TSS195_Building Your One-Page Strategic Plan
Before we get started. I just wanted to make a quick shout to Dimitri Illinois of who left us a five star Google review. He said recently discovered the world of podcast for myself and chemicals, the Sasha all of a sudden my car trips between jobs have become more productive and more enjoyable having listened to a few other podcasts. Love the format of the such perfectly structured with lots of actionable advice from the professionals. Unlike many other podcasts pointless chitchat is kept to a minimum. And that does a good job of helping the kiss stay on topic. I'd like to see more Ozzy based guests on the show and a water variety of industries. Like, that's interesting of just sent you. A message actually Dimitri here. What topics you'd like to he? I'm very open to those ideas. So thank you very much for feedback guys. If you've got the lead review, please go ahead and do so I will read it out before the podcast as I have done with the trees. Anyway, it was Trump brought in hoping Joe this one. Hello, ladies and gentlemen. Boys and girls. Welcome back to two bucks. Talks on these such podcast. You're joining us today. Four pot one of the scaling your business from five hundred thousand dollars to five million dollars series. We've missed any curve from BT academy all the way lovely Canada. This is episode one eighty titled building your one page strategic plan folks, if you lock what he's been talking about you in the podcast. He has very very generously left behind not one not two not tan, but stacks of useful resources for you guys to go and get held off through our resource page. Now, the Linke's the Sasha dot com forward slash resources, and as a whole bunch of useful free freebies in there for you to get hold of also if you had of course to the show tonight's for these episode, they will also be a link to that day as well. You can get hold Danny as well through the show notes day. There's a link to he's calendar book, we have a chat with him and. Thoroughly encourage you guys to check out the stuff the BT academy doing because they are absolutely fantastic. And you might enjoy episode one. And I'll look forward to hearing your comments. Today's podcast has been proudly brought to you by treaty with guys try to whip God's work with tradespeople only on their websites and marketing solutions to help them stand out from the competition. Everything from web design through to SEO, search engine marketing content creation United McCoy's. It is a customized solution for tried vice organizations, and it's fantastic head across the treaty. Webb guy's at dot com. Dot AU Ford slash apply. Fill in the form. Let's have a conversation. It'll be the best thing you could possibly do to kick. Start two thousand nine hundred and the right way. Giving tried easing contractors around the globe the tools to run a modern business. You're listening to toolbox talks from the sought shed. Now, he's your host Matt joins. Hello, everybody. And welcome back to walk talks on these such odd casts. Your joining me today or thirst pot or by four part series, actually on conducting. We my man deniger from beta kademi over in Canada. Danny welcome back to the shar ban. Thanks for having me. Danny. You have been on this show previously. We did a really cool series called the top three mistakes the tribunal's Mike that was very well received. And in that in that series. We talked about attracting the raw talent we talked about lack of focus on gross profit margin. We talk about our housing Tom correctly. And today we're coming back with walking ballots will verse by the series. I'm scowling new business from five hundred to five million. That's kind of what you guys do. I've there with with. Now, we did a similar series in for anyone that's interested in these sub definitely go check out the series all Dade with for propagate, which was episode one seven on one. One eighty one which was had one or three million Bill is I don't think it'd be very complimentary. And in these episode, we've going to be talking specifically about building you'll one strategic plan which ties in beautifully to Ulsan book that I'll just read on it. If you have this Denny the one hij- boxing plan from Alan deep. He said go have you got that? I don't have it. No. I'm actually just outta book review on it as well. He's been on the shar very race of actually he was on the showing the only maybe ten shows the guy fantastic, really really simple have break that down put everything on the one. By just got on what I liked about. What you said we through that kinda resonates right now. The upside of five is going to be structuring, you'll company for the maximum productivity. One phone that's going to be had generate rook style employees applications, which is I absolute frigging Manfred around the world, and in maximizing profit in your business, which is going to be the final episode is this as the topics that you have seen trending lightly. Just why you decided to choose. Yeah. Like, I I mean, we were with a lot of guys and girls are in this kind of world of meal five hundred listen say ten million and they're all struggling with the same stuff. It's like, we're not. We don't really have a plan. We're kinda guessing where we're headed. We don't really have a good structure. So we're in the middle fixing all the pieces. And we're struggling like hell to find people. So there's a lot that we have put in there. And then the whole like prophet bit thing if you grow without understanding, the financial your company, there's no point growing, you'll probably make the same if not less, but you'll work just as hard if not harder to make it. So. Yeah. So you're saying it's pretty much. It's very similar message to the one that the folks value says, you know, you can get to five hundred K mock with one million dollar mock. And he says it's is like these Dade zone the businesses fold into once they get in getting from that to the three million bucks formula. Go nocco, whatever it is. He says that's kind of you know, you think you don't gripe, and you get there you like quicksand what the hell's going on. So obviously interested he take on on this is that you'll kind of experience as well. Yeah. I mean, you're it's the classic like contractor trying to learn how to be a business owner. Right. When you're when you're blow five hundred K, you can kind of get away with it. You can be an excellent contractor, and you can go do your day today. And. Probably make decent money in your your hands can be on everything guy doesn't show up. You can go show up for him. You know, building a paging. We'll talk the customer and figure it out and do the work to get get paid. Like, you can do it yourself when you start to get bigger than five hundred cage. So take a million two million three million. You have to rely on your people you have to rely on systems that you will not physically have enough time in The Danny more to do the same thing. Jesus to do it a blow for hurricane and that. And that's why. And that's you have to transition from being kind of a doer of all these things to a builder of awesome systems, and a builder of awesome people and that takes a very intentional change. And without that, you're going to be running. You know, I was called. It's like it's like, you're driving a little Honda Civic, and you redlining this thing. Like you need a new engine kind of get to the next stage. So in this episode in pot one we talking about building, you'll want patients edgy plan now on smoking to in the past, and we've we've had many conversations over the years in a you know, you guys are really big on strategy and getting that issue foundations set Australia hickeys on the show. Beasley a lot of those guys have a very. As far as it, man. Try in the sense of will if you take the time to map out a bit of a strategy instead of the game plan in how do you know if you can the boxes? Pretty Kate methodology around this that you you worked pretty pretty very heavily investing. That sorta initial strategy then building on it and scowling from it. It's one of I think the number one thing is just think about how people spend their time every week. I mean, it's easy to be busy. It's hard to be busy on the things that actually matter long-term because most of the time you're busy with the things that matter short-term, the stuff that matters this week getting that you know, that Bill pays you can pay payroll getting that customer happy again. So they're not gonna kill ghost something bad on your Google reviews. Getting whatever it is as emergencies that happen every day or every week and a business, and you're usually inclined wanted to go take care of those first which leaves you very little if not no time to go and think about where you want to be next year. So there's this this thing about like our things higher gency, and and high impact those are the things you spend most your day in or are you spending more time and things that are high impact, but lower gency, that's strategic planning and that and by doing strategic planning properly it'll start to get you. Spendings say five hours a week on things that are high high high impact but fairly low urgency, actually. But again, it's only five hours a week. Right. So it's getting you in that habit of starting to do that. So then he'd use what it gives a quick rundown on mean familiar with you did a story that you'll background before we jump into this episode without kademi. Sure. Yes. Yeah. So I started a painting business when I was eighteen years old just painting houses residential houses. And taught me a lot taught me a lot about myself. But what I was capable of. I enjoyed it a lot I also tend to work myself to the bone. I was not probably the most skilled person in the room. But I was the most I'd say hardworking person. That's how I always win. I always looked around and been like, you know, I may not be the best business owner when it comes to being the best at sales. The best is all these other things I but I was the best just like working a lot to get my results. And that was how I did it for a couple years. And when I was running the painting business, I was actually a franchisee. So as a part of a franchise organization and over time, I started to kind of get. Raining from the corporate level on how to be better because I was working eighty hours a week. I'd grown a business to about a million bucks. And I was starting to hit a bit of a plateau, and it wasn't really getting any easier to get any bigger. I mean, if I put an eighty five hours a week, maybe I could get a little bigger, but they'd have it all required my time. So I took a lot of time to reflect on, you know, how do I basically look at you know, the way to spend my time, how do I delegates my people? How do I hire better? How do I look at the financials and squeeze a few percent out of our gross profit margin and things like that. And we started to grow, and I started to work less, and I took myself from whatever was one point three million dollar business right before the recession and then through the recession grew up to two million then from there after two years of that took on a but more of a corporate position with his franchise or and I got to help manage but eleven million dollars a year and really see at a corporate level. Like, how'd you lead through layers? How do we had four hundred painters producing that eleven million bucks over just four months in the summer. So it was quite a like small window of time that we produce all that revenue and how do you build an entire business wherever? Circulates around having the right people in place right systems in place. And you're more the puppeteer of everything never did. I have time after that to go do an estimate or to paint a house or to even higher a specific patient. Right. I had the lead through layers and that journey and that experience of going, right? From grassroots. Stay today running my painting business to having this massive organization helped me a lot and it put me in a place. Now, where do I get to kinda share that? And we've created a school essentially for entre preneurs who are intrigued were in painting and landscaping renovations and home services, and they're trying to find an exact same solution to their business that I went through just organically and was almost taught. And so as a screw it. Let's let's teach it ourselves. And now we've created this place where everyone can learn exactly how to scale properly. What are all the phases? Involve those steps would all the processes and procedures we provide everything for them. So we have a ton of content a ton of coaching and a pretty cool community where everyone kind of knows each other insurers ideas. So and Philis zap, they obviously I speak the loads of you know. Tried specialists around the world Danny's program, I think he's definitely up there with while the best of the planet, and I love I love how you guys allow you take that sort of corporate system mentality break it down and make it applicable to try by Sovino's Isan because that's something that is a struggle. And I think a lot of the gauze even just getting them on the stand. And speaking that language with is is a battle. So. Yeah, love love what you goes over there. Thanks fan wild ride. Sorry, we're talking in this episode about building at one pint strategic client now a to hear a little bit. I suppose about what that entails. I mean, you're gonna dog being there will be a strategic fan. I mean as I said before we've had to go on the show. This talked about one marketing point now, I'm trying to figure out hack ahead. You get a one five mocking binding or one pice changing plan you go on. Hi. You got like an entire book. So. Yeah. I think the general concept behind the idea of one page is just trying to say, hey, look, let's keep the simple because if this is an entire manual. You're probably not going to reference it enough to make an impact you probably gonna write it up get excited in January when you got space and then hit production and never looked at it. Again, it behind this is like something you can put on the wall. So your team can see you can see you can reflect on it fairly quickly, and the golden nuggets are kind of there for you. And that's that's the idea why it's one page. Dude us one page to build the whole thing. Now, we had tons of other like excel sheets, and ideas and things in the background that we built to make sure that what's on that one page matters. But it's a summary sheet of the entire business, and we're we're going so yeah, it makes sense. Oh, it was jumping. So I mean, what about a few points? The UN Andrea will collaborating with even things rep with all the methodology. And I guess that's kind of what you were just talking about being, you know, the using the heating the bigger picture soften and breaking down. Into one simple easy to everyone on track. So to God. Yeah. So so this break these down into piece two pieces here like start with the idea of having a goal like your strategic plan revolves around a goal that you're trying to achieve and sometimes people say things like I want to be more successful. I want to have more staff. I wanna be less on the tools, and I'm like those are wants those those are non goals. They have a goal you need to have a very specific idea of exactly what the the goal actually is. So we want to be at three point two million with a four hundred twenty seven thousand dollar gross profit margin. We don't wanna have forty-two percent gross profit percentage off of our jobs, and we have one of two project managers fully operating in the field with the owner out of the day to day that that is a very specific goal. So wanted to go that is that is well that would be one that would be three or four different goals written in your strategic plan in the goal setting section for the year. Right. So that's like that's what we wanna go as a company, and so what I what I really to get people thinking about his as their billing any goal to use this thing called smarter. Since for specific which is wanted just covered specific goals. Measurable goals. Attainable goals realistic goals time. Phased goals. And y fence for on the smart side censor why are you doing what you're doing? And so if you have something that's specific like that. If you have something that's measurable, if you notice that alleged gave you has numbers in it. Right. You cannot measure along the way whether or not you're hitting right, otherwise it's like midway through the year. I want to be more successful. I want to make more money like is more are you on the way to making Morley? You don't know what that means? But if you wanna make four hundred twenty seven thousand dollars, and you're at two hundred and twenty you know, you're probably midway through the year. You're probably mid we're gonna make where you're trying to get to right? Weiner, rock this podcast today to talk to you, very quickly about trading web gauze content creation program that program has been designed specifically for tried by organizations as a way that you go is as tried business. Ireland's Ken Stott, creating content that enables you to engage with your customers and your potential customers. It will enable you to build trust and build report. Because what you're doing is. You're investing in educating them. Biggest problem that we see with customers today is not regularly updating their websites, and that's a problem because first of all the search engines looking for that and second of all attention customers are also king for Tracy web. Gauze content creation program has been specifically designed to help you get regular relevant content on your web select consistently every month. We know that a Todd when you're at the on the tools, and we know that sometimes you don't always have the time to be able to do these things yourself. So we're taking it off your hands for ya. It's a service that we're offering. Yugo is we want to make sure that you're getting these Don because we know how important it is. Anyway, hit across to trade web. Gauze don't come Dodi you forward slash content. Filling the full and one of representatives you'll come back to you. The next one is a for a table. A lot of people get the regal in the way when they're building a business on how they say, oh, why don't we do that last year? I don't know we could do better next year and they get excited and they build this big goal. And then they break it down to go hit it and we tweak within six months their way off and the whole team gets demoralized and nobody's hitting their weekly goals anymore. There's no point even having a goal. Gee, it's not attainable. So you need to be pretty dislike down to earth. Like is something a little step up from last year that we can go achieve and then the are of smarties are stands for relevance. So realistic before it's relevant. How relevant is this goal to your business? How many things and I'll just say this everyone listening out there. How many things have you done last year that you may even spent a month on that? Got you nowhere some talking about the the that employees that you made a rushed higher on. I'm talking about that big commercial job or project. You've got excited about the major no money. I'm talking about that whatever that system that you put in place for the company that nobody ever even. Used like we as entrepreneurs often have what I call entrepreneur ADD stands for like, another darn distraction. Whether you physically have ADD like I do or you just have entrepeneurship ADD a lot of us suffer from that. And it's because there's so many opportunities out there, and we need to look like what is actually relevant to our goals. Are we going to attach things to the company that irrelevant or we're going to get distracted so our sensor relevant T stands for time. Phased. It's basically saying look boast of us crammed far final exams and university of high school, and we're doing the same thing in our business or waiting to the very last minute. Try and get everything done all at once. And in business. Unfortunately, you just can't do that at scale. You can't go produce a million dollars in a month. Right. Like you have to pace that out throughout the year and ended up timeframe's all of this that you can achieve many goals along the way. And then the last one why smarty goals, so the the why part of it it kind of approaches it from a different angle and says if you look at all those other ones I was just talking about their very head space done. Like, these are the numbers this. We're measuring misses the time to hit that why is a bit more of the heart stuff. It's like what what what actually? Yeah. When you actually care about. And why are you growing this business? We a growing it. Because if you don't have a very clear why you're gonna get lost real fast. I probably cried every year. I've run a business. Like, literally like, I've pushed myself to tears and there's times in my business where I'm sure everyone listening. You can reflect on this one time, I want you to do this near mind. When was the last time you're sitting in your office driving to a job site? Whatever was and you're like why the fuck am. I doing. Do. And you don't even have an answer. You're just numb and you're pissed and when you're in those states of mind, and you don't have a clear why you didn't think about when you started this business. What was important to you? When you started the year, what was really important to you. You can get derailed pretty fast, and you can give up and he could stop and you of never rebound from that properly. But when you have a very clear why in a passion behind what you're doing. And you've thought about it ahead of time you've written it down. And it's in your mind every day that stuff can come up, and you can kinda breathe a bit more. You like why am I doing what I'm doing because six years ago, we started this business to support the family because my old employer used to be shitty to their employees? And I want to be better to my people because my know the last companies to work with us to do shitty work. And I want to provide a service to my customers that I can be proud of every day because I had experiences in my life when I was younger that now make me better. And I wanna I wanna prove that every single day. So so what if we just lost ten grand on that one job and my four guys quit. This is a part of the journey that I decided to be on. Right. And that gets you through those moments. So. Goals built with those components. Those elements are very robust like goals, usually people not only, you know, set up properly, but the ledge heave because they're specific measurable attainable. The relevant to where you're going. If timed it out, and you've got a clear drive in a passionate y behind the whole thing. So those are the components of a goal and you're set. Way crowding out one by strategic plan. Visit ole Stott and stemmed down like a tree from the goal. The. Yes, smutty yoga. Yeah. So once you've developed the goal, that's that's sometimes argued with the hardest part because it's kind of like, okay. Like, we really need to think through where we're going what the numbers need to be how we're gonna get there. All the components now, you can sit back and just stare at the goal and say, okay, what are all the lake initiatives that need to happen for this goal to become real. So give you some examples. Let's say running a business. It's a million bucks that you're running all the sales and production yourself and you're wanting to get to one point five and you're like I am maxed at one million dollars. Okay. Well, you probably need a project manager Abyan administrator. Or maybe you need a salesperson. But one of your initiatives could be to hire one of these key roles. It's your you know, what I'm great at sales. I got the office down, Pat, but I'm not the greatest with production. And I. Should hire someone to do that. Okay. So that could be your first higher and one of your initiatives for the year is to hire project manager to take off twenty hours a week of your workload. Or whatever that is. That becomes an initiative. She stared your goal and you develop three to five maybe max six initiatives. Right. You might say, you know, what we got lots of people in the business and things are working, but everything's on paper. And I've seen all these cool systems online where we could put into project management software. This is the year to do it. Okay. One of our initiatives is to put in a project management software. So the initiative section that we have everyone fill out really as the building blocks that allow that goal to become real an initiative is in work twenty four hours. Right. Like an initiative is a piece of fundamental component of the company that now works for you is now functional for the rest of the businesses life. So you figure out what initiatives what which ones are you gonna put in this year? You might have twenty over the next five years. You wanna put in a what five or are you going to put in this year that are most relevant to the next stage of business? It's gonna. Like, reverse engineering. She's sort of got the goal. Then you go in order to get here on do the. Yup. Totally. So from there, you have all your initiatives. Now, you're like, okay. What are we doing this quarter? And so we try and break things down to like quarterly rocks is what we call them. And we're saying now out of all these initiatives, we need to select our project manager, maybe select the software that we're going to be working with. But we won't let me maybe have them fully in their role yet so quarter. One is your rocks could be, you know, generate enough applications. I started started an application generation system to get enough apps for this. This project manager have them hired another set of rocks could be a research all the serum in project management softwares that are relevant to your industry and select one and start with the initial training to know how to use it. So these are rocks. These are little pieces of the bigger initiative that you might do along the way within that year. You might have had another initiative of say starting a marketing campaign that you do throughout the summer, but that initially. Didn't get done in that first quarter because it's not relevant yet that might start next quarter that'll be next quarter rocks. That kinda makes sense. So again like you said that down there to slowly breaking down. Did I am recently. We did a us we've a plant whose about one of the make products. But it's actually he's backgrounds military, and he's got a very similar framework could hit us from his is in the military in the a cool of the one page. Australia plan, I call by eight military history plan is deal. The like the simple thing that you gave out your geo- taming everyone's on the same pies implemented, it a business is very similar what you say they basically taking like a like a three ago breaking down into one ago second one year ago breaking it down into quarterly goal. So I can quarterly goals by going beyond a monthly galls daily actions in most gotta stop in. It's pretty pretty useful. I've been using it a lot. It's bank. Right. Totally because what happen. Is long-term if you do this, right? And he break it all the way down to what am I going to do this week you schedule five hours a week to do one or two of those things you can't hire a guy in a week, but you can post on you know, a couple of key recruiting sites. You can do you know, you put three hours in to do interviews. You can put time into do certain pieces directly rates relate to the long term goal. And I think it's hard for people. Sometimes if you don't do this. You can say I'm going to work on my business this week which idea if what you're working on is actually relevant to the long-term. If you haven't taken the time to break down in this fashion. You're just working on the business. Whether that helps you in the future or not, I guess we'll go find out and in the next episode. We're gonna be talking more about structuring at your company you for TV. And I'm guessing that episode we're going to talk a little bit more about what you just said. It had a friend wake and had a structural deliverables disposal. The sauce chunks is that. Right. Yeah. Yeah. Yeah. The next talk a lot about your team. How do you get your team all lined on goals? Is that everybody every week knows if they're delivering an ROI to the company or not. Yeah. So. It'll focus a lot on that. And it really will say that it utilizes the strategic plan because if you have these key numbers in you know, what you're trying to hit any know what the breakdown looks like you can now get your team behind you on that. So. Or coup. What a what did we miss here in terms of owning your one is for by? What else I can so far is you've got to get the spec dev- Arbor your lodge ago. Make it a snotty goals something specific it's measurable attainable. Which relevant it's gonna time face to it. And of course, the mindset stopped behind you. Why the hell are we doing this water? We want to go. What else are we go? He. I guess the final thought is it's great to build all this and put all the time into this. But you have to do quarterly reviews. So we as our company most of our team that you know, companies we coach they have pre-established quarterly review time. So every quarter there's a day or even just a half day if need be where they're reviewing all how they did. So what did we implement? What didn't we implement how far along are? We okay, what's next quarter's rocks now, and so you can readjust every quarter and having that keeps you accountable and keeps you on pace for what you're trying to hit. But I will say about this after years of doing this everything tends to especially your first couple years of doing this everything you tend to plan out tends to take two to three times as long and cost two to three times as much as you thought. It was going to be kind to yourself in this like don't be like, oh my God. We didn't get like half. We only got have done. It's like good. You got half of it done. It's half more than you would have had you not plan this stuff out. Yup. Exactly on curiously beautiful and sometimes the quarterly review. Whether you guys really let you say it's a quarterly review. But I know you are the why you upright like you. You'll quarterly review is broken down into almost daily metrics. Like, I'm saying, you, spike shades. I find I find if you if you'd measuring things quarterly, and if you're measuring the goals on a quarterly basis, it's almost too much of a gap to them if you all behind China shop, so can you break that down into what you actually do. Yeah. So we're we're gonna talk about a lot in the next session. But let's go I can't yes. In our goal setting in review meetings, and those are weekly meetings with you and your staff, but they are a little bit different. Like Jesus in our is like very numbers based it's very much looking at like, how many leads do we need this week for how many did we generate? It's very like looking at the stats of the company. This is a little bit more project based this is a little bit more. Like, we gotta spend time hiring key staff. Putting in this project management software getting this marketing campaign up and running and you will you want to build that as project time for the company and your strategic plan. It certainly involves your numbers like we have to hit a certain number by the end of the quarter. But really the review time is looking at. Okay. What projects did we lent which ones we didn't? If you're behind on numbers. Okay. Let. To problem solve but we need to do differently. So if we're only able to do six quotes a week and are quoting system is making a stoops eight quotes a week. Do we need to hire another person? Do we need to do one hour quotes for to our quotes? You can talk about that in your quarterly review to try and get next quarter more efficient. So it's really about strategy and the bigger picture strategy every quarter. So yeah, clarify that about what I think that, you know, all you need to do is full meetings. You no, yeah. So beyond beyond this. We're gonna get into the next session that we also on top of that with our team have every week. We have a goal setting meeting that kind of guides us and keeps us accountable. Okay. We'll on that. Why don't we wrap this one up? We're gonna come back in the following episode. We're going gonna talk about how to structure is you'll business to accompany organization for maximum productivity where we're gonna get granular supposed to metrics meetings. Giving accountable Lonzo ball sound. Good awesome. Good role. Thank you for listening to another episode of toolbox talks if you liking what you hear and you can hit across to the site shade dot com where you can join our community by signing up to our toolbox talks. You'll get sent a weekly notification, which is basically a high lot of everything that we've spoken about joining that wake along with any other industry news that might be relevant. Oh specific to the triads if enjoying the show, you can head across to achieve Stitcher or soundcloud, what you can leave us a review that would be fantastic and all the reviews get right out in the show. 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