we’re
talking about strategy and implementing things in their business and they go “But I don’t have
time for that”. “Oh, there’s not enough time in the day for that”.
And my first question is, do you use social media? And they go, Yep. I said, well, there’s time to
do the important things that are required in your business because a lot of people don’t realize
this, but 10 minutes a day, so 10 minutes wasted a day is an additional 61 hours a year. Now, 61
hours a year, you can get a lot of stuff done. That’s only 10 minutes saved a day. So think how
much time is spent on facebook, social media, surfing the internet, trolling through an
necessary emails, all that stuff adds up. So if you can’t find 10 minutes a day of 60 hours, you
can get a lot of stuff done in 60 hours. So my point there is, think of all these things as tools to
keep in your toolbox.
There’s a couple of ways I organize these. So I’m a really big fan of Evernote, so what I’ve taken
to doing lately is to, if something comes in and I go, oh, that would be useful I skim it for, I give it
a couple of seconds just to skim what it is. If it’s relevant I say OK, well what’s that relate to?Is
it a social media tool? Is it social media research? Is it a tip? And I just categorize, I right click
and flick it to Evernote, it’s not important right now. I’m gonna go through how you prioritize
this very shortly. So that way when I want to find something, so when I am working on the big
rocks and OK, this is the project that we’re going to work on, it’s important Why? I’ve have
asked myself the why question because it’s important to our vision and it’s going to achieve
these, these other tangible outcomes that we’re looking for.
I will then go to a, to a relevant section and find the tool that I need to achieve that exercise,
that’s a CEO way of approaching it. So really, I guess my point there, Heather too, is think of all
these things as tools, store them in a toolbox of your choice. Another great way to do it, if you
don’t have Evernote or don’t use Evernote, is to use a Google Sheet. Just get a Google Sheet
and have a tab for each key area that you work on in your business. You might have a tab for
social media and just have a section for Linkedin, a section for Instagram, a section for
Facebook or whatever it is and save any links and documents, etc. in there. And you can always,
if you’ve always got a reserve there you can go and grab it at any point in time, even though it
seems to be a simple way to do it.
But you could certainly use a spreadsheet like Google Sheets if you wanted to. And yeah, it’s
really, really, you want that off your table. You don’t want to be burying yourself down in there.
Adopting the CEO approach that I’m talking about and the toolbox approach, so having all the
tools there and then setting that time each week to work on the strategy and the big rocks, the
“What is important to achieve” and scoping it out, the steps involved within each big rock there
are going to be smaller rocks and there’s gonna be some sand in there as well. So if you think of
each rock as a major project and there’s going to be smaller rocks in there that you should be
doing and then there’s going to be sand and, and not so important rocks within in this, and
that’s again, when you come into this 80/20 scenario, but you know, what is going to have the
biggest impact and what should I be doing and setting that time aside to work on that and don’t
budge on it.
I think I’ve mentioned this before, but my Wednesdays, my “work on” days are non-negotiable.
I do not budge them for anything. They are very, very, very important. They’re not urgent, but
they are important parts of what I do because that’s the day that I work on the big projects.
That’s the day when I scope out the weeks ahead and the slots ahead as to what I need to be
working on and when, and how that’s going to happen. And in that process, on those
Wednesdays too, I look at what resources am I going to need and we’re going to talk about that
in a moment because when we’re looking at resources that can be a minefield time-zapper as
well. There was a good…actually while I think of it…Stephen Covey, again in his book, The Seven
Habits of Highly Effective People, if you haven’t read that I really, strongly recommend you
read that one as well, which is a fantastic book, I’ll put a link to it in the show notes.
But Steven Covey came up with this matrix and I don’t actually think it was his matrix originally,
I think it was Eisenhower’s model originally, which was anyway, I won’t get bogged down in the
technicalities. See that’s the accountant in me there, I’m getting carried away with all the
accounting, sort of a deep, theoretical stuff. So I’ll get off that, get back into what I was talking
about. But Stephen Covey in his book anyway, he has this thing, a matrix to prioritize the level
of importance. So in Box 1, so if you picture a box with four quadrants. So in quadrant one he
has, it’s a box that is “important but urgent matters”. So your important, urgent matters go into
that. In Box 2, they are important…that’s for “important matters, but they’re not urgent”. And
that’s like my Wednesdays I was talking about.
And then in Box 3 you’ve got”urgent, not important matters”. And then in Box 4, quadrant four,
you’ve got “not urgent, not important”, and you know, never will be. So the things that really,
and that’s the sand I was talking about in the, in the previous analogy, but, you know, that’s the
stuff that…it’s the small stuff. I call counting paper clips as another way. Um, you know, are we
counting paperclips here or are we actually doing the big ticket items? But, yes, so Stephen
Covey had these matrix and it’s a good matrix to look at when you, when you’re sitting down
with your CEO approach and planning and scoping out your week. OK, well I’ve got this list of
tasks here. You know, where does it fit in this matrix?
Is it Important/Urgent? Important/Urgent things are things that are going to have a
consequence. That if I don’t get this done and sorted, I’m going to have an issue down the track
or it might be a more immediate issue, you know, it might be a customer complaint it might be,
you know, a problem that’s going to fester. So you need to really address that as a matter of
priority. Important/Not Urgent. Now they’re the ones I like the best. They are the ones that are
going to move the needle. They’re important because they’re going to help us achieve our
goals. They’re going to help us move the needle, help us grow our business and help us achieve
success. But they’re not urgent because they can easily be put off till tomorrow and the next
day and the next day.
And they’re the things that we… that’s why we’re left with overwhelm and whatnot because we
know they’re important, but they weren’t good enough for us to grab our attention.
Urgent/Not important, they are things that, that’s other people’s noise really. Yes. That’s when
someone emails you and says, Oh, I need this urgently, but it’s not important to you and it’s not
important to your greater cause or what you’ve got going on. Then you’ve got Not Urgent/Not
Important. And that’s checking social media. It’s just not urgent and it’s not important. It’s
checking those notifications on your phone. They’re not urgent, not important. So a great
matrix to use as tool to, again, I’ll put a link to the book in the show notes, check it out.
But it really is a fantastic tool. And, you know, maybe a matrix similar to that for you might
work in terms of attaching it to all the things that you’ve got going on in your business right
now and helping get perspective around that. And just a brief story on this. I’m like, you know,
I’m telling you this, I suffer from it myself and this is, as I say, this is stuff that I’ve had to learn to
implement in my business. So I’m not telling you stuff that is not, a real deal out there. So, yes, I
suffer from it as well. So I really relate to your question and what you’re talking about, but I
mean, a classic example is I love tinkering with Photoshop and WordPress and, you know,
making things look good on the screen and I get a real buzz out of learning new technology and
mucking around with Photoshop and seeing what I can achieve and learning new things with it.
But do you know, is it urgent? Is it important? No. and should I be doing it, is it the best use of
my time? No. And as I said, if you go back to the thing I was talking about with 10 minutes a day,
man I can lose an hour a day on Photoshop if I really start mucking around with it, or longer and
I was on WordPress on the weekend, mucking around with something and found another
problem which lead me down another path. Before I knew it I’ve lost two or three hours of time
and back to the time equation before, we don’t get any more time. Like that 4 hours I can’t get
back. I can make more money, but I can’t get more time.
I can’t get that four hours back. Had I have delegated the task to my web person and said, this is
the problem, can you have a look at it, I could have moved on with something greater and you
know, we get in the trap there of “yeah but I enjoy doing it”. I’ll tell you what, it’s not a good
enough reason unless you’re going to set aside that specific times during the week where you
know that I’m consciously doing this as a hobby or interest. It’s got nothing to do with my
business, I’m really just doing it out of a passion for the hobby or interests that I’ve got. But, it’s
the difference between consciously doing it and subconsciously or not consciously doing it. You
know, you’ve really got to identify that and again, CEO approach to your business.
The CEO is the conductor of the business. They’re not the one playing all the instruments. They
are the one conducting the orchestra so that they’re bringing all the instruments together to
make the music. And that’s the way I look at it and that’s the way I think that you really could
approach this in your business too Heather is to look at what it is that you’re doing. So just to
recap, there is a lot there we’ve covered, and I hope I have answered your question, but firstly
Heather, you want to get very, very clear about what it is your business is about and why it is
important and if that is important enough for you and clear enough for you then you’ll set
about the strategy and identifying the key markets and the key customers that you serve and
what your “Why”is going to help and deliver to people meeting it.
You’re then going to, once you’ve done that, again with the CEO…adopt that CEO role and map
out the most important strategies first, what’s going to give the most significant results with
the least amount of effort. So that’s a move the needle the most, you know, so we’re looking at
the 80/20 principle there and then work out, get all the clutter out of your inbox and what-not,
and get some sort of repository to put all those tools in some sort of toolbox, to keep all those
resources and all that information, because that information is going to keep flooding in. I was
just looking the other day at an image called the Martech 5000 and it’s all the marketing
technology that’s from 2017 that’s out there in there’s 5,000 pieces of marketing technology
and software and tools out there.
Now, the staggering thing for this was that, so that’s 2017, there’s 5,000. In 2015, so only two
years prior there are only 2000 tools and it’s just growing at an astronomical rate. So if we
don’t get these filters that I’m talking about today in place, you know, we’re just going to be so
overwhelmed, our eyes will be popping and we will be feeling so overwhelmed. So, the
Martech, 5,000, check that out. I’ll put a link in the show to that too so that it’s worth checking
out and it’s no wonder we’re feeling overwhelm in our business. So adopting the CEO approach
you’re going to set your strategy, you’re then going to bring the tools that you need as and
when you need them, you’re not going to get caught up with the latest shiny thing because the
person spruking the lightest shiny thing, that’s a business, their business is spruking the latest
shiny things on Facebook, on Instagram, on Messenger.
They do a great job, don’t get me wrong, but you kind of have to just listen to them as and when
required rather than, be lead by them. You’re the leader, you’re the CEO. You determine what
comes in and out of your day. And when, and how, so, yeah, just keep that in mind and I hope
that helps. So adopting those tools, bringing those tools in as and when required to achieve the
strategies that you have set and achieve the goals and expectations that you’ve set for the
future as well. So Heather, I hope that answers your question. There was a lot in that and I
hope… I’m happy to help you further if you got any further questions and I’ll haven’t answered
them fully for you, please drop me a line at [email protected]
And that goes for any of you out there as well, that have any questions, feel free to drop me a
line if you’ve got further questions around what I’ve been speaking about today. It is a big area.
It’s a totally understandable question and so common, and I see it everyday in business when
I’m helping my clients to implement the strategies and grow their businesses. It’s just such a
common question. So, thank you for asking it, Heather. I really appreciate you and I appreciate
you taking the time to do that and appreciate all of you too for listening and thank you very
much. I hope it was of help for you. I’m going to put all the links in the show notes for you to
help you out, and also too just keep in mind that if you do have a question in business yourself,
or a further question on anything we’ve talked about today, by all means, go over to the website
to businessmadeeasypodcast.com and you can push the red record button there as hey, the
deed and you can ask your question. I will get that in an audio file and I’ll be sure to answer
that for you with as much clarity and value that I can to help you grow. So. There we go! Until
next week. This has been great. I’ve been loving talking with you and I hope you have a hugely
successful week in business. I’m going to hand you over to Mia now and I’ll talk to you next
week. Here’s to your success. Take us home Mia!