BCS 281 – From Profits to Purpose: Simplifying Business Success in Coaching

Business Coaching Secrets with Karl Bryan

Exciting New Episode Alert! 

Thrilled to share the latest episode of Business Coaching Secrets (BCS 281) with Karl Bryan! A treasure trove of valuable insights for business coaches and entrepreneurs, this episode had some incredible takeaways.  Here are my top 3 highlights:

Simplification Over Complexity:

Karl Bryan emphasized the power of simplifying business strategies rather than being overly fancy. Simplifying processes can often yield more effective results.

Example from the episode: Implementing a simple referral sheet at live events netted 31 referrals for one client! 

Maintenance Programs for Client Retention:

Regular check-ins and maintenance programs can create more business opportunities and cement client relationships.

Karl illustrated how a kitchen remodeler visiting clients 30, 60, and 90 days post-service can lead to more work and higher client satisfaction. 

The Power of Percentages:

Understanding and leveraging small percentage improvements in various areas of a business can lead to substantial growth.

Tip shared: An increase from 20% to 30% margins is not just 10%, but a 50% improvement! Calculating improvements in percentages rather than whole numbers emphasizes the true impact. 📈

Catch the full episode for these insights and more! Don’t miss out on strategies to grow, build, and scale your coaching business.

Karl Bryan helps business coaches get clients. Period.

For more magic on how you can grow a coaching business by attracting small business owners, filling local live events, and closing more high-end coaching clients… go to focused.com

For a free subscription to my magazine, The Six-Figure Coach go to thesixfigurecoach.com/get-it

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Episode 281 Transcription

Intro:
Welcome to another episode of Business Coaching Secrets, where we decode the art and science of building a thriving coaching business. Let’s see what’s in store today with none other than the legend himself, Karl Bryan, and of course, yours truly, the Rode Dog. Shoots.

Karl Bryan:
Welcome, Rode Dub. How are you doing, my man? We missed you last week, man. On New Year. New you? Yeah.

Rode Dog:
You sure? You sure did. I. I had to push and you couldn’t make the adjustment. And that’s just how life flows sometimes, my friend. That’s. That’s how she goes. But it’s all good. It’s all good.

Rode Dog:
How was, how was everything for you over the. The holiday season?

Karl Bryan:
So good, man. We were in the snow, went skiing and had a white on Christmas Day. A little bit of snow fell. My daughter was very excited about that. And back in the Caribbean, when the sun is shining, shoots. That’s what we’re doing, man. Went for a surf this morning. That’s what I’m doing.

Rode Dog:
And not to time stamp this too much, but our thoughts and hearts obviously go out to everybody in LA and everything that’s happening there. We from, From Colona, we know all about this stuff, sadly, far too well in terms of the fires and everything else that’s happening. Pretty, Pretty devastating stuff. Hey.

Karl Bryan:
Oh, it’s brutal, bud. It is brutal. But, yes, good, good. Yeah, I’m with you, man. I’m with you on Ouchie. And anybody listening from California, in fact, spoke to a client literally this morning from California. And yeah, he was a little bit, you know, he’s safe and whatnot, and his family’s safe, but it’s, it’s a bit messy, man, so.

Rode Dog:
Yeah, and it makes it tricky to. How do you, how do you, how do you stick handle that? But, like, you’re, you’re, you know, let’s say you’re in Southern California, you’re not affected by the fires, and you’re trying to conduct business as per normal, but it’s sort of. It almost seems distasteful to a degree, doesn’t it? Like, how do you handle a situation like that, Karl?

Karl Bryan:
It’s like Covid, right? You had this. That’s exactly what you had to do. You’re marketing during COVID You had to stick handle. Stick handle. So those in California. Stick handle.

Rode Dog:
There you go. There you go. Speaking of stick handle, like, again, we have a lot of. We use a lot of hockey words in the program. So, you know what? And I, I caught that the other day. I’m like, man, you know, the amount of Stuff like shoots and stuff like that. Like, people have no clue. Like, they’re like, well, I don’t know what the heck you guys are talking about.

Rode Dog:
So what I did, I want to do a little word association for funsies. But before we get there. Before we get there, how could I possibly neglect. Now that you’re back and you’re calm and you’re clear and you’re focused, then.

Karl Bryan:
Thought of the week saying, no, I was. You confused me there. Okay, Zed. Okay, we’re starting. Zen thought. Zen thought. Shoots, as per usual. I should have thought about this before you asked.

Karl Bryan:
You know, careful. Okay, here’s my. My Zen thought. Careful that you don’t, you know, going into the new year and you’re rocking and rolling, and hopefully you listen, last week, you know, new year, new you. New year, new you. Lots of positive feedback on that. And careful that you don’t confuse what’s important with what’s impressive. And I’d segue, like, so on my.

Karl Bryan:
Here’s what I put on my Facebook page. You know, just right at Christmas time. Like, you can. You can. It depends on where your airplane’s at, if it’s stuck on the ground. And maybe you wanted to work really hard during the Christmas break, and I totally respect that. Been there, done that, got the postcard. But by working a little bit too hard during the break and other holidays throughout the year, what you can do is you can.

Karl Bryan:
You can make a little bit more money, but it can also cost yourself everything that is important to you. So something to think about there as no doubt holidays are going to be just around the corner once again, spring break, et cetera. But anyway, so thinking about that, I’m already talking about spring break, and there’s snow on the ground there. But anyways. But don’t. Don’t, you know, don’t confuse what’s important with. With what’s impressive and then parlaying that to, you know, just making sure that you have a really good handle on exactly what is most important to you. And, you know, like, you know, follow the leader is not necessarily a good business strategy.

Karl Bryan:
You know, so if you were sitting there thinking about, okay, this year, I want to be part of the 5%, well, I would then tell you that you can’t act like the 95%. So, yeah, if you want to be in the 1% again, you can’t act like the 99%, you know, and a lot of the time, like, we’re not avoiding success. We’re avoiding responsibility. What are those responsibilities? Would Be my question though, and always love and, and you know, that said new year and whatnot. We talked about this lots throughout the year. But Charlie Munger’s best bit of advice is, you know, have low expectations, just low expectations. Otherwise what happens on the back of that disappointment, that’s you. That is your coaching clients as well.

Karl Bryan:
You know, just managing that stuff. Like, you know, controlling like one of the things going into the year, you know, it’s, it’s not what you make, it’s what you keep. Is the old saying, you know, controlling those expenses, helping your client control those expenses and what you’re going to spend on, spend on experiences. Don’t spend on stuff. Tell your clients to spend on experiences as opposed to more stuff. More shoes, more shirts, more belts, more this, more that. You know, you buy stuff, you end up with stuff. So, so that’s shoot.

Karl Bryan:
Yeah, but I just, again, I started that with, you know, just very important that you don’t. Don’t confuse what’s important with what’s impressive. Think of the car. Think of maybe. And maybe it’s it. Maybe it’s the house, right? Anyway, so that’s my answer sheets. That’s my. There’s my zed dot.

Rode Dog:
Man, you know, it’s funny. And speaking of important and not impressive, the, the. And I told you on the kind of before we got on here sometimes, you know, even in your business, stop trying to be too fancy, right? Sometimes simplifying things, sometimes getting back to basics is a good thing. And I was saying one of my consulting clients, something that, man, we, we talk about live events non stop, right? It’s, it’s what we do. And, and he uses this. It’s my buddy Brock from Young Entrepreneurs of America down in Tampa Bay. Guess what he does? He does a live event and I introduced him to the referral sheet. And this is something.

Rode Dog:
If you’re not part of Focus.com and you’re not, you don’t have access to this. Wow, wow, wow. Let me tell you, he got 31 referrals from his last event. So sometimes, folks, it’s not about being impressive. It’s just doing the important, simple things. There you go. So I thought that was pretty cool.

Karl Bryan:
The ultimate, ultimate sophistication is simplifying, right? That’s Steve Jobs, not Steve Jobs words. I’m paraphrasing in a horrific way, but that’s it. Simplify, simplify, simplify. Probably a little like Charlie Munger’s advice of low expectations. Low expectations, low expectations, not the same, but they rhyme fair Enough.

Rode Dog:
Fair enough. There you go. Okay, cool. So now back to word association. All right, so like we, like I was saying earlier, like, man, we talk a lot of hockey lingo, which is kind of funny because I actually didn’t grow up playing hockey, but I’m Canadian, so it’s sort of part of our, our language. What is your favorite hockey term, Karl?

Rode Dog:
What would that be?

Rode Dog:
What would, what’s your. Is it celly? Is it. My favorite is pigeon. If somebody’s a pigeon, it’s a great insult. But what’s, what’s your favorite hockey term?

Karl Bryan:
My favorite hockey saying would be you got to go top shelf, where mom keeps the peanut butter. So. And when I signed autographs, and yes, that’s scary. But anyways, I signed a few autographs in my day and my. I always said sticks are for hat tricks. And I signed my name. That was my little. It’s my thing.

Karl Bryan:
There you go.

Rode Dog:
There you go. Beauty. Love it. All right, let’s. Let’s actually now do some word association. I’m curious when I rattle these off. Okay, I’m gonna just have you just tell me like what pops into your brain. Profitable.

Rode Dog:
Ready? Profitable. But no cash.

Karl Bryan:
Oh, okay. There we go. Okay. So you’re working with the client and they say, you know, they’re looking at their P and L, they’re hearing from their accountant, they’re hearing from their bookkeeper, and they see that they’re profitable, but they got no cash at the end of the month and they’re wondering, you know, how that comes about. I can tell you from reading a few financial statements in my day and teaching a four day course on how to read financial statements and find your high end coaching fees before starting with your new high end coaching client, that if somebody is low on cash, but they’ve got a profitable business with 100% certainty, the cash is wrapped up in basically five areas. So there’s revenues, which is going to be pretty obvious. There’s expenses, again, hopefully pretty damn obvious. There’s accounts receivable.

Karl Bryan:
Okay? So doing the work, paying commissions, paying your staff, showing up, you know, following through on everything that you promised and not. Not collecting the cash. That’s. It’s a bad business model, in case you’re wondering. But sadly, reasonably, because again, what they’ll do is they won’t correct their accounts receivable problem. What they do is they try to grow their revenues and start running Facebook ads and advertising and knocking on doors and, you know, seeking referrals, etc. Again, you have an accounts receivable Problem. If you are not hitting that head on with your client, what they’re doing is they’ve got a hole in the boat and they’re going further out into the lake to repair it, and that is not a good idea.

Karl Bryan:
Okay, so again, so it’s in Reddit. So it’s in. It got profitable business with no cash. There’s five areas where you’ll find the cash and only five areas on their financial statements. And that is revenue, that is expenses, that is accounts receivable, that is accounts payable. Okay, again, if you buy something from Amazon, they do not pay you for 90 days. Why? Because they don’t have to. Right.

Karl Bryan:
Those are their terms, and they don’t. They’ve got more cash than probably any business, you know, known to man of all time. They still don’t pay you on day one, two, three, or four. They pay you on day 90. Why? Because the money in their bank account is better than the money in your bank account as a frame. You’ll see a lot of companies, the business owner says, oh, I don’t like to owe people money. I don’t like to have debts. I like, you know, I like to just pay everybody up front.

Karl Bryan:
I like to get it out of the way. Right? So. And that’s not in any way suggesting that they don’t pay their vendors. That’s not what I’m describing. What I am saying is that they should have favorable terms. 30, 60, 90 days, and whatever those are, they should be taking advantage of them. Okay, so. So again, accounts payable.

Karl Bryan:
The cash is there or in inventory. Okay, so revenue, expenses, accounts receivable, accounts payable, or inventory. And. And, yeah, so that’s. Yep.

Karl Bryan:
You get a.

Karl Bryan:
A client who’s profitable and no cash. We talked about that on past podcasts, and I agree. We’ve heard reason. Yes, that’s kind of a popular thing. And. And something that they’ve seen time and time again. You want to be able to fix it. I just told you how.

Karl Bryan:
So there’s the answer. Shoots.

Rode Dog:
Okay, so when I. When I say this next word, I don’t want you to think long walks on the beach, and I. I don’t want you to think of going for the mechanic.

Rode Dog:
Maintenance program. What? What? What is it?

Rode Dog:
Maintenance program.

Karl Bryan:
Oh, okay, gotcha. Okay. Long. I thought maintenance program. Long walks on the beach. What the hell?

Rode Dog:
Maybe for your maintenance, for your mental health. Shits. Come on.

Karl Bryan:
Shits.

Rode Dog:
The Zen master himself probably needs some mental.

Karl Bryan:
That’s it. Okay, okay. Maintenance program. All right. You have a. You’ve got a, a company and they remodeling a kitchen, okay. And what they do is their goal is to get in, their goal is to get out. And then when do they contact that client again? And the answer is never.

Karl Bryan:
Okay? That’s not, that’s the opposite of a maintenance program. Here’s a pretty good idea. Somebody that just spent, let’s just say 20, $50,000 on a kitchen, maybe it’s 100, then it could be $100,000. Up, up, up, up, up. Depending upon where you’re at, size of the house and the fanciness of the kitchen that you’re putting in. Well, here’s a really good idea. Go back at the 30, 60, 90 day day mark. Knock, you know, schedule it.

Karl Bryan:
Knock on the door, go in and have a look at your handiwork and how you did. What you’re going to find is a lot of the time a comp, a family that has just decided to spend, let’s call it $50,000 on a kitchen. There’s a really good chance that they want to do the bathrooms, that they want to, you know, do a patio, that they want to do an extension, that they want to do something else, right? They just spend $50,000. A really great way to do that is to build in a maintenance program where you schedule it, where you come back intentionally as opposed to avoiding it, which is what they are doing. You schedule. And by the way, you make this part of the sales process and you make this part of the offering which is going to no doubt bring in significantly more value that we are going to show up in 30, 60, 90 days and review our work. Nobody else is offering that. What you were going to find it out might just be that they want to get, you know, more cabinets, they want to get, you know, something else inside that kitchen.

Karl Bryan:
But a lot of the time what you will find with a maintenance program is that you follow up, you come back in a scheduled way, that there is going to be more work. You talked about referrals earlier, right? Like it’s, it’s, it’s not referrals, but it’s an extension of the initial sale. I’ll give you an example of this. Way back when I was helping a company in the oil and gas space and they, they sold like you know, 50, $100,000 oil and gas machine. Just think of machinery, right? Real straightforward. So what they would do is, and they had a, they had a automatic two year warranty. And I said to him, how often on that warranty does anybody, you know, does anybody call you in? He’s like oh, almost never. Our machines are the best for this reason.

Karl Bryan:
That reason almost never said so here’s what’s happening though. They sold the hundred thousand dollar machine and then not coming back with an automatic sale. And I said why don’t you do this? Why don’t you sell a five, you, you do a two year, you know, it was one year or two year, I can’t remember as long time ago, but I said why don’t you do a five year maintenance? Think of the, you know when you buy your computer, right? What do they say? Do you want to, you know, do you want to buy, you know, what do you call it, insurance on that or whatever. Like you know, they’re upselling. You basically say why do you want to buy the 5 year warranty? Do you want to buy the 5 year warranty as opposed to the automatic 12 month warranty? It’s going to cost you an extra, you know, 20, $500. But here’s what we also do with the extended warranty is that we come in every six months and kick the tires, check the oil and just make sure that everything’s working. Ticket boo on your fifty thousand, a hundred thousand dollars machine. Well, guess who shows up.

Karl Bryan:
It’s you know, again, remember these machines work really well and there’s no real problems. Well basically what happens is a sales guy in overall shows up twice a year and what is he really doing is he’s looking for opportunities. Because a company that buys a $50,000 machine without getting introduced to him, doing well, I can tell you there’s ridiculous predictability that they want another $50,000 machine or they want to buy a $25,000 machine or they want to upgrade to the $100,000 machine by having the maintenance program locked in. Basically what you’ve got is an opportunity to come in and sell time and time again and again the, the sales guy in overalls comes in again. He’s just kicking the tires, checking the oil, going through the motions. Think of a checklist he’s going through. Tick, tick, tick, tick, tick. Notwithstanding it again, if they’re not looking after the machine properly, they are going to end up having some hassles with it.

Karl Bryan:
So guess what, that’s an opportunity for him to say hang on a second, there’s oil leaking here. The oil is low, the gas is, whatever, you know what I mean? Like give some opportunity to basically increase the value that they’ve brought. And again, how much time does that take? And we will Assume that this is just, you know, the, the sales guy is driving around. Anyways so, so it is. And so for a coach, what we have always done, you do quarterly reviews. That’s a really good opportunity for you to basically go and sell them the social media, selling them the new website, sell them something in addition to your coaching. So anyway, so that’s a, so a maintenance program. Think of the, the kitchen remodeler is probably the best example.

Karl Bryan:
They want to get in, they want to get out and they never contact that individual again. That is a horrific game plan. Really what happens with that maintenance program is an incredible opportunity to make more sales or to cement the relationship. So when it comes time to do the bathrooms, to do the extension, et cetera, they’re the first person they call. So that’s a maintenance program. Shoots.

Rode Dog:
So question for you on that because like, and I, I hate to sort of go off track the beaten path here for a second but in today’s day and age what’s everybody preaching? What’s everyone talking about? Automations. But Karl, if I have to go knock on doors every three, four months isn’t that just a waste of my time? And isn’t that, you know what I mean? Like I can already hear that. Like do you want to give like a quick pep talk to those folks?

Karl Bryan:
Yeah, I, I can. You know what, do the split, test it, do the numbers and I’m going to tell you at the end of 12 months it’s going to be incredibly profitable because what do they do in shoots? They’re running around trying to, you know, they’re knocking on doors, looking for new business, new business, new business. And this is found business on a get. I mean somebody that you’ve already worked for. So again it’s not going to be the price sensitive individual etc and notwithstanding they’re going to be you know, incredibly impressed with that level of service. So it’s going to, you know what I mean? You’re going to end up with the same result only a better one at the end of 12 months, higher revenues. So I hear you but you know what? Tell the kitchen remodelers to test it, see what happens and it’s going to be a profitable undertaking.

Rode Dog:
You just made and I want everyone to get this, you just, you just said something. I don’t even think you realize the brilliance of what you just said girl. And that is the bugs standard is set. You talked about the price sensitivity. Okay, what’s the hardest thing to do is acquire a client because now especially in that Remodel space. What are they all? All of them? All clients. What do they do? I need three quotes. Okay, cool.

Rode Dog:
You’ve already beat out the competition once. Like this is already a pre qualified customer of yours. So guess what they’re probably not gonna need to do? Go out and get two additional quotes like brilliant, A hundred percent. And I just think that that’s a very, very big piece because now we’re talking about reducing your acquisition costs by doing a little bit more of roll up your sleeves type work with that in mind real quick. And here’s. I guess I’m going to add one in here that I didn’t originally have on this list and that is acquisition versus fulfillment. Like if I say that to you, what is that? Is one more important than the other? Or how do you balance that out?

Karl Bryan:
Well, okay, so there’s three. Okay, so just think of a coaching company. You got three baskets, you got lead gen, you got conversion, and you’ve got fulfillment. I actually touched on that last week. So lead gen takes the talent. Lead. Lead gen is like science. Everybody thinks like again, you talk to somebody and they want to hit seven figures and what do they talk about? Lead gen, Lead gen, Lead gen.

Karl Bryan:
Right. The reality is that the fulfillment takes all the time, right? So acquisition, what you really want to do is you want to do your acquisition in a systematic way. And I just gave them a systematic way to basically sell their existing clients more stuff. Right? So acquisition versus fulfillment, those are the two again. You, you know, kitchen, you know, a kitchen remodeling company, acquisition. If you, you put somebody who builds kitchens for a living on the phone with me, they will tell me that the worst part of their business is, is doing the quotes and then getting the conversion. Right? So doing that in a, you know, not maximizing the clients that you acquire through your fulfillment and then after your fulfillment is a mistake. So you say to me, how do I do that? And I’m going to tell you that I just told you how to do it.

Karl Bryan:
Maintenance program, do follow up. And, and notwithstanding, what if you put in the kitchen and things falling apart and they can’t get healthy E.T. right? Or, or they just went, oh, I know these not going to come back. And you know, you know what I mean? Like there’s, and by the way, referral. We didn’t even say this. And as part of the maintenance program, what about referrals? Because again, somebody living in an area that just spent $50,000 on a kitchen, guess what? Has got other neighbors that see your kitchen and Go. Oh, wow, that’s amazing. I need to get mine done as well.

Karl Bryan:
Right? So it’s basically. It’s really an acquisition, you know what I mean? The maintenance programs and acquisitions strategy, bottom line, and not it. It’s a revenue generation activity in a systemized way. So it’s my answer.

Rode Dog:
But again, you got to keep your eye on the fulfillment, right? Because without fulfillment, like, you still have to do the job, and you got.

Rode Dog:
To do the job.

Rode Dog:
I’m thinking more of coaches, like, I guess, because again, coaches have a tough time asking for referrals.

Rode Dog:
If I’m a.

Rode Dog:
If I’m a business coach, Karl, how often should I be asking my clients for referrals?

Karl Bryan:
Okay. All right. So you want. You ask for. So the answer is, rather than what most people do, is they try to do it. They say, okay, I’m gonna. I asked for a referral on the third call, on the sixth call, after the quarterly review. Right.

Karl Bryan:
They try to systematize it. When you’re. When your client has a big win, that’s the. So that, you know. You know, if Tony Robbins was on here, he would say an elevated state. That’s when you ask for the referral. But the answer is because, remember, you’ve got before, during, and after, right? So who comes in before? Who comes in like you come in during, and then who comes in after? Those are the people that you’re going to get the referrals from. Right? So again, in a systemized manner, you want to be.

Karl Bryan:
Again, just thinking before, during, and after.

Rode Dog:
Okay, that’s got me thinking now. Okay? So if I’m doing part of my fulfillment, and we’re way off track here, so part of my fulfillment is to ensure that I have regular and consistent wins for my clients, because not only will they win, but I also will win because I will then be getting referrals from them.

Karl Bryan:
But then the people coming after you will also win, right? Because again, just think. Think of a. If you have a successful. If you have a carpenter, okay, and you’re coaching them, okay? So what is a carpenter? They build garages. They build renovations. Let’s assume, you know, I mean, it’s not. They. They’re buying.

Karl Bryan:
The more successful art they are, the more wood that they buy, okay? So there’s a guy who holds it, you know, the guy who sells them the wood. Well, the more wood that I buy, the more that he does. So I want to introduce my business coach to the. You know, to my. You know what I mean? If I get. If. Or actually if I’M selling the wood and I’m working with a business coach and he’s killing it. I want to introduce him to the carpenter to the build, you know, the company building the houses and the contractors, because I want them to start building more houses, doing more renovations, building more garages.

Karl Bryan:
So I’m going to say, look, my coach is an absolute rock star and help me in these areas. I want to introduce you. So that’s how you get the referral before, during and after, right? Okay. Yeah.

Rode Dog:
It’s one thing I’ve done for, it’s funny for one of my carpenter clients actually is I’ve helped him establish what are the main thing, like what are the main stages of your renovation job that you’re doing? And always. Because what do these guys never do? Communicate, but then you’re communicating, right. With the clients and everything else. It’s actually there’s a bathroom renovator that I was working with and I’m like, what’s the biggest problem that they, that people have is they’re being displaced out of their bathroom. So is there something that you can do to help them? Send them something or drop something off where they can easily pack up their bathroom stuff and make it easy for them.

Rode Dog:
Right.

Rode Dog:
Continue the little wows and then what can you leave behind as when the bathroom is complete? So anyways, I digress. Next word association game of the day. Two way channel.

Karl Bryan:
Oh, there you go. Okay, so think supply and demand. Basically a company with a two way channel. How you build. If you don’t want to build a company with an M as in million and you want to build a company with a B as in billion, building a two way channel would be one of the ways that I’d be advising you to think about it. Example, Airbnb. The same place that you go to put your room up for rent is the same place that I go to rent your room. Right? So that’s a two way channel.

Karl Bryan:
EBay. The same place that you go to sell your Hulk Hogan bandana from 1980 is the same place that I go to buy your Hulk Hogan. And not that I’m going to buy that, but your, your Hulk Hogan bandana. The same place that I go to buy it is the same place that you just placed it. Right. Again, that’s ebay, Amazon, the exact same Uber. The same place that you go to, you know, offer, you know, to do the driving is the same place that I go to get you as my driver. It’s a two way channel.

Karl Bryan:
So, so basically a two way Channel just like a business model. And you’re just thinking you are providing the supply and the demand complications in that. No doubt you can imagine there’s going to be tech involved with ridiculous predictability that your client may or may not be up on. But understanding these types of things I think can be very powerful. So, so that’s a two way channel shoots. The sink of Airbnb would be the best example.

Rode Dog:
So would that almost. Would that, would that almost be like as a, as a coach where you, you’re not just helping the business coaches but you’re maybe also helping them refer to one another and then maybe even having referring, like when people come to you referring to them.

Karl Bryan:
Yes, that’s, that would be more of a community now. But you think about like Hub and Spoke as an example. Right. So let’s just say that you were a business coach. It would make sense that you have, you take on a client as a business broker. Yeah. And then you take on a client that’s an accountant and these are spokes and you take on a client that is a bookkeeper and then you take on a client that is a marketing company. So then you could have the business broker and the bookkeeper and the accountant sharing clients with one another.

Karl Bryan:
That’s not a two way channel to be. That’s. That’s a Hub and spoke. But that is again another business model. And the way that in fact I sat down with a buddy of mine right here, he owns, so he owns a restaurant, a lot of people coming in and out and I just told him like, where is the money made on this island? And with two seconds he said real estate. And I said, you know, one of the things you should be thinking about is using your restaurant as lead generation for people to buy property.

Karl Bryan:
Right.

Karl Bryan:
And he was like, okay. And the way I got there was Hub and spoke. Right. So not to mention also, you know, what are other things people on the island do? They go on excursions. What are other things they do? They rent sea doos. What are other things they do? They go scuba diving. And I said, you know, you could, you know, create a little bit of a referral network there. Right? You’re like an affiliate and you can refer all these people to one another.

Karl Bryan:
That’s Hub and Spoke. So similar, a little different. Okay.

Rode Dog:
One of my favorite toothbrush test.

Karl Bryan:
Oh, oh my God. I haven’t heard that in a while. Okay, okay. So Google made this famous. I believe that it’s straight from the Google boys. And you know, and again think, okay, so this is billion dollar companies as opposed to million dollar companies as you’re thinking this through. Actually, no, that’s actually no, no, I take that back. Because at the end of the day, if you’re going to build something, this is what the way Google think it through, if you don’t use it twice a day, they don’t build it.

Karl Bryan:
Okay, so think of Google Maps. How often during the day if you’re on the road, you use Google Maps and there’s a really good chance that you don’t use it twice, but you use it like seven times a day. Right. Think of Gmail. How many did. I don’t even need to ask anybody that one. Right. It’s not that you don’t go to your, you don’t go to your inbox twice a day.

Karl Bryan:
You go to your inbox consistently throughout the day. So that is an undertaking that you’re going to take on. Google Maps is something that they take on. Think of Google Calendar. How many times do you go to your Calendar throughout the day? And the answer is if you only went to it twice, that would be surprising. Guess what? Google’s going to work on it. If you found something that they were only going to once a day, they don’t think that it’s, you know, what does Warren Buffett say? He says, I want to buy something for a penny, sell it for a dollar. That is habit forming.

Karl Bryan:
Let’s just assume that Google Maps, Gmail, your Google Calendar are habit forming, right. Things that you’re going to consistently. So as your client’s thinking about developing some software, the question is before they go and undertake to spend all this money, they might want to be thinking about, okay, so how many times, like how habit forming is it? How many times are people going to be using it? If they don’t use it twice a day, then there’s a debate to say that the, well, the Google boys wouldn’t be working on it. So that’s the toothbrush test and apparently worked out pretty well for the Google boys. That’s what that is.

Rode Dog:
Got it.

Rode Dog:
Yeah.

Rode Dog:
It makes, it makes sense. Again, I’m always trying to relate it now to a coach, right? Like how, how can you be that? Not that you want your clients coming to you twice a day, but I guess how can you provide enough value and ongoing basis that they’re always thinking that you’re going to have a solution or an answer for them, I guess, right.

Karl Bryan:
So, well, that’s why we built well, so that’s a good. So that’s why we Built our, you know, online business academy think membership site on steroids. That’s the reason that we built Flash coaching. That’s the reason that we built the group coaching software. So again now their client, their client wants to understand what a market dominating position is so that they don’t. The client can now go to it multiple times to watch the same video, bring in their wife, bring in their sales manager, bring in their manager, bring in their business partner to watch the video, and then again the coach, because the coach getting on the phone and explaining market dominating position and expecting the client to have, you know, notepad in hand and being able to understand it at the level that we need for them to understand it is unrealistic. So that’s why we have created over 200 hours of step by step instructional video that it falls into that category.

Rode Dog:
So there you go with, with that in mind though, Karl, because I know you do this and maybe, maybe we’ll just break this down for folks too a little bit. But they always say people learn by different modalities. And so how important is it to, to have. Because there’s, there’s reading, there’s hearing, like, there’s like how important is that actually? Does it, is that still a relevant thing or how do you view that?

Karl Bryan:
That’s why we create our videos with this. There’s, there’s audio, video, text, and then live. Right. So basically that is why the videos are created the way they are with the words because some people prefer to read. Right. So again by having them listen but have the words on there as well, that it’s proven time and time again that that is the best way for the average to learn. So yeah, I think it’s, it’s very, very relevant. And then you know, and in some cases like a live event, like a workshop, one of the things that we do internally, we’ve done it a lot more lately.

Karl Bryan:
We’re going to do it a lot more, you know, definitely this year and moving forward is more like workshop. Some people just learn really, really well in workshops and that’s why we’re creating that. It’s effectively a different modality. So yeah, it’s very relevant.

Rode Dog:
Yeah. Well, again, the biggest trick in workshops is I guess what if we learned anything from Tony Robbins? Turn down the temperature and get them jumping up and down from time to time is really what, what it comes down to. But no, it’s, it’s, it’s interesting. I was just going to say one of the biggest things when it comes to reading things that I Absolutely. Love is when they actually at the top of the article, tell you how many minutes it’s going to take you to read it. Because if it’s anything over five, I’m like, I’m out. Like, it would take quite the compelling headline for me to want to read something that’s 15 to 25 minute read. Like, yeah, no, I’m out.

Rode Dog:
So I thought that’s a pretty cool thing. I guess I’m part of the small percentage there. But speaking of percentages, what comes to your brain when I say percentages?

Karl Bryan:
Ooh, percentages. I’m trying to think of what we covered in the past. So percent. You should train your mind. Some people are mathematically just gifted, right? Like my old man as an example, you know, he’s got an IQ just under a genius and I do not share that, unfortunately. But at the end of the day, you know, mathematically, you know, he’s just, he’s very gifted in that area, right? That’s why he’s very good at poker. Again, the, the best, the best poker players. It’s not by chance, it’s not luck by any stretch.

Karl Bryan:
It’s not reading the other person, although that is part of it for sure. It’s math. The, the best poker players in the world are, they’re, you know, borderline mathematicians, right? Anyway, so somebody who is really good at math, somebody you want to train your brain to think in percentages at a decent level, right? So a good example is just you get a client that has 20% net margins and then you increase them. The 30% net margins that to the naked eye, to the average person, that’s a 10% increase. You went from 20 to 30. But the reality is that’s a 50% increase increase, right? So they were making a hundred grand profit a minute ago. They’re now making $150,000 by increasing their margins, by, you know, increasing their, their margins from 20 to 30%. Right? Or you’re driving traffic to a landing page and it’s got 2% conversion and we go change the headline, create the optin box with a red arrow.

Karl Bryan:
You know, we, you know, you know, put the headline, the sub headline, we, we jack up the copy a little bit and you know, create a cool offer. So we increase the conversions through that process from 2% to 3%. That is not a 1% improvement that anybody would, would, would stick their nose up at a 1% improvement. Like who’s going to spend too much time on that? But the reality, and hopefully you’ve already picked it up when you go from 2 to 3%, it’s not a 1% improvement, it’s a 50 improvement. So that is why again, profit acceleration software, right? Software that I created probably roughly a decade ago and been working on, you know, tirelessly over the last decade and spent millions and millions of dollars. It thinks in percentages and whole numbers. And that is the reason why. So when you just go put 10,000 in it, you know what I mean? It basically it shows you what percentage that is.

Karl Bryan:
And if you put the percentage in, it automatically puts in the whole number. Because I know that some people think, and some, most people think in whole numbers as opposed to percentages. And we’re constantly telling everybody the import and percentages. And that’s why the software was built the way it was built. Yeah, it’s, it’s really important. So you’re sitting with a business owner, understanding that is really important. More to the point, trying to allow them, you know, explaining it in a way so they can understand it. Critical importance.

Karl Bryan:
So yeah, that’s the answer to that. But think in percentages, train. And by the way, remember, if you get a 1% improvement every day for 365 days, you get a 37x. If math is something that you’re not, you know, you’re not gifted at in any way, shape or form, if you got a little bit better, a little bit better, a little bit better, a little bit better, a little bit better over the course of 12 months, you could potentially get up 37x. And I don’t care how bad you are at math Today, if we 37x your talent, you’d be pretty damn good at it. So thinking in percentage is like a superpower for a business coach.

Rode Dog:
Being used with that, Karl, is I remember the, like, one of the first things I ever learned from you was that whole. It’s just a mental shift, right? An increase from 10 to 20%. People are like, yeah, it’s a 10% increase.

Rode Dog:
No, it’s not, not even close.

Rode Dog:
Like, people just don’t understand the, the, the power of, of going from 10 to 12 right, to 15. Like it’s, it’s, it’s dramatic.

Karl Bryan:
10 to 12 is 20, right? Like it’s not 2, it’s 20, but they don’t. Again, 20 is worth working on. 2 is unexciting to anybody. So yeah, that’s, that’s the answer there. Shoots.

Rode Dog:
Yeah, well, there you go. But again, probably one of the most, the easiest things you could ever say in a presentation to a business owner because odds are good. They probably haven’t even thought about that, right? It’s just, this isn’t, this isn’t an odd sound.

Karl Bryan:
It’s not even on the radar. It’s not even on the right, it’s not in the textbook. They don’t teach it in business classes. It’s just, it’s a, you know, it’s one of those things you just learn. Again, you, you got to listen to people like Charlie Munger and Warren Buffett. And now again, this is the types you’ll hear. Percentages. You listen to Warren get interviewed, you’re going to hear him talk in percentages significantly more than the average person.

Karl Bryan:
So there you go.

Rode Dog:
Okay, interesting one here. Sponsorship. Oh.

Karl Bryan:
Well, okay, let’s just use Nike. How did they get Michael Jordan? They sponsored him. Worked out pretty well. If you look at the biggest companies in the world, you know, the Nikes and the Adidas’s, etcetera, You’re going to find that there’s a good chance that they, they use sponsorship to get where they want to go. So an example of that for a business coach would be that and again, independent upon who you’re listening. But one of the things we all, we hear you should never coach for free. They don’t appreciate it. Right.

Karl Bryan:
But my little red arrow, you are here. I’ve got to understand the talents and the experience of the coach before I can answer that question. If they’re already making, you know, multiple hundreds, thousands of dollars and they’ve got a lot of coaching clients and they’re only looking for one or two extra ones, it’d be a different answer. But if you’re brand new to coaching, coaching somebody for free is going to do what it, hopefully the client’s going to get a lot of benefit, but what’s absolutely going to happen is you’re going to learn how to coach. Right? Well, how could that be a bad idea for anybody? Again, Tom Brady threw the football for a while for free before he started getting paid and it worked out pretty well for him. Right. So, so that said sponsorship. So you take on a coaching client and of course you want to charge them.

Karl Bryan:
It’s, it’s one on one. But if you had an accountant who had 400 clients, could that be somebody who you could sponsor? If you’ve got a business broker that sells, you know, countless businesses per year and gets contacted by countless number of business owners who would like to sell but not ready to sell, could that be somebody who you could potentially sponsor? And if you sponsored the right individual and you had the right relationship. Think Nike. And for every Nike and Michael Jordan, remember, Nike sponsored so many players that you’ve never heard of, it would blow your mind, right? But again, so maybe you’re going to do it with the accountant. Maybe it’s going to be lights out, maybe it’s not. But if you, you know, if you held your, your calendar out and you had three sponsorship opportunities where you do it for half price, you do it for free. And then one of the worst things is that when you coach the accountant for free, as in sponsor them, they don’t tend to get your best stuff. And I’m going to suggest the accountant, regardless of how much they pay, you should get your absolute best stuff.

Karl Bryan:
Because remember, they’ve got 400 clients that they could potentially introduce you to that they could potentially have you work with. How could that be a bad idea if it, if it came about, right? So, and that goes, Bernie, you know, like, you know, I used to talk about this a lot ago, but like, they’re like, he got a dog, you got a, a doggy daycare, right? And Tom Brady’s wife has got, you know, she, you know, Tom Brady’s married and they have a dog and then they’re going away for a week or two weeks. So they go away consistently. Would it be a bad idea to be the, the dog, the local doggy daycare where Tom Brady and his wife are dropping off their dog? You think that might lead some other people thinking that you are the. Without doing 5 seconds of homework to decide that you guys are the best doggy daycare ever. And not that, by the way. And does Tom Brady need a discount on his doggy daycare? I’m going to suggest no. That goes for Giselle as well.

Karl Bryan:
But anyway, so, so that could, that, that, that’s an example. Right? Good example. Horrific example, whatever it is. Sponsorship. But some of the most successful companies in the world are built on the back of sponsorship. Okay, example, Nike. And it’s one that accountants, business coaches, etc, are not thinking about. And I’m going to suggest that there might be an opportunity there.

Karl Bryan:
So, so that’s my. So sponsorship. It’s something to think about, something. And notwithstanding, it’s something to understand, it’s not. Okay, so I just said sponsorship. There are some nuances to it. Start to learn. And I mean, go, go have a look at some other sponsors, you know, some sponsorship deals and how they work and what they get and what they don’t get, et cetera.

Rode Dog:
So, okay, two questions.

Rode Dog:
This is turning into a Bit of a, interesting back and forth tennis match here with us with these, these words, associations, when you’re talking sponsorships. What I got out of that is because, again, back to the business coach environment. Would you take on a client that might be a great center of influence for free in order to then open the doors to many other clients? Is that sort of. Am I, am I reading that right?

Karl Bryan:
Yeah, 100%. The answer is somebody’s got like a massive network that you can leverage. You’d almost be crazy not to introduce it. You know what I mean? Absolutely. So that’s the accountant sheets, right? The accountant’s got four. Your clients, you just say, look, well, here’s what I do, you know, I’ve got three sponsorship opportunities. I’ve got two of them full. I’m looking for one.

Karl Bryan:
I would like to, you know, I would like to discuss the possibility of you taking on one of those spots. And what am I looking for? I’m looking for somebody who believes in coaching. I’m looking for somebody who believes in the industry, believes in growth, believes that this is a good idea for his clients. You know what I mean? Like somebody who’s, you know, really negative and doesn’t follow up with you and you can’t get back a hold of them. This is, this is not the individual that I’m going to sponsor. Okay, follow up.

Rode Dog:
We preach live events. Is it a good idea to have sponsors for my live events, Karl?

Karl Bryan:
Okay, no. Generally nuances, but the answer is no. So an example, because what does the sponsor want? You’ve got, you’re doing a live event and you got two hours, right? I want like this quote, unquote, I, you know, you want to be the show. I don’t want, you know, my video production guy to stand up and all of a sudden create a lot of interest, you know what I mean? Because it, I’m just taking, remember, it’s like a funnel and I want everybody to drop out of the bottom of it. What I don’t want them doing is thinking about other things like know. Because when you start speaking to, when you stop speaking, you want everything going. You want a through line, right? Like Tony Robbins 101, okay? So you go to Tony Robbins and within the first couple hours he mentions the word mastery, right? And he’s like, you know, you can be a, you know, what is it, a stressor? You could be a dabbler or you could, you could be a master, right? You could commit to mastery. And he gets you to come, you know, put up your hand and jump up and down, etc, and it’s like Mastery Master.

Karl Bryan:
You committed to mastery. You put up your hand, right? And then on day two, he starts off and he says, okay, who’s committed to mastery? Everybody puts up their hand and then like a few, you know, at lunchtime on day two, what does he sell you? And the answer is Mastery University. Right? So everything from the minute you walk in leads you to then do you know what I mean? Like to buy business coaching Mastery. Right, so, so the. But look, let’s say that you know, you’re going to be feeding everybody and there’s a catering company then look, I think that, that because it’s, you know what I mean, it’s totally outside business development now that’s a sponsor that I might take on and then you get the food for free. But you know, in the end, because I just. So my answer is again, nuances. But if it’s a total non business, like, because what happens is a business coach will do an event with a financial planner, right? Like that is an example of something that I wouldn’t do.

Karl Bryan:
Because again, you’re just, you’re, you’re spreading a confused mind, says maybe, which is a no. And I just don’t think you don’t have a. There’s no way that you could have a through line for your presentation the way that Tony Robbins does where he says mastery a thousand times and then sells you Business coaching Mastery. So, so that’s my answer to that Shoots nuances, but generally just like, I.

Rode Dog:
Guess I’m just looking at a. Because you always talk about the boring numbers and, and reducing overhead and stuff. I just wonder if you wouldn’t take on like maybe a food sponsor or something and then just maybe give them a shout out at the beginning of the event.

Karl Bryan:
What sponsor? A what sponsor?

Rode Dog:
Like a food. Like you know, like.

Karl Bryan:
Okay, so that, yeah. And that’s going to save you. Okay, so in that instance, yes. But how much time are you going to spend? You know, if you took that exact same time and just spent it on putting bums on seats and one extra person bought, you know, the, the food costs a couple hundred bucks and one client is, let’s assume 24 grand. It’s just, it’s a bandwidth thing. So, so that’s the answer. There’s nuances to it, but strictly speaking, you know, set the intention, set the goal, create the target and just get on with it. That’s my opinion.

Rode Dog:
Okay, well, speaking of expenses, what comes to your mind when I say number one expense.

Karl Bryan:
Little red arrow, you are here. Potential. Well, the number, okay, the number one expense in your life, as in anybody listening, is taxes. And then people spend exactly zero time to date or moving forward on how they can go about reducing taxes. So understanding that, you know, for your client, like, one of the things. In fact, I literally just did part of a landing page this morning for it. Like, we have a program where our coaches, we have a, you know, we have a hipfig client. You’ve been a client for, like, you know, 11 to a long time, over a decade.

Karl Bryan:
And he’s. He’s a New York accountant, got, you know, roughly 40 accountants that work for him. And he’s got superpowers around being able to look at financial statements and find holds. Right. Which most accountants, by the way, if given the opportunity, can find some holes. But it’s his superpower. So anyway, so what our coaches are able to do is to put that program in front of their clients for zero upfront fee whatsoever. And then he only takes a percentage of what he finds them.

Karl Bryan:
If he doesn’t find them anything, he doesn’t make 5 cents. And he’s okay with that. He lights his time, you know, kind of on fire, but he’s cool with that because, A, he’s ridiculously good at, you know, him and his team are ridiculously good at being able to, you know, find the reductions and the, you know, the, you know, areas, you know, within taxes that you have paid too much over the last few years. So we provide them. We. We created that program. Right. It’s pretty valuable.

Karl Bryan:
No doubt. Everybody sees the magic of that. So. And number one, expense, again, one of the things you should be doing with your client to say, what are the three biggest expenses you have? With reasonable predictability, they won’t be able to tell you what those three expenses are. So you should be looking at those. But. But I, And I tell you that, you know, again, what’s not going to be on their radar is taxes. And that is the number one expense in your life, my life, rode dog’s life, etc.

Karl Bryan:
So should be spending some time on it. Nobody does. An example for a business owner is that, you know, they’re spending time cleaning their house or, you know, preparing dinner, etc. You know, pay. Pay somebody to come in once a week, twice a week to clean the house and then use. But you don’t get the leverage if you don’t use that time on something more valuable than cleaning your house. Right. So we’ll assume that cleaning your house is a $40 an hour task, and then learning about taxes, reading a book, listening to an audio, listening to a podcast.

Karl Bryan:
You know, finding a good book on tax. You know, what I mean is a. It’s a pretty good idea. And. And they’re not doing it. So anyway, so that’s. So that’s what I would say. Shoots.

Karl Bryan:
Number one, expenses, taxes. In fact, I just wrote an email in the last week, which you might be able to search or find or just go through my, you know, go through my emails or my, you know, and then becomes a blog on the website you can go through. And I basically kind of outlined how somebody could turn, you know, save an enormous amount just by using their house as a home office. So I just did that the other day. So there you go.

Karl Bryan:
Shoots.

Karl Bryan:
That’s my answer, bud. That’s my answer.

Rode Dog:
It’s interesting, too. We always talk about the Uber and the this and the that and getting the cleaner and. And using your time more efficiently, too. It’s funny. One of my clients, he’s a sales guy, and he does events as well, and he’s just like, you know, I. I spend half a day getting ready for the event, and I’m like, what? Can’t you just make, like, an additional sale and just hire somebody? And then that way you now literally got half. Like, how many. How much more could you get done in half a day than.

Rode Dog:
You know what I mean? Like, it’s just efficiency of your time. It’s crazy.

Karl Bryan:
If you don’t have an assistant, you are the assistant, as they say. So, yes, as you know what?

Rode Dog:
I’ve heard that before, that’s for sure. I’m not sure how many more you want to go through here. Let’s do a couple more. This next one. Like, crazy. How many people mess this up, dude? It blows my mind. Scale versus growth.

Karl Bryan:
Oh, yeah. Okay. Yes, Agreed. High five. Okay, so growth. So think of growth as when revenues increase and expenses come with them, right? Presumably at a slower rate, but revenues go up, expenses come. That’s growth. Okay? Expansion of the company.

Karl Bryan:
Scale, which again, and I see this on Facebook all the time, people talking, scale this scale. That’s right. And I don’t mean to laugh, but, like, it’s kind of like just don’t. So scale is when your company grows, but your expenses don’t come with you. Right? So an example would be Facebook could put, you know, one, a hundred, a thousand, ten thousand, one hundred thousand a million, two million, five million people, you know, they could. You know what I mean? Like, with new profiles today and they wouldn’t have to go, maybe they got to go hire, you know, one, you know, one new person. Right? But at the end of the day, it’s, it’s negligible on steroids. So scale is when you grow and your expenses stay the same or increase at a negligible amount.

Karl Bryan:
And growth is when your company grows and then your expenses come with it. And I will tell you, you know what my dad says is that the eighth wonder of the world is that expenses crawl up to revenues, you know, margin, margin, margin, if you’re gonna. Because you got a client and they grow from 1 to $3 million. And then at $3 million, they’re making less or a negligible amount more than they were at $1 million. Right? So the problem with the textbook doesn’t tell you is there’s a really good chance, once again, there are nuances to all of this, but there’s a really good chance that they’re significantly more vulnerable at 3 million than 1 million. So they’re making the same amount of money. So they’ve actually got a company that could potentially be in trouble. An example, again, you know, a bad debt, a client goes, or so, you know, a vendor goes bankrupt, the client doesn’t pay, a sales guy leaves and steals a bunch of business, an employee leaves and creates a massive hole, etc.

Karl Bryan:
You know, you’re more vulnerable at 3 million than you were at 1. So to think that making the same amount of money at 1 million to 3 million is not such a big deal is categorically incorrect. But so, yeah, bottom line, really, what I think we want to take you away, we want you to take away from that is the scale is when the company grows and the expenses stay, you know, fundamentally the same. So yeah, good one.

Rode Dog:
And how does that happen, Karl? By regularly, wait for it, doing, having a, your own maintenance program with your clients that you are checking their expenses. Some might even obsess as you have always done and check their freaking credit card statements to make sure that you are, you know, monitoring all of that. Like that’s next level dude.

Karl Bryan:
Right? That is so fundamental. But it’s so fundamental, so fundamental.

Rode Dog:
Do you. How much trust do you gotta have in a relationship for them to be openly just willing to hand you those, those statements.

Karl Bryan:
Ah, look of, you know, did you do a live event? Does it come off of a referral? Do you know what I mean? Like once again, nuance on steroids. But at the end of the day, man, you know, they’ve got a P and L and I, I can tell you that the problem with their P and ls, it’s not the expenses aren’t itemized at the level that they should be. Right. So they’ve got categories as opposed to the more itemized the expenses are, the more value that you’re going to be able to bring, the easier it’s going to be. And I think by educating them and explaining what I just explained, I think that that trust becomes obvious. Right. Like what most coaches are trying to do is they’re trying to get people to agree, which is obviously a good idea. And it’s a frame that’s been taught for a hundred years in sales.

Karl Bryan:
Right. So I agree, I agree. Yes, yes, yes. Right. A way better frame. In fact, I wrote an email about this last night, by the way, so it’s top of mind. What I want them to do is say, gee, that’s amazing. I’ve never thought of it that way.

Karl Bryan:
You see the difference? Rather than say, I agree, I want them to say, gee, that’s amazing. I’ve never thought of it that way. Right. So if you can explain their expenses in a powerful way, hopefully, you know, I’m a, you know, not that I did a great job a second ago, but, you know, like in and around that, and we’ve got training around this on steroids, but you know what I mean, that’s, that’s, I think when you do it in that manner, the authority automatically goes through the roof and an authoritative figure they’re going to, you know, obviously they, they trust at a higher level and that becomes easier and easier. So, so the answer is, you know, and again, I’ve done that for never, never had, you know, much of an issue. I understand that it is once in a while. But that said, you build up that trust. The way that you build up trust is through education.

Karl Bryan:
That’s the super hack. That’s the highway. That’s the super highway of, of getting the relationship to that point. Educate, educate, educate. But again, educating in a way that, you know, they agree. Educating in a way where they say amazing. Like, I’ve never thought of it in that manner. I’ve never thought of it like that.

Karl Bryan:
That’s next level. So it’s the same, but it’s totally different. Frame, 10 times more powerful.

Rode Dog:
So would you agree that it’s far more powerful to educate your clients rather than continuously trying to hit home runs 100%.

Karl Bryan:
Look, home runs, singles, baby singles. Our software is built on marginal utility theory. Small incremental changes in multiple areas so that way they get, they get a compounding result without the time. Right. Built a master class with exactly this. So if you’ve seen my master class advertised, make sure you come. But yeah, that’s you know, marginal utility theory, it’s just, it’s small incremental changes in multiple areas. So that way the numbers, the only question they have is why do those numbers grow, you know, so big and so fast? The same way that when I say again, you double a penny every day for 30 days, you end up with $5 million.

Karl Bryan:
You do it for 31 days, you end up with 10 over $10 million. Right. What do they say? How, how does that happen? Right. Well that’s what happens when you get small, when you hit singles in multiple areas of their business. Cut cost, raise prices, market dominating position, cut, you know, upsell, cross sell, bundling, joint ventures, drip campaign, follow up, et cetera. Yeah, that’s singles, baby. Singles over home runs. So, so yeah, I’m educating them.

Karl Bryan:
Part of my education is that I’m not trying to hit grand slams, I’m trying to hit singles, which by the way, often, you know, the double, triple, the in park home run, the grand slam home rem comes off of the back of that single. But at the end of the day, I’m looking for singles in multiple areas. So we get the multiplication, so we get the exponential growth, we get, we refer to it internally as profit acceleration. They get to experience profit acceleration. And yeah, that’s where the magic is. Shoots.

Rode Dog:
It’s the what’s coming to my mind right now, dude. And we’re going to wrap this here. I’m going to get you to pick one word as I’m rambling here for a second and I’m going to get you to make one quick comment on my ramble, but I’m going to get you to pick your one favorite word association word before we close out. But I just want to say to me one of the biggest things again you, like you said like, gee, wow, I, you know, I never thought of that. Providing new perspectives and sometimes it’s, it’s, it’s the false stories, you know, it’s that 10 to 20%, it’s, that’s not a 10% increase. It’s the, the compounding effect. It’s the penny every day, doubling every day for 30 days. It’s, there’s so many things that we have grown almost numb to and the, before you pick your favorite word association one, Karl, One of the biggest ones that I think and especially in today’s day and age, especially through the power of social media.

Rode Dog:
It’s like everyone’s a millionaire, but now all of a sudden everyone’s like, oh well, billionaire like billion. A billion, right?

Karl Bryan:
Yeah.

Rode Dog:
Tell the folks the difference between a million and a billion.

Karl Bryan:
Yeah. A million seconds is 11 days, a billion seconds is 32 years, and a trillion seconds is 32,000 years. So to pretend like a million, billion and trillion have something to do with one another is in my opinion categorically incorrect as well. But our government has trained us, man. Our government has trained us to allow that a trillion can be spent on something and say, oh wow, okay, you.

Rode Dog:
Took it words out of my mouth. The governments have done such a good job to almost downplay the amount of debts that they all have trillion. Like it’s unbelievable. So you know what, it’s just bring it back to reality for people, you know, because everyone’s like, oh, I want to, I want a seven figure business. Well, why don’t you cool your jets. Let’s get you to six first. What are the, what are the big benchmarks? You think so a hundred thousand is a, that’s a, that’s a big one.

Rode Dog:
Right?

Rode Dog:
Because you, we, we both know the failure rate of businesses is over what, 80 some odd percent in the first five years.

Karl Bryan:
95 and five years. 95% are not standing in five years. That’s what the stats say. So it’s wild.

Rode Dog:
So then, then you know, and how many actually make it to a million? Like, it’s just, it’s such a small number, dude.

Karl Bryan:
Yep, 94%. True. But look, this is again, who knows, you know, but the stats, I’m not out there counting them personally. Right. But go ask Chat GPT. I’m sure it can tell you. Or AI. I’ll go ask AI.

Karl Bryan:
Coach Assist. By the way, which is our product. There you go. But at the end of the day, yeah, it’s 4% less. Less than 5% make it to a million dollars. That’s not profits, that’s gross revenues. To be clear, that’s gross. Boom.

Rode Dog:
There’s, there’s another one that I love. When people start talking money and to make themselves sound really. You know what, why don’t you talk to me about the money that was actually net in your bank account versus the. And, and there you go. Hang on now I’m on a tangent here. Sorry. Shoots. Before you get into it, people love to brag about gross profits.

Rode Dog:
They don’t talk about net revenue. And then even more so, as you alluded to earlier, pick up a freaking tax book, hire the right accountant. Because if you aren’t structured properly, how much money of that, like, by. By structuring yourself properly, not just inside of your business, but personally and flowing that cash to you, man, oh, man, what a difference that can make.

Karl Bryan:
Yeah, it’s not what you make, it’s what you keep, right? Yeah.

Rode Dog:
100. All right, bro. What’s your. What’s your word association now that I’ve got your brain ticking with all the ones I threw at you? If you had to pick one, which one would you pick?

Karl Bryan:
Oh, I think you just need, like, the number one expense in your life. My life and anybody listening’s life is taxes. So spending a little bit of time to understand that at a high level, I think would have to be up there. And I think that kind of, you know, it’s different, but it rhymes with percentages. Just getting your. Your mind to think in percentages as opposed to whole numbers will allow, you know, stuff like taxes and becoming a little bit more comfortable with the word net. Like, like you mentioned, you know, the. The entrepreneur, like, they.

Karl Bryan:
They don’t even know. Like, you know, net. They. They don’t even. They don’t. I don’t even know what. You know what I mean? Like, they don’t understand net, right? Like, they literally don’t understand it. The only thing that they understand is the whole number, the gross revenues that they brought in.

Karl Bryan:
And again, the conversation in their head is that they’re trying to get to a million bucks, right? And it’s just. It’s a bad. Generally speaking. And it’s a. That’s a great goal, you know, for the right individual. But I want to. I want to. What.

Karl Bryan:
What are your margins? What are your gross profit margins, and what are your net profit margins on the way to a million bucks? And then make them at. At 500,000. What are they, your gross and your net, and then what are they at a million? And if they’re the same, negligibly less or ideally negligibly more or significantly more. Now I’m impressed. Right? Like, now you’re doing a good job. So. So anyway, so, yeah, just, you know, maybe that’s just a math 101 from somebody who’s overly great at math, by the way, but there you go. Shoots.

Karl Bryan:
But that’s my. Yeah, that would be my, you know, in scale versus growth. Just like understanding that as a concept. Right. As a climb and educating your client as such. I think by just being able to say what I said you know, again, growth is when you grow and expenses come with you. Scale is when you grow and your expenses stay fundamentally the same. There’s incredible power in that, right? They’re like, oh, wow, believe me, the chiropractor doesn’t under.

Karl Bryan:
He doesn’t understand that he’s trying to scale his business quote, unquote, because that’s what somebody else told him he should be doing, or the YouTube video told him he should be doing of an influencer on his Facebook profile told him he should be doing. But the reality is that, you know, the chiropractor has very little opportunity to scale most of what he’s going to be doing. She’s going to be doing is going to fall into the growth category. So anyway, shoot. So that’s, that’s my one thing, bud. That. Good job, man. That was good.

Rode Dog:
Just on a quick end note here, you’ve, you have worked with, well, thousands of coaches at this stage and hundreds of businesses personally. Would you agree that the average business coach highly overestimates the true knowledge that the business owner. The average business owner has kinds a million.

Karl Bryan:
Yeah. And a good example of that is when they start doing local live events, they immediately, you know, after a very short period of time of doing the events, you all of a sudden see that the material becomes a little bit more complicated, a little bit more, you know, goal setting goes out, time management goes out. And the reason they get there is like, oh, they already know this stuff. But the reality is that, no, you just understand this stuff at such a significantly higher level, so now you assume that they know it. And conversions, as a general rule, as you get more complicated with your material in your event, you will find that conversions will go in the wrong direction, despite the fact that your education, in your opinion, has gone in the right direction. So, yeah, I would wholeheartedly agree with that shit. It’s hard.

Rode Dog:
And I’ve said it a million times before, dude, when we did our presentations together here, the first one, I was like, are you kidding me? This is so high level. Just there. This.

Rode Dog:
Are you kidding me right now?

Rode Dog:
I thought we needed something a lot more complex, a lot more detailed. And you were just like, you basically just laughed at my face and said, just watch. And then guess what? I, I was blown away with people just like in awe of what you were presenting. But that’s how it is, folks.

Rode Dog:
It’s.

Rode Dog:
It doesn’t have to. Don’t over complicate it. Don’t over complicate it.

Karl Bryan:
So, but that said, but shoots just to be. To make sure, you know, we don’t want anybody just getting up there and just going over the one. So you got to have stories, you got to have metaphors. You got to have examples to be clear, right? So don’t just get up there and explain goal setting and think it’s going to be amazing, and then explain, you know, time management and think it’s going to be amazing, right? Like as in the definition and give facts, figures. You know, you’ve got to, you know, the metaphors, the examples, the stories need to be placed in there with goal setting, with time management, with the, you know, the fundamentals. So.

Rode Dog:
Well, the number one feedback from all of Karl’s presentations, folks, is, is I. I thought you’d be taller.

Karl Bryan:
Shoots. I’ve said this before, man. I tell you, I did. So, actually, okay, so I’m in Vegas. Misdirect. You know, we get a client who does $30 million a year. It’s the first time that, you know, we’ve done a zillion, you know, zoom calls, video calls, et cetera. And so he comes up and he’s like, that’s the first thing he said to me.

Karl Bryan:
He goes, I thought you’d be taller. Right? But that was. This was years ago. Anyway, so then just. We were in Cancun last year, and Marie Timby, who, by the way, will probably be listening, but then she met me. The first thing she said, oh, wow, you’re much taller than I thought you would be. I don’t like. Yeah, it’s because road dog talks.

Karl Bryan:
I’m. I’m not that short, folks. But, but anyways, the rode dog. Whatever. Here we are. Here we are. So that’s.

Rode Dog:
Well, yeah, you know what? You’re never going to get to do probably the high jump. Like, it’s probably not going to be an Olympic pursuit for Karl Bryan is high jumping.

Karl Bryan:
So this is, you know, what I was really good at as a kid. And ironically enough, my daughter, who, you know, is not overly tall, probably not surprising, but I was really good at long jump. Like, really, you know, and my daughter, guess what? She’s really good at long jump. But I don’t. I don’t know, man. I guess we got. We got good spring.

Rode Dog:
Is it just because it’s like less gravity pulling you down or how does that work?

Karl Bryan:
I don’t know, man. I can’t explain it out. Maybe run fast, but anyways, so there you go.

Rode Dog:
All right, folks, on that note, thanks for tuning into another episode of Business Coaching Secrets. If you’re not on the inside. If you’re not getting access to the pre show, you aren’t getting Karl’s daily emails. You want more information on how to grow, build, grow and scale your coaching company? We just talked about that. Visit focused.com and subscribe today. Also, if you enjoyed this podcast, please like and subscribe and share with all your friends and all the fellow coaches out there. As again, we are trying to increase the impact that we’re making out there in the coaching community. And yeah, if while you’re at it, leave us a review.

Rode Dog:
We love reading the reviews and and love getting back to you folks on all that. Well, that is it for another week. We will see you on the next episode. And remember folks, progress equals happiness. Take care everybody.