The “Hollywood Secret” to Scale Your Business to 7-Figures+ | Dan Kuschell with Frank Bria [Podcast 249]

 

Have you felt in some ways that you’re sitting on a gold mine in your business… or that you’re the best keep secret in your industry, and you KNOW deep down that you have something special to offer your clients?

Or maybe you feel stuck in the day to day of your business and don’t know how to jump to the next level?

If so, then you need to listen to the insights, wisdom, and strategies in this episode.

Frank Bria takes you on a raw, revealing interview with Dan Kuschell.

You’ll discover how Dan got started learning direct mail in the 80’s and being a raw beginner in the TV and radio industry, to building up and business from scratch that he then sold to a $100 million dollar per year company.  And then fast forward to today – where he is an advisor for high level CEO’s, influencers, and thought leaders.

Dan helps high growth focused business owners go from where they are to the next level – so you can bet he’s got a few things to share about how to get unstuck and get your own business to where you want it to be.

Now named one of the Top 25 Influencers, his own podcast is recommended by Forbes magazine – and today Dan is being interviewed by Frank Bria, host of “6 To 7 Figures.”

On this key episode Dan will reveal:

• The irresistible offer he made years before it was known as an “Irresistible Offer”
• Client selection – what it is and why it’s the most important shift you can make right now
• If you’re the visionary and creator of your business and love shiny new objects – how to embrace it and use it to your best advantage – without letting it trap you into too much work
• Why you need to separate Marketing and Sales if you want to double your business
• Why having one or two sales reps in your business can hurt you (and the one move you can make to get exponential results)
• The number one thing you should be focused on right now if you want to grow beyond 7-figures
• The importance of knowing your numbers

…And that’s just focusing on building UP your business! The next step is getting OUT of your business (at least the day-to-day) so you can free yourself up to pursue more and bigger ideas, all while still benefiting profiting from what you’ve built up.

With that in mind, he’s also going to reveal:

• How to be in charge and control, but also have a team that supports you with excellence
• Why you need to hire people who are smarter than you
• How to create the right framework in your business to best serve you as visionary
• The “magic checklist” that can keep things on track so that you can look away from the details starting today
• What secret you can learn from film and movie teams to improve your business now
• Why you need to move from being an actor in your business to the director – or even two levels higher – if you want to break free from the day to day
• The secret that lets you escape the trap of having to sell clients (this is true freedom)
• How to move from being stuck and overwhelmed to having absolute clarity starting today

…And more!

Join us and listen in now for your breakthroughs and needle movers.

And if something in this interview sparked your interest and you want to go deeper with the insights, strategies, and wisdom and applying them in your business… or you’re looking for help to grow and scale to 7 or 8 figures, then schedule a call today by going to http://www.BreakthroughStrategyCall.com

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Listen to the podcast here:

The “Hollywood Secret” to Scale Your Business to 7-Figures+ | Dan Kuschell with Frank Bria [Podcast 249]

We are absolutely thrilled that Dan Kuschell is joining us. He helps entrepreneurs get unstuck by implementing unique systems that achieve accelerated growth. He’s got 25 years of experience, starting more than eleven companies. He coached over 5,000 entrepreneurs from a variety of different industries around the world. He is rated as a top 25 influencer by Influencive and his podcast is even recommended by Forbes Magazine, and the podcast is GrowthToFreedom.com. That’s quite an impressive list for your podcast to be on Forbes. Welcome, Dan. Thanks for taking the time.

It’s an honor to be here. We have Jeremy Weiss and John Corcoran in part to thank for this reconnection. We stumbled across each other and they were like, “You guys got to get together and mastermind together.” We’re in an online program together, so it’s great.

Dan lives in Phoenix and I live in Phoenix. Phoenix is a big city though, just to be fair for those of you who don’t know. It’s not only big from a population perspective, but I used to live over on the opposite side. Dan and I used to be 100 miles apart, little distance. It’s not quite so bad now.

It’s becoming more like California. I live 42 miles away from Phoenix where I’m out in the West Valley here. What’s fascinating is it’ll take me almost 90 minutes to get to Phoenix.

If it rains, it’ll double the time. Dan, talk a little bit about the experience. It seems like in our industry there’s a relative fewer number of us that can put the twenty-plus years of experience on the table. Talk to us a little bit about your background. Where did that come from? What have you spent your time doing?

I got fascinated by the industry all the way back in the late 1980s. My sister got me a role or position while I was in college working with a direct mail company, direct response. We were doing direct mail, TV, radio. I got to cut my teeth early. I got so fascinated by mostly the psychology of it. How people would get something, see a commercial or hear a commercial, respond and buy stuff. I took a deep dive. I was in my late teens at the time and when I graduated in 1992, I started my first company and we served health club owners solve the problem of getting clients. We had an irresistible offer. I didn’t know it was called that back then, but it was an irresistible offer. We’d go to these health club owners and if you are the owner I’d go, “Frank, if we could guarantee you a way that we could help you bring a couple hundred members to your business and club in the next few months. It won’t cost you anything upfront. Our company will take the risk and then after we generate a profit together, we’ll split those profits. Would you be open to that?”

It was a great door opener. That led to conversations and then we do more client selection. That’s another lesson, client selection being important. I was in my twenties. There were times people asked me regularly, “What’s the biggest mistake you make?” I’m going to go, “Client selection.” That started back then. It still holds true for most of us now. I started that and since that time, fast forward, I’ve had eleven companies. What does that mean? I’ve crashed and burned a few. I had three of the eleven that I had to bury in the backyard. I’ve got that t-shirt that’s pretty soiled and experience from it. I’ve had a handful of successes, a few seven-figure and eight-figure companies. I was very fortunate and blessed to build. You know how a lot of coaches or consultants have this dream of building an empire in coaching or publishing or whatever? I did too. I had a business that we grew from scratch. It started in my den.

I had one person who was volunteering with me. We grew it from there and do a little office. We had four people in it and then it grew to 20 people, 40 people, then it grew to 175, almost 200 people and a couple offices. It grew to $25 million a year. I was blessed and I was able to set up some systems, get myself out of a guru place in the coaching business and sell it. It was acquired by a company doing over $100 million a year. I believe they did close to $1 billion dollars in revenue on the East Coast. I was able to take some time to reflect. Since that time, I’ve been able to be a dad, which is my number one thing now, and a husband, one A and one B, the business stuff. Now I get to serve clients to help them get unstuck, to help them get more clients, grow their profits and have a lot of fun working with some amazing leaders out there.

The classic differentiator between a CEO leader and a naive entrepreneur is hiring smarter people. – Frank Bria Click To Tweet

That’s a great background. I am mildly chuckling at some of the lines because anyone of us who have done some any company building have definitely crashed a few of those. I have my share of horror stories of crashes. It’s a great lesson to be learned. It’s interesting as you are talking, this is one of the things I feel passionate about. I’d love to hear your experience on this. I’m going to offend some people and say real business experience like you’re describing have been through this concept of exit. Exit can mean different things to different people. You described a fascinating exit where you’ve got systems and processes, and can remove yourself.

A lot of people think of exits as IPOs or buyouts or whatever. It doesn’t have to be that way. As you’re talking about this dream that a lot of people have in setting up their company, they don’t think about business models and systems for what comes next it seems. People like you and me who have been there and done that, bringing this newer concept of do you have a business model that’s going to be sustainable past this place of where you want to go. I’m curious if you run into that with your clients where in some senses, they haven’t even thought through what they’re going to have to put in place in order to make it to that next stage.

I imagine you see this. There are different levels because the mindset, the skills, the capabilities that get us from zero to a few hundred thousand to $1 million is different than going from $1 million to $3 million, different from $3 million to $10 million, $10 million to $20 million. Twenty million dollars and above is another set of systems. The people that got you from each of those places are usually not the people that are going to get you there either, which is another set of learning lessons. What I’ve found is that sometimes moving out of the one-on-one model, which your show is 6 to 7-figures. In many ways, it shows, teaches and guides people how to move from this one-on-one model to a one-to-many model to free yourself up. That’s one of the most powerful things. However, I realize that for most people in our business, it’s a fantasy. They never take the time to put the systems or processes in place. Whether you’re small, getting started or huge, one of the lessons I learned, and this is like a mind model around every successful business, I don’t know how big or how small, has a few key compartments in it. When you can compartmentalize, you can start taking the hat off in that role or that place and get someone else assigned to it.

The best thing I ever did, one of the fastest ways for a company to grow. You had a buddy of ours, Mitch Russo and Gene Hammett on the show. He works with CEOs and Inc. 500 companies. It’s the capabilities but regardless of the size of your business right now, if you’re new, if you’re in six-figure, seven-figure, even eight-figure plus, you’ve got a few compartments. Chances are you are the visionary. You’re the creator, you’re the innovator, you’re disruptive. You probably love shiny new objects. I won’t speak for Frank but I know I am, that’s why I had eleven companies. Embrace that in yourself. You don’t have to go become an analytical freak. You can bring someone in that can help support you in giving you what you want as it relates to that stuff. It’s the visionary, it’s the creator, the innovator.

 

You want to have either a team or in the beginning, it’s essentially someone who can help you implement. My favorite role is a project coordinator for most visionary types. Project coordinator will save your life. It’ll save your business if you get a good one. You’ll struggle and be feeling like you’re having to work 100 hours a week if you don’t. I’ve been on both sides of that. I feel like I understand that DNA. The number one thing, I don’t know if you’ve found this to be true at all levels. Even the eight-figure people who have figured some of this stuff out, the hardest thing is letting go, especially in consulting, coaching, training, intellectual property, publishing and such. The second layer is what we’ll call the implementer, then you’ve got the department. I like to separate marketing and sales. Those are two separate department, marketing and sales.

Now more than ever, you’ve got to have some people in charge of implementing and being in charge of your marketing. You got to have some people in charge of sales. One of the fastest ways beyond that project coordinator I found for myself, my clients and others, doubling the business is getting some people in a role where you’ve got a flow of leads through marketing, going to a group, assign 1 to 3 people if you’re small. I’ve found that a sweet spot is have at least three salespeople because salespeople have a certain DNA. We can talk about that. I don’t want to get too far in the weeds on this, but it’s a fascinating thing when you learn it, why one salesperson will kill your business and why two is okay, but three is a huge multiplier.

That’s sales and marketing, then you’ve got operations, having someone who can help with that operations. Lastly is the finance area, finance in your business. When you get clear on those roles, as you think about that framework in your business, take wherever you’re at right now. Let’s pretend you’re on your own right now. You’re going to wear a hat in each of those handful of categories. When you can take the hat off and get it to someone else in that area and let them be fully responsible for the outcome. You’re in control of it, but they’re in charge of it. That’s when the game can start to change. I learned this the hard way. I crashed a few companies before I got to the one that I ultimately built, but it’s the best thing I ever did. I got to a place where I did let go. It wasn’t easy. I didn’t kick it and scream.

I paid a lot of people that helped me through the process, coaching, mentoring different groups and experts that I associated with. I did it kicking and screaming, but I found people better than me. I found people better than me in finance. I found people better than me at sales. I love marketing. I have a real appreciation, respect and love for marketing. However, things change so fast. You can be in charge and in control but have a team that are a bad ass doing what they do to help you with the marketing pieces. That’s where the real leverage. At our peak, we were generating over a couple of thousands new clients a week through our educational products that then led into our coaching business. When we sold the company, we had generated over 200,000 clients. Our list size was over 1.5 million people through our model, through our focus. That didn’t happen because I was the one doing it. I can assure you that.

People underestimate the importance of having good independent functions and having them communicate. – Frank Bria Click To Tweet

It’s hard to keep that infrastructure going on your own. I think people who have never been there done that, they can’t see that there’s a lot of plates to keep spinning in the air. You said something though, that I want to touch on, which to me is like the classic differentiator between a CEO leader and a naive entrepreneur. I’m going to make those distinctions. You talked about hiring smarter people than you, getting them into those roles. I see entrepreneurs making this mistake all the time and this is related to the letting go thing. They would want to have people working for them that they can train up and make sure they do it their way.

I get into this discussion all the time with them. I say, “Why would you want to do that? Who says your way is the best way? Why wouldn’t you bring in the best and the brightest from outside and get some outside perspectives?” There is a little resistance to doing that, whether it’s ego or experience. I don’t know what your experience has been in this, but this does seem to be a designator, a distinctive feature from people who end up being the CEO leader versus those who are simply managing teams and projects.

A lot of people talk about mindset. One of the trademarks we had early on years ago was a millionaire’s mindset. I have a new distinction now. Having a great mindset is important, but it’s about mindshift and being able to shift to these other capabilities and layers. I am not a person who’s a typical traditional CEO. Truth be told us, I speak to the elephant in the room, I don’t see myself like your typical CEO because I don’t like admin stuff. I don’t like the management piece, but I love the visionary creating stuff and I love the innovative stuff and I love coaching people. There’s a way to create the right framework in your business to become the CEO that you love being as a coach, visionary, innovator and not have the weight of all this management stuff.

We have a checklist that I built for me years ago that I share. We can make it available here if you want. That takes people through a framework. For me, I use it even now. I’ve got it over here on my wall. I use it as a checklist to make sure I’m doing certain things with the team and getting certain numbers and all these things. Some of the admin things that I don’t love, I use the checklist to help keep me on track and make sure the things I need to do to run the businesses are correct. I found that clients who use this, love it, especially if they’re the creative DNA, the visionary, the leader type. That’s one part.

The other part as it relates to this is finding people better than you, what you brought up. I had a hard time with that in the beginning, but I’m thinking of a couple of sales reps that I had. We had about 120 sales reps at our peak out of the almost 200 team members. A couple of them jumped out like Greg. He was one of the most talented salespeople in the world. The mindshift, going back to that idea, take business out of the way. Let’s go to the movie business, which most people can relate. You can even do this with sports and another way. In the movie business, what role do you want to play? Do you want to play the role of an actor all the time and grind through being an actor?

What do they do? What’s the hierarchy in the movie business? You’ve got actors and actresses. You’ve got directors that manage the set. You’ve got producers and then you’ve got the movie group. You’ve got the group that is the major movie producers. Let’s look at James Cameron. He’s acted in a few movies. They’ve had success, but he was not a main character. He’s not even that good of an actor. What did he do? He found people that were better actors that were more likable in the marketplace and he didn’t just even become the director, he played a role of producer and the production studio.

What does James Cameron do as the production studio with his main studio? He has about ten movies every few years. If you added up over a few years going and he’ll get one that will be a huge home run like the Avatar movie that sets all kinds of records and then he’s got others that are okay and then he’s got some that bomb. Because he’s the production studio, running it, coordinating, he has directors, he’s got producers and he’s got actors, what if you made that shift as you’re reading? What if you shifted the role from actor in your business or even director in your business and even producer? You started looking at how can I become the movie studio? You can take that same framework in sports. I’m a huge sports nut.

My wife’s favorite team is the Dallas Cowboys. Jerry Jones owns the team but how often does he play on Sundays? He doesn’t. He’s too old. He does something that most owners shouldn’t do, which is be the general manager as well. He’s brought his son in now who’s bright and playing that role for him, at least as a sounding board that he trusts, that he’s gotten a good role. He got numerous coaching staff and he’s got his players. What if you looked at your business as you’re reading right now and started thinking from a bigger place? That’s that mindshift that we’re talking about. I know for me, when I finally got that, when it finally connected to me, I was like, “I can have a guy like Greg.”

Over analysis creates paralysis. How do you move from being unstuck is getting clarity. – Dan Kuschell Click To Tweet

Instead of me being pissed off and competing with Greg because he was better at sales than me and what we did. I could champion and be a cheerleader for Greg. That’s what he did, millions and millions of dollars in business. Paul is very similar. He was probably the most talented person I’ve ever met. He went and started in multiple businesses now. He’s young and incredibly built multimillion-dollar businesses from it, and others like that. It’s taking that hat off, making that mindshift and going from a mindset to a mindshift. It’s wearing that hat of going, “Let me become the movie production studio in our business.” I hope that that framework helped.

I think for the vast majority of people who are at that six-figure mark and are trying to scale up to seven are definitely still the players on the field, are definitely still the actors in the movie and are trying to figure out how to make that shift and to move it up. For me, I want to be the guy who was making a percent off all the Marvel memorabilia and the action figures. That’s great stuff. I want to pivot a little bit to how you’re working with clients. I know you’ve got experience across a number of different industries and different business sizes. Who are you typically working with from a client base now? What’s your sweet spot?

We find that clients that are in about a $2 million-plus range, where they want to get to that $10 million mark and they’re hungry. They get to a couple of million, which if done right can be a great business. I’ve got one client we worked with where he’s happy being a couple of million-dollar business. He works about 4 to 6 hours a week, believe it or not. He’s an amazing guy, amazing business, amazing model. Our sweet spots are those who love marketing or at least appreciate it. They’re hungry to put it in place. They want to go from that $2 million mark. They want to get to $10 million. They want to do it yesterday. They’re willing to invest not only in advertising but in team and growth and scaling.

They want to do it smart. That’s our sweet spot. What we do is we help reduce suffering for entrepreneurs and help create more freedom by helping them to implement. Many times, I will bring many of our systems, modify them slightly for the businesses and allow them to get more freedom because now it’s more of a team running the business instead of them running the business. They get to spend more time with their family. Four days a week, I’m very blessed. I get to go and be a coach for my son’s football team. He’s eleven. I didn’t realize it was going to be this much time for me. He plays quarterback. He’s excelling amazingly. I’m having a blast being able to do that.

 

I wouldn’t have been able to do that 15, 18 years ago because I was working 100 hours a week in my business. I was doing all the things that we’re talking about. I spent a lot of time coaching my son’s football team or at least helping. It’s all volunteer when your kids are this age. I’m volunteering and we’ve got some other coaches there. I work with these clients that are wanting to grow and scale and potentially even set up to exit at least to free themselves up with less stress. Where we excel most too is helping implement the sales and marketing match. A lot of people confuse marketing and sales.

They are separate. What I have found that I have a superpower is we have a team of people that help implement for the companies because we create a bridge between the marketing and sales. You probably seen this too. Most companies have clunky marketing and sales. When you start to grow, one of them usually works, but the other one doesn’t work well together. We help connect the dots to get them to play together and create that bridge so that when you can create the right bridge between your marketing and sales, you get optimum results, exponential growth and a lot of other things.

That’s a great area to be working at. My experience is that as you pointed out, smaller companies don’t have this distinction. Mentally they know they’re different things, but they don’t act like they’re different things. There’s this blending of stuff and it gets a little mish-moshy. Larger companies have the problem that you’ve cited. I’ve sat in plenty of conference rooms as a consultant listening to the sales and marketing team point fingers at each other as to whose fault it all is. I realize that they don’t have any other form of communication except for this weekly sales update meeting where they blame each other for why not working. That’s it. It’s an important thing. People underestimate the importance of having good independent functions and having them communicate, especially at the level of the companies you’re working with.

The other thing, even at this level, we’re blessed. One of our client situations, Joe Polish’s Genius Network. Joe was always successful and profitable in his business. We got a chance to team up. I was a client of Joe’s for a lot of years in his program, his coaching or his mastermind called Genius Network. $25,000 a year program. It’s a high-profile group. At the time, Joe was already successful, profitable, and he’s brilliant in marketing. He loves marketing, but like a lot of businesses, he wanted to free himself up. We were able to go in and help Joe triple the business in a short period of time. We’re helping him able to grow his profits by close to fifteen times by implementing these kinds of things and creating a system. People go, “What was the biggest thing that you did?” We brought him more predictable leads. He had 37 candidates a year before we got there, which still made it very profitable and prosperous and he has great retention and referrals.

If you're willing to invest and spend more than your competition in a smart way, you'll be able to outlast them and do more. – Dan Kuschell Click To Tweet

We turn on our method and we helped him generate over 100 lead candidates a month. He went and had a hockey stick growth because of that. We created a system where he didn’t have to be the one talking to people, enrolling people. We created a model and some scripting and so on. We created outlines for the team to use where they could do an interview instead of a sales pitch and shift the conversation from sales to interviews. They’re interviewing and enrolling a high number of people that were the right fit candidates and being willing to say no if they weren’t a right fit. That’s an example many times of how we work with clients and help them grow and scale with less stress too.

That shift from the pitch sale to the, “We’re qualifying you” sale, is at least as I’ve seen, one of the important outcomes of having the marketing and sales teams connecting the dots and working as a team on their different things. By the time the marketing department has done their job, that means the sales department’s job is easier. People come more pre-qualified, people come with the credibility already built, and the salespeople don’t have to do all of this haranguing and brow beating that we know the old boiler room style stuff because the marketing team’s done their job. That’s a good sign that you guys have put a great infrastructure in place.

What’s fascinating is a lot of times when we don’t know, whether we call it out as this or not, it creates fear. The unknown, the uncertainty creates paralysis. Paralysis, as the old adage goes, is analysis. Over analysis creates paralysis. How you move from being unstuck is getting clarity. It’s huge. Knowing your numbers. What does it cost to generate a client? I am shocked at how many successful entrepreneurs that we work with. We have about a dozen private clients that if I mentioned their name, you would know. I will tell you that more than 80% of them didn’t know their numbers when we started.

They were profitable, successful, all these sorts of things. When you do know your numbers and what it takes is a simple one. Let’s pretend you’re getting started and maybe you’re going to play a game of paid advertising. You might have a wrong expectation of how do you get a lead magnet or list building tool out in the market place and what does it cost to generate that lead? If you go in with an expectation that it’s going to be $0.50 to generate this lead, but it costs you $7, you’re going to be like something is not working there. Here’s the reality. I’m going to use some averages here for a couple of things, but to generate a list building tool, a lead many times will be about $5 to $7.

 

The key is what you have on the backend of that to make it profitable. If you don’t know that number though and you’d have that misunderstanding, what does it do? It creates freaking out. It creates fear even in the most successful people in the world. How about a webinar? Frank, I know you have your model and you do great work with your students. If you go into a webinar model, and it does vary across the industry. What we found is that you can make webinars work to generate a subscriber from cold to a webinar lead. There’s nothing in the middle, somewhere in the range of $20 to $25 per lead.

If you go in and think, “I’m going to generate a lead for $1 for it,” and now it’s $25. Sometimes we’ve got clients that are very profitable company, I’m sure you do too, Frank, that are $40 and $50. Having the ability to work with someone like Frank or work with someone who can give you real insight and tell you the truth about what’s it going to take. Maybe you can work your notes or maybe bring the numbers to him and go, “Here’s what we’ve found.” It’s almost what we’re doing here. I’ve got one client, where to acquire a client to attend an event that they host, it’ll cost them $987 to generate that client, to attend this event. Here’s a big twist. Frank, has taught this in some of his work that I’ve researched as well. Be willing to spend more than your competition.

If you’re willing to invest and spend more than your competition in a smart way, you’ll be able to outlast your competition and be able to do more. Here’s why this is so critical to work with people like Frank and others who are experts at this. In the next few months, business is going to change. I don’t share this with you to have you freeze. I share this with you to get prepared and to realize you are in one of the most exciting times in history. What happens when we see a market suppress? What happens when we see the economy take it down to them?

What happens when we see advertising costs skyrocket? It wipes out all the average Joes who have no real tolerance and no real business being in business. It leaves it for you, if you’re working with someone like Frank, the ability to go out there and crush it. Real wealth is built when the market goes down. Real wealth can be built when ad costs are doubling because if you have it right, you can outlast and outspend and out profit your kind. It’s not about what it costs to generate but what the ROI is. This particular $987, he has an event model and he has a certain type of program that he offers.

Real wealth is built when the market goes down. – Dan Kuschell Click To Tweet

I won’t go into the details, we have NDAs with our clients and such, but $987 to acquire the client, they go through a three-day experience. It’s immersive and interactive that people are transformed when they come out of this event for business. It’s a business growth type training. When they come out of it, many times over 60% of the people that attend will go deeper with him in a higher-level program. The average sale is about $87,000. That’s $987 to generate somewhere in the neighborhood of about 20 to 1 ROI. If you knew those numbers, the cost to acquire and also the long-term value, that connecting those dots can be a game changer. Anyway, there’s more. I get pretty excited as you can tell about this stuff.

You’ve given great insight into these numbers and I totally agree with you. I love this focus on the data and the return on investment. Literally, that’s the first thing we do with our lead clients. We sit down and we build a cashflow plan. I smiled again, as you said there are a lot of people who you would know who don’t know these numbers. I can’t tell you how many times I’ve had the entrepreneurs say, “I have never understood my business before until I got this.” A lot of people do have these misconceptions about what it costs to acquire a customer. Your numbers align with my experience as well.

That’s great insight and you’ve laid it down for people. I would love to continue this dialogue with you. We’ll have to do another time. Two real quick questions for you. One, there’s going to be a lot of people who are reading this and thinking, “Dan’s got to be the guy I need to work with here, but we’re not at the $2 million mark yet.” What is the number one thing that the people who are growing to your marketplace should be working on right now? If they’ve written your name down on a piece of paper and said, “This is my goal. We want to be able to hire Dan,” what should they be focused on?

Number one, I would hope someone would have given me this advice. I remember back in the early ‘90s. I sat down with a guy named Michael Wickett who was a big Nightingale Conant author at the time. I asked him, “What would you do if you were me?” I was evolving my business. I started being excited about publishing and my coaching. He said, “There’s a handful of people I would encourage you to go learn from.” What I would encourage you to do as you’re reading right now is find somebody like Frank or find somebody in your area or find a group or find a community where you can go learn from the best in the world. That will save you so much time. My son who’s eleven, I’m not his quarterback coach. I have gotten a quarterback coach. I’ve hired two of them that work with my son to help him. I am there to help support on off days when they’re not available. I know the right training because I’m working with the best coaches. One of them happened to work with the assistant coach who worked with Nick Saban. How lucky am I? I’m so blessed. That’s what coaching masterminding is. Find somebody, find a group, whether Frank or other. I’m sure he would say something similar.

I’ve had many people, Frank, probably like you. Your podcast is amazing. The guests you bring on are awesome. We have a podcast. We’ve got over 250 hours of insights, wisdom, strategy. Because of the way our model works, it’s like free or high-price, high-profile type of clients in many cases. I’ve had many people go, “Your free stuff is better than most paid stuff that I’ve ever gotten.” If you want to go deeper, go check out GrowthToFreedom.com. We also have a webinar model that we rotate around with different pieces, different conversations. That’s also free. You can go to ChampionBusinessBlueprint.com.

If your business is at a run rate that’s at least seven figures and you want to schedule a call privately, you can go to BreakthroughStrategyCall.com. You’ll have a conversation with one of our team. What we find many times is 97 out of 100 people we would ever talk to are a good fit for us right now with where we’re at, with what we’re doing and how we’re focused. The resources that we have, that connection, and again similar to Frank, is large that we can help you connect the dots to get the best access that you need for what it is that you need. Those are a couple of ways. All that being said, if you’re connected to Frank, start there.

I appreciate that. You caught my second question there, which was how people connect with you, so thanks. We got that. Dan, thank you so much for this. You’re the real deal. For those people who haven’t figured it out by now, Dan knows what he’s talking about. This isn’t a lot of slush and fluff. Dan’s been in the trenches and has done this. You can tell that by the focus on the infrastructure and the systems you guys are building for your clients. Thanks so much for sharing that with us, invaluable stuff.

It’s a pleasure to be here. Thank you.

Resources mentioned in this episode:

• Influencive
• Mitch Russo – previous episode
• Genius Network
• ChampionBusinessBlueprint.com
• BreakthroughStrategyCall.com