thedailydominationjournal_3_468x60

download-on-itunesstitcher_button

 

 

 


Discovering the Next Steps in Your Business

Once your business is up and running, it’s common to constantly feel like you have a million things you COULD be doing.

But how do you know what’s the most important thing to be working on? How do you know what goals to work on achieving?

Enjoy!

And if you haven’t already, visit healthfit.biz/slack to join the HFB Business Community

PODCAST TRANSCRIPT

 

Ryan: I’m Dr. Ryan Debell. Welcome back to the Health Fit Biz podcast. This episode 42 and in this episode we get into how do you know what the next steps are for your business? how do you know what you should be doing and what you should be focusing on and by knowing what you wanna turn your business or company or whatever you wanna call it in to it helps you figure out what are the steps I need to take now to make that happen. And if you aren’t doing this it makes it really hard to know “What should I be doing? What should I not be doing? What do I focus on?” So that’s what we got for this episode. Let’s listen in.

Ryan: Welcome.

Anthony: Welcome.

Ryan: Back.

Anthony: No. Welcome, welcome, welcome. It’s like John Oliver. See his show?

Ryan: Is that why you do that?

Anthony: Yes. You never seen that show?

Ryan: To the Health Fit Biz…

Anthony: Ness Podcast. I’m your co-host…

Ryan: Dr. Ryan Debell. This is episode…  

Anthony: I’m Anthony Gustin. Welcome, welcome, welcome…

Ryan: You are, yeah. This is episode something plus one and it’s been great to have all you guys in the Slack channel.

Anthony: Yes. Welcome. Thanks if you have benefited. If you have not you have to…  

Ryan: healthfit…

Anthony: healthfitbiz

Ryan: .biz/slack. S-L-A-C-K, and join the conversation.

Anthony: You can also head to the movementfix.com/slack. So now you have to set that up.

Ryan: Gosh! Dang it! I’ll set up or redirect. Now don’t only forget if you are going to go there. This episode, we’re talking about how do I know what steps to take in my business? How do I know what to do next? How so I know what to make or how to? you know, how I should be thinking. This is based off a conversation you and I had I think a couple of weeks ago. ‘Cause, yes, Anthony and I…

Anthony: Yeah.

Ryan: We have deep conversations frequently and… What was the gist of the convo?

Anthony: Using long term thinking to come up with short term actions.

Ryan: So an example of that would be?

Anthony: So first of all, this comes as like a, so one of my friends and I were in Japan and we had a lot of business conversations  and we’re thinking about the importance of a lot of businesses  and why they fail is they think too short term that you reactionary and then be crippled by some new company coming out on a new theme or not having this to be a a bit of long term. And so, one of that things that we both admire in other businesses is their long term thinking and action planning. However, you can think long term only so long it won’t get you so far. You need to I think… I mean, we talk about essentially writing down a list of all the things that you would want the company to be. If we couldn’t sell it, if we couldn’t change it, and if we had to run it for the next 20, 30, 40 years. And then think about short term, the things that we can accomplish or do that are actionable that would help step forward to those things. Because if you’re not thinking about what you’d wanna be doing that for an advance and kind of feeling it back, I mean you can always feel it and change course along the way but and I think that you’ll be misguided and you’ll be fall into temptations of doing more like tactics and silly growth things for business in a short term but that won’t lead to any kind of long term community or building your growth or stability. And so, I think it’s a different way to think that I had really been thinking about much in the past is more so like “Oh this course goal is this.  This year’s goal is this” which I think is very short term instead of “I want to start  thinking about my little monthly roundups, what in 20 years would I want this company to look like, and what would I do in the next quarter or year to get that goal if that’s what I wanted.”

Ryan: Very different from the mindset of “How do I make the amount of money that I need to make this quarter or this year?” How do you know what to do next in a business if you don’t know what you’re trying to make it?

Anthony: Exactly. I think the clarity of goals is one of these things that you don’t have that, the actual structure of what you’re doing on a day to day basis is super difficult. Today I was going to the gym with my boy, Axe Cunningham. Hey, Cunny!

Ryan: Ah yeah. Oh of course. Doesn’t he beat you at ping pong once in awhile or there is a record…

Anthony: No. We have of proof of the struct chief of ping pong domination and I’m about it at 3:1 ratio of wins to loses on him.

Ryan: I tried to give him tips on how to get…

Anthony: Yeah. Didn’t worked. Didn’t worked. Anyway, he was saying like “Oh I wanna start doing more macro stuff and change my diet.” We got back from Paleo Fx, I was on trip “I want to do Paleo, Keto, or mix or whatever or eat lentils.” I said “What’s your goal?” He said “Well, I think to lean up” And I said “Okay. By when?” “Ahh, I dunno.” And I said “How much?” “Ahh, I dunno.” And so counting macros, when you don’t have a clear angle of like “Oh I want to have lost 8 pounds body fat in 10 weeks.” You do that and you can step back, back, back until today “I’m gonna do these.” In course correct along the way your goals always change but helps the clarity of now way more if you didn’t have that concrete goal. I mean this is a lot with our smart goal, right? We have the Daily Domination…

Ryan: Yes.

Anthony: Specific, measurable, actionable, realistic in time…

Ryan: As well as the purpose and the vision play along with that as well.

Anthony: Right. So it’s essentially taking an act into a very very long term vision. And so, for an instance, we I was thinking about this with the Equip, formerly known as the PureWOD, I, you know, my vision is to have that change, like a publicly traded company that changes the way we think about access to nutrition. And so how can I do that short term? Well, I need to start moving more and quicker into doing food products. And so we need a lot more product development on less more powders more hard to make food products but also super functional and nutritional which just don’t exist currently in my opinion. And so, thinking about it in a long term aspect like that as well as you don’t want to go public I don’t need to get into way more retailers. I need to have products exposure. And so, getting food products would be a easy way to do that and having supplements in powders. And so, changing the strategy short term because I was thinking about it in a long term fashion.

Ryan: Yeah. So, it’s almost a little bit different to than a just a goal in that… It’s really how you envision the company or the business.

Anthony: Yeah. Long term thinking.

Ryan: You know a long term, if you are the let’s say an exercise you could do would be journal out or spend some time just like in deep thought of “What do I picture this to being in 10, 20 years?” And that will change what you do as obviously you experienced. Well, I mean we have to make these things, we have to do this, we have to do that versus…  

Anthony: I think…

Ryan: Versus if this was just “How do I get more, you know, meet my sales goals?” “Well, we gotta figure how to sell more of this one particular thing.” And so, what you end up doing is quite different.

Anthony: Yeah. And one thing too you can do is create a little Venn diagram of let’s say, you do have plans, well like you know you don’t wanna be doing whatever job you’re doing or whatever to the company you’re doing, in three years you wanna sell it or grow or do, you know, do something different whatever it may be. I would say, choose all the long term things like I said if you had to be in this business you’d be, that’s the only thing you could do in the next 50 years and then overlap that with what would be compatible with say selling a company in three years or making whatever amount of money like if you have a short term goal use the long term thinking and put it in these buckets and see what overlaps in both of your short term goal and your long term goal. I think that will give you a lot of gratification in the short term as well as make you think about long term strategy.

Ryan: One of the hardest things especially in the newer business is there’s so much you could be doing at all times that the things you do can be very random and not connected so without having that guidance you just feel like you’re doing so much but not making the progress that you want and part of that may be you don’t even know what you’re trying to progress toward. And if you don’t know that then you’re going to be working really hard and your success will be limited by the fact that it’s not all done with the goal or the vision in mind and you have to be very focus on that. Though, you know, this is something that “I struggle with this especially earlier on” and you know still working through is knowing what I want things to look like and then taking the steps to make that happen. So one of the things that you and I talked about for example is with the Movement Fix, the vision is that there would be other people teaching workshops and being part of that educational process for the business. And that changes my mindset of rather than how do I get, you know, more people sign up to my events or how do I get more events going, it’s taking a step back, and how do I build a system around that so that I can grow the whole company and then include other people as part of that.  

Anthony: Right. So if the long term goal is to grow a team and help more people then the question has to be asked “Why is that not happening in a short term?” and so then short term systems to allow long term growth is kind of a way to think about this.

Ryan: Yup. Because if you have a long term goal and you’re not doing anything in the short term toward that, because if you’re working and doing things in the short term that are going to affect the long term the result isn’t going to be immediate. And I think that’s why it’s challenging because we wanna do things that will have an immediate impact that we can see really soon. But to do things now that help to get you where you wanna be in 10, 20 years that’s hard because that is delayed. You know the delayed gratification of that. But in the short term you have to be doing things that won’t yield an immediate result.

Anthony: I mean, I can. For instance let’s say you are onboarding people on that to free up your time, you could create more products or do more marketing then I think that you, where I talk about this Venn diagram of being able to both have a long term thinking as well as support short term goals. And so let’s say your goal is to do a hundred workshops, right now that will be impossible, right? And so you’ll be able to knock out more workshops by adding more people to team and growing the system of the Movement Fix courses.

Ryan: Right.

Anthony: And so I think that, you know, it doesn’t have to be this “pie in sky” type of idea that “Oh, I wanna make a billion dollars doing XY and Z.” It’s like think, no, think about what you would want or what this company would look like if you had it running for 50 years. What is compatible with short term thinking and then just do those things.

Ryan: Yeah, yeah.

Anthony: So COW- Challenge of the Week.

Ryan: Yes, yes.

Anthony: For me, I’d say take out your Daily Domination journal, flip to the back where the blank sheets are.

Ryan: What if I don’t have one?

Anthony: You can pick one up. Go into… What is that you’re offering?

Ryan: healthfit.biz/journal

Anthony: Right. Or you can do the old fashioned way and…

Ryan: Yeah. What if I don’t want your journal, Anthony?

Anthony: Then, you can write on a piece of paper or you can write on the wall. I don’t care. And make two list, long term goals/strategies/ideas if you had to do whatever you’re doing now for 50 years plus short term goals. See what overlaps and what type of long term goals would push short term goals forward and then just start doing that.

Ryan: That is the COW. Number one, COW number two.

Anthony: What, you gonna go double?

Ryan: healthfit.biz/slack if you didn’t already join the slack channel you’re missing out. We’re having a great time over there.

Anthony: If you don’t know what we’re talking about listen to the one episode before this one.

Ryan: Yeah. This episode minus one. Whatever that number turns out to be. Alright, get after it.

Anthony: Get after it.

Ryan: Thank you guys for tuning in to this episode of the Health Fit Business podcast. If you found it helpful, please share with someone that you think it would also help and leave us a five-star rating on iTunes. Make sure also to go to healthfit.biz and sign up for the email notifications to which you can find right on the homepage so that you get all the updated podcasts and blog posts sent directly to you. Until then, we will see you next time.

End.