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Deeper Weekend 2014

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Choose your favorite writer

  • Greg Kyte
    Greg Kyte
  • Jason Blumer
    Jason Blumer
  • Jon Lokhorst
    Jon Lokhorst
  • Melinda Guillemette
    Melinda Guillemette
  • Toni Cameron

Transcript:

Jason Blumer here, and I wanted to quickly talk about the benefits of writing. As we head into 2021, I just want to point out all the benefits I gained from writing. So I have a whole day set aside for writing and content creation. We do a lot of writing and webinar creation with our partners, our sponsor partners. We do a lot of writing and video creation for our firm.

And having to be forced into a place to produce content, what it really does for me, personally, is it really helps me think through a lot of the things I’m learning and growing in. And I’ve been doing it for years. And it’s something I never realized, but when I want to write something or create something like, if you’ve come to any of my webinars, I take time to research those thoughts in my head. And I have a notebook where I journal my ideas about new webinars and content I want to create.

There’s a process I go through. Things start coming up in my head. Then I get my notebook out and I journal these ideas down. And then I form them into a webinar. Well, what this does for me is it really solidifies my thinking and understanding about the things I’m writing about or creating webinars about. So if you read anything I’ve written, or if you see any webinars I’ve done, there was a process behind that, a pretty intensive process for me to understand those things. I had to learn them myself first.

And so when you produce content for yourself, you are going to grow and learn so much more than when you’re not outputting a lot of your thoughts and ideas. So as people, we’re not meant to be only consumers. So if we consume information, that’s good. We’re meant to output that information too. And it makes us better people. And it makes us smarter people because we learn more about the things we’re thinking about when we output them in an organized way. It forces us to organize them. And by doing that, we understand it better.

So the value of writing is just huge. And I wanted to say that out loud, how we do that and the value it’s been to me personally. I hope you can commit to some writing and creating videos in 2021. It’s going to make you a better professional. It’s going to make you smarter too, because already you have those smarts in your head. Just organizing those will allow you to speak about those in more concrete terms and really deliver education in a different way than most professionals can. Hope that helps. Happy 2021.

Transcript:

Pricing is simple. I’m going to explain what I mean. A lot of firm owners focus on pricing as something they’re always trying to learn, but pricing is a simple concept, yet it’s a hard competency, and there’s a difference between concept and competency. So a concept, conceptualizing something, is very simple. Pricing is simply giving somebody a price for the thing you agree to do for them before you start that work. That’s really all it is. It is a simple concept. And a concept is something you seek to understand. So it’s a simple concept to understand, yet it’s a hard competency. So what is a competency? It is something you learn over time. You get better at, that you’re not good at the first time you do it, and it continues to grow on you and you continue to learn how to play it out into your firm and things like that. So just keep that in mind.

I’m doing a lot of work and teaching on pricing right now. I just wanted to point that out, that people struggle with pricing so much. And I think one of the things that they need to stop struggling with is the concept of pricing. Walk into it and really start giving people a price for your services. Give them a price. Let it be wrong. You don’t have to do it well at first. The competency will come and the competency is more difficult. It is harder. That is the practice and the outworking of pricing over and over. So just keep in mind the conceptualizing idea of understanding something, pricing, can be simple, while the competency, the working out, the doing, the practicing, the getting better at, that can be more difficult. And that is true with pricing. It is a competency you do need to practice to get better out.

If you need help with any of that, we have programs, Incubator. We teach. We coach different things and different firms around pricing. Just reach out, [email protected], and we’ll be glad to help you. Thanks so much for watching. We’ll see you.

Transcript:

Your perception of reality is different than actual reality. And that’s what we do as humans. And you can think about something you went through in the past, a great experience or hard experience. And as you describe it now, and it happened in the past, some of the facts are going to change a little bit. When we get into a world like that, where we can’t see through and understand our reality and the perceptions, that’s when we have counselors and therapists and coaches. They help us cut through and look at reality because reality is when you’re going to make changes in your life when you actually know the truth. But as humans, our perception is always different. And we can often see this in how we do time sheets. That’s one example, it’s one really minute specific example.

If you do a time sheet for a week, you can look back on your week and you don’t remember. So you put down some reality into a time sheet software, and it’s probably not an accurate reflection of the reality. So your perception of it in that moment is not really real. So think about the future. So when you get to look into the future, knowing that the perception of reality is not always the reality, you get to be creative and first of all, try to scope out what you want that future to be. And you get to create the reality in advance, so to speak so that you don’t have to worry about your perceptions being wrong. You can roll into a reality you’ve already created. That’s really what owning your future is all about. But if you look backwards, you’re always seeing that they’re never matching up.

And that’s true. So when you pass through time, the past is always going to be different than you thought it was. But it’s really important to get to the reality of what your life is about. So the future, owning that future and designing and creating that future first, that reality that you can walk into is really going to give you a better perception of reality. And these are things that are just really important for entrepreneurs to understand that the perceptions of what you think happened in the past or how you think your week went, or how you think you worked this week. Did you work efficiently? Well, you probably didn’t work as efficiently as you thought you did, just because your perception of what happened in the past is really not a reflection of reality and it needs to be.

So one thing we do with our team and with people we consult with other firms is to help them kind of bring those realities and perceptions closer together, because the reality is where the transformation is going to take place. And if you need help or you’re wondering, or you’re confused, you’re living in chaos, you don’t understand what’s going on or how to make your way forward. It’s because you’re bumping in probably to some perceptions of reality not being accurate. So just want to say, if you need help with that, let us know. We’re here to coach you through that at [email protected] Thanks for watching. We’ll see you

Transcript:

Okay, we’ve done all the heavy lifting in the first three videos in Strategic Planning Season. And as we’ve been mentioning, November, December is strategic planning season, this is the season. The holiday season? No. This is the season where entrepreneurs plan their future. And go back to video one, to find out what planning and what strategic means. Why did we put those words, strategic planning together, they’re real important.

So, what have we been doing up to this point? We’ve really been just dumping all the things out, prioritizing, listing core initiatives. Really just getting more and more granular as to what we’re going to accomplish next year. Now boots on the ground happens in phase four. This is when now we take our core initiatives, go see what that means in video three, we get our core initiatives and we put them into what we call eight to 10 calendar containers. And calendar containers, a lot of our the people who follow us and we teach entrepreneurs, there’s a process we go through called strategic calendar work blocking.

This methodology about owning your future and how to operate and create some sense of strategy, moving forward in your business has to do with owning the future of your calendar. And so now we define all the initiatives and the things we want to do in eight to 10 calendar containers. Now these calendar containers are going to be, these are the eight to 10 hats that my partner and I are going to decide to wear in our business, right? I mean, that is so strategic, right? To limit everything to eight to 10 types of work. Now, those calendar containers are pretty big. They’re big rhythms. So what you’re going to find, you’re going to find those on a calendar that recur week after week.

So you probably know if you watch a lot of my videos that I have a huge content blog. That’s one of my calendar containers. Well, my partner and I have a strategy and planning calendar container. That’s a required part of our strategic calendar work blocking. And then we make other calendar containers that relate to other things we’re going to do. Like there’s a big team care calendar container, because we spend a lot of time with our team, leading our leadership team. And so there’s a big block for that.

And what we do is we roll our eight to 10 calendar containers throughout our whole calendar. So we’ll go to January, the first week of January, we’ll lay out all of those calendar containers and they fill up the whole week, right? Eight to six, Monday through Friday, we filled the whole week up and then we just hit the recurring button. We recur it every week and it zips all the way through our calendar, all the way through 12/31. Now we have these big buckets that we go stick stuff in, right? We have this team care bucket that might have four hours on a Wednesday. And we’ll go put different meetings in there, meeting with a team member, a weekly team meeting, weekly leadership team meeting. So the container holds all the things we’re going to do. And of course I have a huge content calendar container. And so I’ll go fill it up. The content I’m working on, these videos are in a calendar container that I’m making.

So the calendar container now becomes our future. It is a depiction of our future as seen on a calendar. So now when us and our team roll into our future, we’re rolling into these containers and we’re operating in the way that we’ve already planned by going through a very methodical, strategic planning type phased system. So our calendar now depicts, this is what we should be doing to actually fulfill our strategy.

And so that’s video four of four videos on strategic planning. So I hope you will try to fall into strategic planning this year. Just give it a shot. I think last year it took my partner and I four days to complete all of our strategic planning. This year, it’s going to take us five to six days. So it’s expanding because we have a lot of things we want to do. And it’s taking a lot of time to call through them and say no to a lot of them. So it’s just taking a lot more time. And also as we grow, strategic planning will take more and more time.

So I hope these videos are helpful, so you guys know what we’re doing during this really important strategic planning season. So let us know if you like these videos and, you know what? Reach out to us. You can hit us. You can go to blumercpas.com or you can go to thriveal.com and you can find out more about how we help entrepreneurs do things like strategic planning and how we help them be successful. Thanks for watching. We’ll see you.

Transcript:

Part three, this is part three of four of how to do strategic planning. If you’ve been watching our videos, you know by now November and December, at the end of the year, are strategic planning season. All entrepreneurs should be doing strategic planning, if you’re an owner of a business, this is the time you do it. And so, we’ve been talking about what we did in part one and part two in the strategic planning process. Now in this phase three, what we’re getting to is listing core initiatives. So part one was we did a brain dump, part two was we prioritized that brain dump, which was strategic. That was the strategic choices of what to do and what not to do. Here we are in part three, we’re like, “Oh, we can look at all of our paper and go, Oh, I see what we’re going to do. I see our core initiatives.”

Then what we do is we start listing out, this is a big thing I’m seeing in the strategy of all we want to do. This is a big thing, we start listing these huge, big bucketed subject areas. And we’re really starting to understand what are the huge initiatives that are going to really eat up our time, our capacity? What do we want our team to do more of? We’re really seeing through listing out on just one other piece of paper, our core initiatives. We’re like, “These are our biggies for the year.” If we move these big boulders and rocks forward, these are going to be the things that move our companies forward. So, this listing, the core initiatives, just starts to really make it aware to you how big your year is going to be coming up.

And even in this third phase, this is another strategy phase where you may drop off things and go, “I’m looking at all of these core initiatives now.” After looking at 30 pieces of paper, sticky pad paper, I’m looking now at one piece of paper with our core initiatives, you may further cut those core initiatives and go, “We still can’t do all this. Those are bigger than we thought when we were looking at all the paper.” Now that we’re looking at one piece of paper in this third video of four on strategic planning, we’re seeing we’re going to have to cut more out. So that’s when we start cutting again, or we further, deeply commit to those. So come back and find out what we do in phase four of strategic planning to wrap it up.

Transcript:

Here we are in part two of four videos on strategic planning season. November and December are strategic planning seasons for entrepreneurs. So you should be planning, you should be doing strategic planning. Go see video one about what the heck strategic planning even means.
So here we are in part two. In part one, I shared that we did a brain dump of our ideas, my partner and I. Here we are in part two, and in part two, this is the strategic part. What we do is we go through the whole brain dump, all the sticky note papers all over our conference room walls, and we assign priorities of when we want to get these things done, by a month and a year, of course.

Now, sometimes the year for us pushed out into 2022. Now, here’s the cool thing about strategic planning. When you have a brain dump of all the papers you’re working with and you start prioritizing things, right, you’re thinking you’re going to be prioritizing 2021. Well, as you do it, and as you have conversations, either with yourself, your coach or your partner, you find out, you’re like, “Wait, we can’t do this. We can’t do all this.” And what you do is you start eliminating, and on the fly. Now you’re into a huge part of the strategy of strategic planning. You can do this for your business, for your family. You can do it, really, for anything where you’re trying to be more efficient and more successful.

So as my partner and I were talking, we started labeling some of these things 2022. We were pushing them out two years, which was really cool, right? What it’s doing is it’s really helping us focus, and so now we’re saying, “No”, or we’re saying, “Later”, to a lot of things. Then, as we’re assigning months and year, like January 2021, July 2021, we’re starting to prioritize our strategy. Now it’s starting to come alive.

And again, we’re still working on this big list of sticky note paper all over our conference room. But in this second part video is when the strategy really gets serious. You should hear the conversations we’re having. They’re really strategic, sometimes we don’t agree, sometimes we’re fighting for a certain position of something we think is more of a priority. But since we care about each other, we come to a consensus as to what we think is the thing we can accomplish. I’m going to be more objective to the things she wants to do, she’s going to be more objective to the things I want to do, and we’re going to hear each other, and the best strategy comes out of that.

So keep watching for the other videos on how to do strategic planning.