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How to Maximize Efficiency and Effectiveness - S5E5

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Season 5, Episode 5 including a picture of the owner Glenn Mattson

The content of this recording is copyrighted by Sandler Systems LLC. All rights reserved.

Glenn Mattson

Hey everybody, welcome back. In episode five of the five stages of an entrepreneurial, we've talked about what an emerging entrepreneur looks like and what a developing entrepreneur looks like, and as we start to talk about that developing entrepreneurial, a lot of things we need to discuss on those individuals that may not be looking to grow. Still, they want to be more effective and efficient. Remember when we were talking about the developing entrepreneurial, you have to remember they know what their world is. They understand who their clients are. They have an idea of what their problems and concerns are. They understand how to solve it. They understand how to speak the language. So, a developer has kind of a swim lane that they're very comfortable in, they're very successful in. Those individuals are not necessarily struggling for new business. What they're trying to do is not grow, but how do we become more efficient and more effective with what we have? In essence, for many, it's about creating a lifestyle business as we call it now, as we get into our journey today, realize that I'm not necessarily talking about tenure or someone with income.

Glenn Mattson

So, a developing entrepreneur who is looking to create really a lifestyle practice could be in the business for 10 years, 15 years, could have a practice of $200,000, could have a practice of and or a business or an income of over a million, but they're not looking to necessarily add business. What they're looking to do is live in the world of goal time, not clock time. We look at this goal time, not clock time. It's about understanding what you need to do to be efficient, to be effective, and to be profitable.

Glenn Mattson

So, let's take a journey as we start to go through in today's session, which is really for that developing entrepreneurial who's looking to really have the ability to have more control over their time, more balance, but they're again looking for maximizing their efficiency and their effectiveness. So let's talk about the steps and the action items that you can do for sure to get to that point. A lot of times, I'm having conversations with especially producers or individuals who own their own practice or own their own business, and they're getting to either a point in their life or a stage within where the energy that they're putting into the business needs to be reframed or changed.

Glenn Mattson

What I mean by that is, is that they're looking for efficiency and effectiveness. Now realize those are two massively different things. Being effective is making sure that you are maximizing every opportunity. Being efficient is making sure that you are achieving that effectiveness in the shortest period possible, without losing the results that you're looking for or the outcome. So, let's take a look at a couple of things that I've done over 30 years to help individuals really transform their practice into their business, into more of a lifestyle-type business.

Glenn Mattson

The first is I want to share with you is a repeatable process. This is essential. Anything that you do that has to be done over and over again in a short period needs process. So an SOP is a Standard Operating Procedure. That's where you document each of the stages, each of the steps, the must-haves, and the should-haves, which is basically creating what we would consider a flow chart. Now, in the old days, you'd have a huge Excel spreadsheet that would have the action items on the top as columns, and the rows would be your client's names or the individuals that you're putting through the process, it'll be a checklist of who does what item, when does it have to be done by? What are the action items that need to be done? So, you're driving without participating in an oversight of what had to happen. So. Now we take a look at these repeatable processes. I'm going to touch upon a handful of them, and in today's world, with your CRM and with AI, it is amazing what's happening inside of everyone's practices and world. So let's start with the first process, which I would consider one of the most important ones, which unfortunately, an awful lot of people don't necessarily take a look at. But when we look at your sales process now, for some of you, the sales process should be repeatable.

Glenn Mattson

The sales process should have consistency to it. The sales process, if you look at it, is identifying what the stage name is underneath that, what are the must-haves that you have to accomplish for you to say you're ready to get to the next stage? Below your must-haves are the should haves. Those are the things that if you do get it accomplished, it just improves where you are. It doesn't have to be there, but if it is, it makes a lot better. Lastly, with your sales processes, what are the next steps? What are the next steps for you, and what are the next steps for them? I have found that inside companies and firms, even if you only have one person who is doing production, having a consistent sales process really makes them become a lot more efficient and effective in their abilities, which I'll dig down into in a little bit.

Glenn Mattson

The other one I want to take a look at, and again, we'll dig into these, is new business. So, new business is making sure that, after you make a sale, whatever that may look like if you pass the baton to somebody, to make sure that they have the new business, the paperwork, the onboarding, the documentation, etc. What does that look like? And have a process for that?

Glenn Mattson

The third, one, is really looking at your reviews. For some of you, it could be called a QBR, which is a quarterly business review. Some of you may meet with your top clients two or three, four times a year, and other levels of individuals will have less frequency, but a review is taking a look at where they were, what you've done to solve their problem and update on where they are with those issues. Of course, if there are any gaps in the plan they have to identify those gaps, making sure they're on the same page about the willingness and the wanting to solve that with that is then giving the recommendations so they can make a decision. So, your reviews are incredibly important to make sure you have a process. Even so with your review, the review itself, it's the scheduling of the reviews that is incredibly important, also in the follow-up.

Glenn Mattson

So, with reviews, another consistent, repeatable process is presentations. Presentations are the creation of it, the output, the scheduling of it, and the follow-up. Now, what about following up on leads? If you have a fair amount of leads… I just talked to someone a little while ago, and he has 875 leads coming in this month alone on a request to see and get a copy of his book. You have to have a process and how to follow up those leads. Another process a lot of people overlook is things like staff meetings, one-on-one, coaching, and onboarding new hires. You have to remember your process runs your business, your people run the process. So taking a look at how to document is amazingly impactful in today's world. A lot of people will create these within workflows, within the CRM, which I think is a fabulous idea, as long as you apply it and use it. I have an individual that last week we were having a conversation, and it had to do with reviews, for instance. This individual has X amount of people they need to talk to every single month to achieve what they need to do with regards to their promise of the touch points they have with their current clients to create that value, maintain the value, and ensure that they don't have any gaps inside their plan. Yet, one of the things that is a major timekeeper, and it does cause stress, is ensuring that those individuals have the number of reviews they're supposed to have now, with changes in holidays and vacations and reschedulings and stuff. Sometimes things fall through the cracks.

Glenn Mattson

So this individual, through some AI tools, has the ability to ensure that their best clients are meeting and achieving the deliverables that they promised, in terms of frequency and quite honestly, with all their clients. So, when you looked at it, AI was really driving the ability to make sure that they had the WHO taken care of that if anyone was reschedulable, it went back into a process so no one got missed. They also then converted the AI technology into the prep on what had to be done for each of those types of reviews. And for many, you know, we have a review for new business, and we have a review that doesn't have any new business. So once the prep, the outcome, and the communication were all created into a flow chart, and put into the AI process, what we did was we literally took off almost an entire week out of his have his month. It was three and a half days that we eliminated activities and follow-ups, etc., just by putting the process in place.

Glenn Mattson

Another one you want to take a look at is in addition to process, which is really important, right? The process runs your business. Remember the other one, besides process, is really taking a look at delegation. Delegation is really when you have to take a look at taking off the things on your plate so that you can focus on the most effective things that you're supposed to do. So for instance, we call that pay time. And no pay time. So, pay time is the things that specifically you have to do and which generates the revenue. No pay time are important things, but those typically will get you ready for your pay time. Not knowing the difference between paid time and no pay time is what we call the trouble line, and an awful lot of people will understand that they have to do their pay time activities, but they get stuck or overwhelmed or engulfed or a lot of times hide and they're no pay time activities to feel guilt-free.

Glenn Mattson

So for instance, preparing a presentation is no pay time, actually conducting the presentation in front of your prospect is pay time, preparing to get a feed list or to understand how to who they're connected on LinkedIn, for referrals, is a no pay time, sitting in front of the client, having a conversation about who they know. For referrals, it is a pay-time activity. So if you're looking, as a developing entrepreneur, and you're looking to be more efficient, then one of the things we need to understand is delegation.

Glenn Mattson

Delegation is taking a look at the individual things that you're doing, and most of it, and all of it is really under the no pay time activities, is that you have to delegate as much of that as humanly possible, and by the way, you can delegate almost 90% of it easily. It's more your problem than anyone else's that you think you're the only one that can do it. But your profit, your efficiency, and your effectiveness are in your ability to spend most of your day, most of your time, and most of your focus time on really pay time activities. The average person can increase their business by 30 to 35% just by doing pay-time activities during pay-time, and everybody has different pay times, and that really means is, what's the time during the day that your clients are most prone to the activities that you need to do in that area to be successful. So we're looking at the effectiveness of per-hour profitability, and that's maximized by you focusing on your pay time activities and allowing your team to actually focus their time on what you would consider your no-pay time activities. So we take a look at delegation.

Glenn Mattson

Delegation is one of the critical, most important aspects of really creating a lifestyle business where you want to maximize your efficiency and your effectiveness. It's kind of interesting when you look at it, the first thing that you want to do is look at the things that have the highest repetitive usage, the things that happen the most yet really take the lowest level of competency. And I'm not saying that the individuals that are doing it for you aren't smart. They're typically very smart, and they have a lot of great behaviors and values, but it's the low competency with regard to what needs to be done in your role. So for instance, paperwork that is a highly repetitive situation, but it's not the best use of your part per hour time.

Glenn Mattson

So paperwork is one, and scheduling is another one. So if you look at these things that are really again, low competency, high repetition, that's the easiest ones to put off and delegate. Now if you're going to tell me you have issues that you don't want to delegate, because in the past, it never worked out for you. Didn't want to delegate because things weren't getting done, which is all the stuff that I hear year after year after year, when I turn around and tell you that it's not a staff issue if you're having those concerns, is leadership. I'm going to talk about that a little bit later, but when you look at delegation, delegation is really getting rid of as much of the no-pay time activities as you can, and taking the time that you save and putting it back into paid time activities, so if you've during paperwork, may impact you say, three hours to six hours a week, which is pretty common for many even preparing for meetings, is another hour or two right per day.

Glenn Mattson

So if you're looking at these things and you actually delegate it off your list, and once the individuals you're delegating it to, not only know what to do but own what to do, then that standpoint is, if that took 15 hours of your month off your plate, you have to put that 15 hours back into paid time activities. If you do that, you're going to get a rate of return of at least three to one. At least three to one, meaning that if you invest in a person to help you do the no-pay time, you should be making back three times what you invested in them, so it is well worth the time and energy. Then what happens is you take a look at those that have repetition but need mid-competency or high competencies. Maybe that's doing the paperwork for some difficult types of scenarios. Maybe that's preparing you for your QBR or reviewing, and prepping you for your meetings, making sure that, for instance, if you're going to do a proposal, they have the documentation in there and they have the strategy Correct. What about servicing clients that are not just your low-end but your high-end clients? What about those who have to onboard or service or even build relationships? So it doesn't mean that you're lessening your role, it just means that you're being smart with your time and your energy.

Glenn Mattson

So, delegation is a monstrous must-have when it comes to making sure that you're efficient and effective. Within the developing entrepreneurial remember their mindset is, I'm the only person that can do it, or I'm the only one that can do it right, is a self-limiting belief that will hold you back from being effective and efficient, having the capacity to train somebody over time, but today's world of technology, and different sites will literally help you if you do the activities, it will record what you're doing and convert it literally into a playbook. So delegation is really a personal roadblock for many, and it's really having the ability to learn how to onboard, how to untrain your individuals, to ensure that they can do what you're doing at the level that You need it done at the end of the day.

Glenn Mattson

Most people will say to me, I know I should, but I'm afraid to or I haven't had success yet. If something in their life forces them to delegate and forces them to work with their staff to make sure that those things are being done at the level they're being done, it does work period, there's always someone out there that can do your no pay time activities. Realize all your no-pay time activities can be replaced by somebody else. Don't be so arrogant. You're the only one that can do it. So realize, that if you're not delegating effectively, it's a leadership issue, not necessarily a staffing problem. Now realize that when you delegate, you have to make sure that the people you're delegating have the same values, the same beliefs, and the same habits as you ie, follow-up, detail, orientation, etc, but that's about hiring people.

Glenn Mattson

So, when you delegate, make sure that you don't use the excuses that are used and why they're not delegating. So, if you want to have a business that gives you efficiency and effectiveness, the first thing is you have to make sure that as much as humanly possible is process-oriented. Process oriented as steps. Who's doing it? When does it have to be done by second thing is, to take off as much of the no-pay time activities as humanly possible onto other people's plates. Me, personally, when I first got started in a business, sure, I did everything, and I did everything, and I wasn't very good at some stuff, and then I got really, really good at a lot of stuff. And then when you hire somebody, the first thing you're thinking is they can't do it as good as I can, or I can just do it faster. All those things are true, but you have to remember, you've already rounded third base and your skill set, and they're just getting into the stadium.

Glenn Mattson

So what are the things that you had to do to get your speed up? So patience is important, clarity of what you're looking for, and giving them an onboarding, a roadmap on how to do that is critical, which, by the way, is called process. The next area I want to talk about is a couple of what I call trigger points, things to look at that really move the needle when it comes to sales now, remember, I said that one of the processes that I think are critically important is your sales process. Well, with your sales process is also a prospecting plan. That's also a process. We call that the cookbook. A cookbook is a behavioral map of how you can go from your income down to your daily behaviors. And if you do the daily behaviors, you will reach the number of individuals you need to that are the right people, at the right level, at the right consistency, so you can have the number of sales you're supposed to have to generate the revenue you're supposed to have period. It's just reverse engineering. Is really taking a look at and it's a masterful way of going from what you want to build into daily behaviors to get there. So again, it's behavioral mapping. We call it the cookbook.

Glenn Mattson

Now, with that one of the areas, there's three here, and I'm going to go through them, and you'll see how much people can move their needle on such small stuff. So one of it is, the first one I want to talk about is the average case size. The average case size has a direct proportion to your self-esteem. You. Your average case size is directly connected to what you think you're worth. Now the reality is, is that you will look for what you're looking for, and when you find it, you stop looking. So when I ask you about your average case size, what is your average case size? Now, with your average case size, if you want to become efficient and effective, you can't do the old trick of, hey, let me do a little bit of a monkey's paw, and I'll come back later and get the rest of it. Change that. Look at it, are you cleaning the bone, or are you leaving more meat on the bone? What I mean by that is, is your average case size based on you, or is it based on the customer base that you have? ie: Am I getting everything I can possibly get? They just don't have a lot. So when we look at that, that's two different things. See, you earn exactly what you think you're worth, and who you call on inside of an organization has more to do with your self-esteem than your skills. Your average case size has more to do with your self-esteem than your skills.

Glenn Mattson

So if you want to create efficiency and effectiveness, focus on your average case size. Now here are some tips I would like you to take a look at if you're closing, for instance, three cases or four cases, and your average case size is three grand. And again, these numbers are irrelevant. Just to prove a point, maybe you have to do one a month and it's 400,000 but those individuals that that developing entrepreneurial, most of those individuals, their average is between three and five for many in terms of a sale. So let's suppose they do four a month at 3000. Well, what would happen if this actually starts to over? Does this start to occur? So here's one strategy that I want you to put in place that has worked over and over and over again, and it follows the premise of baby steps. Remember, your average case size is connected to your self-worth. So typically, most people can't go from, say, 2000 as an average case size to 6000 overnight. So the baby steps are because, again, money is conceptual. So the baby step technique is to increase your average case size by 10% every 30 days by increasing it 10% every 30 days over the course of your year, you're going to grow by 30 points with no additional sales, not selling more, selling the same, but actually increasing your average case.

Glenn Mattson

Go, do the math. Just sit down and figure out compounding. What would it look like? So I don't want you to be doing any more monkeys? Paul, right, sell something easy, and then get them in and go back and sell them later. It's not being efficient and effective. That's what people do when they don't have the skills to get it all in one shot. Now, I know there are some exceptions to that, but let's stay on the 90% world rule here. The other is, you have to ask yourself, and I don't know how to say this…. Are you cleaning it up? Are you doing everything that they can do from an investment standpoint? Or is your mind, say, once I hit $4,000 or $5,000 I'm gonna stop looking that's why other individuals with their average case size is, say, six or $7,000 when they hit 303,000 they say, okay, all right, we're halfway there. Yet you and your brain would say, woo, woo. We made it.

Glenn Mattson

So part of it is, is we stop looking once we find what we're looking for. A 10% increase is massive. Now if you're cleaning the boning, there's really no opportunity for more business and that number of average case sizes isn't going to achieve your efficiency and effectiveness model. What that means is you have to move upstream. You have to go from the individuals you're talking to to larger case sizes. In a larger case size, if you're cleaning the bone, means you're in the wrong market. So for instance, I have an individual, Chris, a hell of a guy, and from what he was doing, he is seeing a lot of people. He's really effective and efficient at what he does. Yet his average case size was around $4,000 now that $4,000 was because his household income which he was selling into was about 225,000 and again, use as an example, regardless of what industry you're in. So because he was in a swim lane of dealing with individuals that brought in or had an income or a family income of 225,000 his average case was four or five. Now, from where he sat, he said, there's really no other additional new business that I can get. I'm kind of maxing out. So for Chris to get to his financial goals, Chris was in the wrong swim lane. So over 18 months, we had the ability for Chris to go from his average household of 225, to now he's at 640 so by literally quadrupling or a multiple of four his case size has grown dramatically, the same type of conversations, potentially, the same type of solutions in different worlds, but at the end of the day, the average case size was significantly larger because they had the ability for a larger budget.

Glenn Mattson

So one trigger area is to increase your average case size. Increasing your average case size by 10% is incredible. If you are maximizing your average case based on where you are and you need to be more efficient, more effective. We're not looking for you to reduce your income. We're looking for you to maintain or even grow it a little bit without more work. To do that, you have to have the right swim lanes, and that means What's your marketplace? Who are you calling on? So number one is the average case size.

Glenn Mattson

The second one I want to throw at you is your conversion ratios. I could spend three hours on this one. Your conversion ratio is any KPI that you have. What's the conversion ratio from one column to another column? So for instance, one of those we could look at conversion ratio is your closing ratio. Some people walking Planet Earth believe that if you get a 30% close ratio, you're doing great. If you're presenting to 10 people and you're only getting three of them as a client, that is not effective. So when we look at a developing, entrepreneurial one of the things that you have to look at, which is different skill sets, is, are you a master? Are you? Do you have the ability to truly qualify your clients? Qualifying them as you know, is understanding what their problems are, and having them admit or share with you the impact of those problems. Remember, you never solve a problem, you solve impacts. And that with that impact, it's large enough or hurts enough that they are committed to solving it, and you have also uncovered their budget. What is it who has to sign off on it? When's it going to be available? People, what are they able to invest more and above what they're doing right now? IE, what's movable and not movable, and also, what kind of decision-making process do they have? Who is it? Who has to sign off on it, etc? They become ultra-effective in qualifying. But to be super effective and efficient, it's not about qualifying.

Glenn Mattson

I would share with you, it's about being a master of how to disqualify people. See, in the beginning, you may want to swing 10 times to hit three bats, right? Three hit three balls, but if to be effective and efficient, you really have to move up that ratio and get rid of that philosophy. We call it ghosting and leaking. Think about just this ratio again, 10 presentations. You close three. Some of you are going to say that is the best thing since sliced bread. Some even say that's pretty normal. I would tell you I would turn it on. I think you're crazy if you're trying to be efficient and effective. What that means is that seven people after you went through your presentation, gave you a think it over or a no. Now thinking over is really a delay. We all know that one that's called leakage, how much time and how much energy, how many hours you and your team put into those seven presentations that you didn't win. That's called leakage in a conversation with a producer group last week, and these individuals, great practice.

Glenn Mattson

There are three partners and about 10 people on the team. Has some great staff, very process-oriented, yet, when I was looking into it, their conversion ratio is 50% and it's only a little worse with people they don't know. It's 50% with their current clients. So we're looking at the fact that after each meeting, they're not qualifying or disqualifying. They're just poking the bears saying, hey, is this something that makes sense? And if they get someone to say yes, they turn to their staff and they go and put together a proposal. To go and put together a plan to go and put together a roadmap that says, this is where you are, this is where you need to go. This is why you need to get there. Let me share the features and benefits, and at that point, they hear from their clients. Hey, that's a great idea, but I need to go talk to you now. I don't know how we're going to fund that. All those outputs are because you didn't qualify. So leakage. This one group, spent $387,000 last year, $387,000 of man-hours of leakage and running after business that was never qualified. So your conversion ratios are incredibly important. Our belief is is if you're not getting at least 80% converted, you're not qualifying or disqualifying appropriately.

Glenn Mattson

Remember, not everyone has to go to a presentation. I don't want to hear from people that you know in their world their second meeting is a presentation just to create enough interest then to qualify. That's a model where you're using a presentation as a door opener. We call it executive briefing. A little different. If you're sharing with people what their problems are, how to solve them, what's the plan to solve them, the tools and resources to solve them, and what it would take, from an investment standpoint, to solve them. You're doing a proposal, so if you get it, putting together a proposal, you have to have an incredibly high conversion ratio. Now this only doesn't work if you live in the world of RFPs, an RFP, especially if it's something that's online and you can't even talk to anybody, is exceedingly different. And if any of you do that, God bless you. This podcast is not for you anyway, but for those who are out there who are sitting in front of individuals, current clients, and new clients. You must understand your conversion ratios. And by the way, your conversion ratios may change dramatically based on the source of the new business, which we'll talk about in a couple of seconds, but be focused on leakage.

.

Glenn Mattson

Leakage is critical. That's the money it's costing you by not qualifying or disqualifying people sooner. The other area I want to share with you is sourcing. Man. Where do you get your new business from? You? Where do you source it? Is it current clients? Okay, what about new clients? Where are they sourcing from? Are you waiting for a referral to be given to you? Are you waiting for someone to say, hey, man, I love you enough and trust you enough you should talk to this person? Or are you proactively going out and shaking some trees? Are you looking for referrals from your best clients? What about the center of influences? What about other alliances you have cold marketing, warm marketing? So sourcing is, where do your new business's first appointments originate from? Look, I just had a conversation with an individual two weeks ago, and they have five alliances that are connected to CPAs, and different CPA companies. Of those five, he booked them all into one source. I said absolutely not. So we'll just going to call them 1234, and five. And what we learned was pretty staggering. And by the way, this happens all the time, the key here is the profitability of the source.

Glenn Mattson

So one CPA would give two really good leads per month. That's a total of eight. They typically would take two months and about four meetings to five meetings from hello to close. Their average case was 3000 so the flow, one would say, is great, eight new opportunities. Those opportunities, because of the complexity or lack of would typically take 60 days from hello to yes or no, and within that, they only really had not that many close, okay. And so two of the eight would move forward. And of that, the average case size was three grand, okay. Then we looked at another one of his sources. This source only gave him four leads the entire year, four. The other one gave almost 26 right? So, big difference in flow. But the interesting thing is, these four leads all were one call. The one call was, we are using you. They still had to do a strategy call on what we were going to do, but then if we're going to use you was done in one meeting. So their sales cycle was incredibly short. In comparison, their conversion ratio was dramatically different, also of the four. One call and all four moved forward average here, the average was 80 grand. So, the increase in the average, right? So if you take a look at this. I only got four and closed them all short. Cycle averages 80. This individual is embarrassed because when I asked which one was your most profitable source, he said the first one. And he did it because it was flow. So when we look at your sources, you have to make sure you understand about profitability of the source.

Glenn Mattson

So the first CPA, we spent time on how to increase the quality of people, not necessarily the quantity. So we looked at how to within their database. Were there better people that they should be introducing them to now, there were the realities with this scenario. There wasn't that was the CPA sweet spot. The second one was we took a look at how we increase the quantity without impacting the quality. Now, in this scenario, the CPA specializes in small business owners. The CPA specializes in family-run businesses. So when this individual, when we put together a plan to increase the quantity, he went from having four leads to doing about 330,000 last year, in in in new business to this year, he's done about 12 and he's over 1.3 million. So what we had to do was make one source improve their quality. We had to take a look at another individual, and we had increased their quantity. I had an exceedingly successful producer at a national program that's out there from practice management and financial planning standpoint. They really generated a lot of their business through joint work. Yet, when I looked at or took a look at the joint work, we started cutting it apart.

Glenn Mattson

That wasn't the source, the joint work was, either was it a client or a prospect of the joint work partner. What we found out was, is, if they were a client, some may say, huh, interesting. But if it was a client, the sales cycle was twice as long and the average case size was half. Yet, if it was a prospect, it was much quicker to qualify or disqualify, and their average case was almost double the other. Yet they were looking for in getting a lot of joint work with the other producers, and clients. So once they brought this to their attention, they started realizing that three times, right? Three basically the majority of the leads coming into the practice was joint work with clients. So once we understood where the profitability was, we slowed down the client side and we increased the prospect side, which meant that the joint work partners made more. My client made more, but they were ultra-effective and efficient with what they were doing. So as you look at 2000 and moving forward into your year, effective is key. Efficiency is maximizing your time. The profitability process allows you to get the results with our being part of the process.

Glenn Mattson

If you're looking to create a lifestyle business, push yourself to be focused on the most profitable aspects of your business, and then look at how you can increase your conversion ratio, increase your average case size, maximize your sources, make sure you can delegate as much as humanly possible off your plate, and then put it into a repeatable process that's documentable and takes you out of it. Good luck as you move forward into your own personal growth series, as you're starting to become more efficient and more effective, these tips, I know will move the needle, have moved the needle, and I think they'll do the same for you. More to come on the Building Blocks of Success.

Glenn Mattson

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