The Big Idea
Business doesn’t have to be so complicated.
Questions I Answer
- Do I need an MBA to run my business?
- What are the different areas of business I should focus on?
- What’s one thing I can do to grow my business?
Key Moments in the Show
Why you don’t need an MBA to run a business
Strategies for doing business easier
Growing a successful business
Resources and Links
- Connect with Donald Miller
Hustle grind. Repeat society has been telling us that for far too long, it is a dated obsolete model that desperately needs evolving. Let’s do business differently because you can, you didn’t start your business to work 60 plus hours a week. You’re a business owner because you want freedom, time, freedom, financial freedom, lifestyle, freedom. I’m on a mission to give you that I guide impact driven women, just like you to simplify scale and strategize. So you can take action double down on your business and yourself without doubling your workload. I shave off time while helping put money in your pockets. I know because I’ve done it myself. Growing a seven figure business while growing a family, it can be done. You can be the visionary, the leader of a team,
the successful woman you were designed to be. It is time to stop operating at ordinary levels and choose to be extraordinary. I’m Tanya Dalton, and this is the intentional advantage. Hello. Hello, and welcome to episode 227. Today. I have a great episode for you because I have Donald Miller on the show today. Now, if you’re not familiar with Donald Miller,
he is the CEO of business made simple, which is an online platform that teaches business professionals, everything they need to know to grow a business. He’s also the host of a weekly podcast called business made simple, and he has helped millions of business leaders grow revenue through his online courses. He has worked with industry leading companies like Chick-fil-A charity, water, Ramsey solutions.
Tom’s among many others. And I’m really excited to have him on the show today because we’re going to be talking about how business can be simple in this season where we’re talking about taking action. I think so often this idea and this concept of taking action feels like it has to be big in order for it to count, or it has to be complicated or complex.
And so often the moves we need to make with our business are really quite simple. If we allow them to be, we have a tendency to overcomplicate overwork overthink. And so I love how Donald Miller has taken a lot of these big concepts that we think about and really simplified them. And he’s done an amazing job in his book, which is what we’re going to be talking about today.
So let’s go ahead and dive into this interview because I know you’re going to get a lot out of what Donald Miller has to share. All right, Donald, it’s so good to have you on the show today. So happy to have you here. So the business made simple is the name of your new book, and it’s really straightforward, easy to read it.
It is really simple. It’s a title that actually fits the book. Fabulous. I read a critical review on Amazon the other day that said it’s too simple, simple made too simple. Maybe they wanted a book called business made complicated because business is already too complicated. Yeah. That already Exists in the university system. So we’re trying to counter that. It definitely does.
And that’s what I do like though I liked that it is, it’s very simple. It’s very straightforward. It’s a great resource because you offer up a lot of practical advice and I think you’re right. We have a lot of complicated textbooky type things, especially with traditional schooling. And in this book, you talk about the importance of being a value driven professional,
regardless of what industry you’re in. I like that phrasing value driven. Can you, can you talk into that a little bit? Yeah, totally. You know, I just realized in running a business and hiring people that there’s this ugly truth out there that absolutely nobody wants to talk about or admit. And that is that there is literally a monetary figure floating over every one of our heads.
It’s what you’re worth on the open market. So, you know, I firmly believe God sees you as priceless. Hopefully your spouse sees you as priceless. Your kids, your dogs certainly sees you as priceless. The market puts a number on you. It feels like an unfair thing, but you know, if you can cut up a potato and lowered into grease for three minutes and pull it out,
you’ve got $15 an hour above your head. If you can do that, but also align a team around a mission. Well, you might have a management or an assistant management, so you’ve got $25 over your head. If you can read a P and L statement and maybe understand how to manage the finances, the cash flow of two restaurants and also run HR and all that kind of stuff.
You’ve got a $250 over your head that where it feels unfair to say, there’s a number over your head. Only if you can’t control it. But if you can control it, it’s actually a massive opportunity. And so what I want to do with business made simple is write 60 daily entries that come with 60 videos. You just get a video, an email,
and every day you raise the number above your head. And that’s the whole point of the book. I love that because you’re right. We want to pretend like money doesn’t matter. We want to act like this is how the world works. And so it’s this idea of really making yourselves into a great investment. It’s investing in you, it’s investing in who you want to become.
And so, you know, you kind of touched on this idea that, you know, you pull potatoes out of the friars 15, you start managing people. It’s 25. So let’s get into this idea because you have this value driven professional. But if you have a team full of value driven professionals, you really are unstoppable. It’s this idea of having a solid team,
right? That’s right. Yeah. You want everybody on your team to have a strong business acumen. We call them business athletes around my company. Just people who are extremely productive and effective and who understand how business works. A lot of times, you know, Tanya, I don’t know about you, but there’s a lot of people in the workplace who really feel like,
or work like, or have their philosophy the way they see the world. That work is some sort of that people give you money and then they’ve volunteered their time. And so it’s all about relationships and stuff like that. And I think relationships are critical and important, but the reality is, you know, if you’re a farmer and you decide you’re going to have a very beautiful workplace on your farm and you’re going to spend half your time visiting with neighbors and get to know them.
And then half your time farming, you’re going to get half the produce. That’s, that’s just how it works. And that’s not me talking against relationships at all. It’s just that so many employees will take their paycheck from you. Cause everybody listening to this, probably a business owner or an entrepreneur wants to start a business. They’ll gladly take money from you,
but then they don’t want it to be all about money. And I’m just thinking of, you don’t want to be all about money, Right? I’ve tried that nobody wants to get paid in hugs. That’s Exactly right. And so I think if we could just make it easier to understand how to make money, a lot of people don’t want to go out and make money and think it’s a bad thing because it brings up an insecurity because they feel incompetent to do so.
This book makes you competent to do so. It just isn’t rocket science. I think the university system, at least the business schools are a rip off. I really do. They do not teach you actually how to make money. They teach you to read a white paper on trade with China and have some opinions about that. They may study ventures and acquisitions and venture capital,
how it works that you know, but you don’t need to know any of that to grow a small business. You just don’t. And once I realized that, you know, I didn’t go to college, I grew up really poor. My mom, single mom, you know, we stood in line for government cheese and really thought I was stupid. Cause it made such terrible grades.
I ended up realizing down the road that I could do two things I could write. I was a pretty good writer and I could run a business. And so somewhere in between my mid and late twenties, that began to flourish in me too late for me to go back and have a normal college experience. And I ended up building a, about a $20 million company with a 60% profit margin with no venture capital,
no private equity, no bank loans. And I just said, this has been a con game for a long time. You’ve got a bunch of people out there who sound smart, who are intimidating everybody, but I’ve hired some of those people. And it turns out they can’t run a business. They sound smart, but they’re not smart. Right? And I think this is something that holds people back is they worry that they don’t have those letters after their name.
Right. I have an advantage. If you don’t have the letters after your name, you really might. Cause you don’t have to unlearn anything. The disadvantages, you may not have the confidence that you need and you do need that. You do need confidence. And this is not to speak universally against the university system. But if my daughter sat me down one day and said,
I’m not going to college, you didn’t go to college. I would, my heart would stop. And I’d say, okay, hold on. We’re good. Wait a minute. Hold on. I want to be like dad and be an entrepreneur. Yeah. Without you, you’re already a doctor. If you’ll be a lawyer, you know, we got,
we can’t learn to learn that on YouTube. So, you know, there’s a big place for it. But I just think a lot of us as entrepreneurs don’t have the time to go back and get an MBA. What we’re really looking for is not an education. We’re looking for confidence and it’s business made simple exist for that very reason. I mean,
right out of the shoot, you start figuring out how to run a business really, really quick. And if your entire team knows how to do it, then you’re not alone doing the heavy lifting. I think that’s the beauty of it is we bring team on, not because we’re looking to pay people, but because we’re looking for support and you get other team members who understand how the business runs,
that lifts the entire group altogether and drives your business forward. Yeah. I always say hi. Yeah. Hire somebody. Who’s competent to help you, but don’t hire a rescuer because they don’t exist if you, yeah. If you think somebody’s going to save the day, forget it. They don’t exist. Well, let’s talk about how do we create a team like that?
What makes someone that you’re looking to hire or onboard stand out from the crowd? How do we know that someone is right for the team versus, you know, just anyone who walks through the door for an available position? Well, it’s a brash question, but the question that I like to ask is give me three ways. You can make this company money.
If they can’t answer that question. And most people can’t, they don’t understand how a business works. Right? So in fact, a friend of mine, a friend of mine saw and went through business, made simple the book and he interviewed who’s in college and interviewed for a job. And they said, look, we really like you like your personality.
You don’t have a degree. And we just don’t hire people without a degree. We appreciate you coming in. And he said, okay, you know, I don’t have a degree. I’m still working on it. I should have a degree in here at a year or two. But before we go, let me tell you the first, what I do in the first 90 days of me working here.
And he said that stopped him. He said, I changed your mission statement because right now you don’t know it. Nobody in this team knows that, therefore, you’re not on a mission. You haven’t aligned this team. Your marketing messages are so confusing that you’re losing customers and you’re not capturing email addresses, which is a major way to increase revenue. You know,
he went on with their management and execution system. He talked about their, their sales team and how the sales team doesn’t have sales scripts that invite customers into a story he talked about. I would look through the contracts and I would try to renegotiate some of these. I don’t know if you have good contracts or not, but I would look at it and try to renegotiate.
What I would try to do in my first 90 days is double the amount that you were going to pay me in the first year. So you would already double make a hundred percent return on your investment in my paycheck, if you hired me and the guy said, just hold on a second. He went and got his boss. He’s like, I need to take notes.
Hold on. I went and got his boss and sat. The Boston’s had listened to this kid and they hired him. Cool. I hope They did it. Of course they hired us. Why wouldn’t they? The point is the guy’s got to make you money. And the other thing is somebody says, well, you know, if they say, well,
I don’t like to look at it like that. They’re not fit to be in this business. What they want to do is get paid to have coffee with people. You know, you need to go be a youth pastor at a church. If you want to do that, nothing against youth pastors, but that’s, that’s their job. Their job is to do that.
And you’ve got to figure out, you know, if you want a job on, on an NBA team, you got to say, how are you going to help us score points? How you guys can help us score, win a national championship. How are you going to do that? And when you start thinking of your business the same way now,
it feels like, you know, either, or like you can either pursue money and grow your business or have good relationships. But if you pursue money, you’ll hate people. It’s that just the most ridiculous, you know, what helps morale and relationships more than anything else winning. Yes. Winning together, winning together. Yeah. Locking arms. And everybody’s convinced if I weren’t here,
we would have lost. And you know what, on my team, if one of those people weren’t there we’d have lost. There’s no way we needed every single one of them and feeling that sense of importance. That you’re the one, who’s a link in the chain that is providing such great housing for people in such great health care and such great. Our paternity leave is six weeks.
Our maternity leave is three months. You know, you do do that. When you make money, you don’t do that when you have 2% profit margins. Yes. And I think that’s the thing is you have to have money for the mission, but you have to have money. If you want to make an impact, if you want to make a difference and the first place you can really start making a difference is in the lives of your team members.
That’s exactly it. Yeah. And letting them connect what they do to the value that the company provides, what it does. And when we make those connections, that’s how we create strong teams. Yeah. I love what you say too about when it comes to managing people that a great manager establishes clear priorities. So they make those connections, but they also establish these clear priorities.
How do we decide on what those priorities need to be for those people on our team Starts at the top. And I have a formula for a mission statement that I think is pretty good. And it’s done a, a wonder for our company, but it’s, we will accomplish X by X because of X we will accomplish for my mission statement of my company.
We will have 250,000 people in our online learning platform, 5,000 certified business coaches and 2,500 certified marketing guides by 2025 because everybody deserves the help. They need growing a business. That’s our mission statement. And you ask anybody on my team. What’s the mission statement. They’ll tell you. And we’ve got to get this done by 20, 25. There’s a deadline on it.
And then if you ask anybody, what are the three tactical priorities of our organization? They’ll tell you 250,000 people in our platform, 5,000 coaches, 2,500 certified marketing guides. There’s no lack of clarity. Now, if I would have said, we’re here to serve customers and positively influenced their life by creating, learning, and development curriculum around business. Nobody knows how to do that.
Nobody knows what. Well, No one even knows what it means. They sit there and read that go, Okay, well, what am I supposed to do? So when your mission statement is we will accomplish X by X because of X. Then you begin reverse engineering it. And you start asking questions about your team. How are you contributing to that bottom line?
Is it that you did today that got us our three tactical priorities or moved us closer to those? And you, you begin to reverse engineer it from there. And then there are standup meetings. There’s team meetings, there’s all staff meetings, but in every one of them, you’re talking about the three critical priorities of the organization. I love that. I love that because it is again,
it’s very simple and it gets everybody knowing what the strategy is and reverse engineering it. So you’re all on the same page. It’s all about winning together, right? But I think one of the things that holds people back sometimes from bringing on their team members is they worry about, oh, what if it doesn’t work? If I have to let them go.
And you say, sometimes we like to over-complicate things. And I would say a lot of times conflict over-complicate things. You actually share a story in the book about your experience of letting go of a team member. Can you talk about that? Well, you know, we, we, we tend to hire slow and fire fast. So if somebody is not working out,
they’re not working out. And you know, we’ve hired a lot of people over the years and let a few people go, not actually not that many, most of the time, when you clarify your company values, the people who feel like they don’t fit those values leave, you don’t have to fire them. And so, but you know, the important thing is you’re trying to build a team that can win a championship and anybody who’s underperforming is going to make all the other people resent that they’re having to do the work.
And so you’ve got to sit down pretty quick. It’s true. And there’s a, there’s a section in the book a day in the book that has a value in it. And the value is, do not choose to be confused. And I don’t know about you, Tanya. I choose to be confused about a lot of stupid things. I choose to be confused.
I choose to be confused about whether a Reese’s peanut butter cup before bed is a good idea. Oh, it’s, I’m not confused by that. That is always a good idea. No, I’m not confused. Cause it was always a good idea. When you wake up in the morning with a little sugar hangover, you’re going, I don’t know if that was a good idea.
We get confused about things and in business, the number one thing I get confused about, I don’t know about you or your listeners, but it’s conflict avoidance. I don’t want to let this person go because it’s tense and I don’t want to be a jerk. And I don’t want to, you know, I don’t, you know, that sort of stuff will kill your business and you’ve got to just make good business decisions.
And you know, our friendships shouldn’t rely on whether or not somebody works for us or not. They should rely on whether or not we’ve been very good, very clear and, and been honest. And, and, and so I think, you know, there’s some advice on letting somebody go that you got to do it now, actually sitting down and letting somebody go.
You want to be as affirming as possible, give as great severance as possible. They’re not going to take it well, don’t expect them To move. Now you Gotta, you gotta just live with that. And if you’ve been good to them, when they start talking to their friends, they’ll say, well, how much severance did you get? And when they say three months,
they’ll know you’re the good guy. Not, not the friend bad mountain. Right? But that’s what leadership is. If you want to run a company were paid a lot more. Normally, if you, if you were to have a successful company, we’re paid a lot more than the rank and file. And it’s because we were willing to go into conflict.
We were not confused. We aligned the team around a common mission. We did some of the hard, heavy lifting. Yeah. It’s you’re right. It’s conflict avoidance. And we’ll, we’d rather be really uncomfortable than to get uncomfortable and actually let the person go sometimes. Yeah. Yeah. And you know, in your story and you talk about how a friend of yours says to you,
you know, like you’re, you’re, over-complicating this. And I think sometimes it does take somebody else pointing out your mistakes so that you can actually see them. And I think that that’s really one of the things you really touch on nicely in the book is this idea of a feedback is a gift. In fact, we start every single meeting with my team with feedback,
feedback for me, from my employees back for the employees feedback for each other, it shows each other, the broccoli in your teeth. You know, you hate it when you’re walking around broccoli in your teeth, that no one tells you, someone’s got to tell you about the broccoli. And so I love that you talk about that Also a great way that what you’re providing is a way for them to get better as an employee.
So you’re actually providing them a way to raise the number above their head, to be worth more as a professional. Because if you don’t get feedback, you can’t grow. We call it a healthy challenge process. So we’re where we challenge ideas. We challenge each other’s work and those sorts of things. And it’s just a normal part of the community. I liked that because it really is about making them better.
And I think if we reframe the way we look at these difficult conversations, we look at it as it’s for their betterment, it’s for them to improve. That helps take away some of that tension, I think. And it is about us creating a team together. And I want to talk about this idea of what you’re building is kind of like an airplane.
You talk about that in the book. And I want to talk about that in just a few minutes after we take our quick mid episode break. Sounds good. Today’s episode is brought to you by inkwell press productivity, co my own productivity company, where we create physical products, tools, planners, specifically for women, just like you, you know, on today’s episode,
we’re talking with Donald Miller about this idea of making business simple. And I think planning is one of those things that really does simplify how our business is run. When we make plans, when we write our plans down, we are more likely to achieve them. And that is a hundred percent why I have created a company for women just like you. So head to equal press.com
to pick up your planner today, we have just launched over the past few weeks, our new academic year planners. They run July through June. So they’re ideal. If you are ready to get started right away with your planning, or if you’re a person who loves to plan along with the school year, because maybe you have school-aged kids or you’re in the educational field.
So head to inkwell, press.com to pick up your planner today. So let’s talk about this idea of the airplane. Cause I don’t think I’ve ever heard an analogy like this, where you talk about building a solid business is like an airplane. Can you elaborate with my listeners about what that means? As we were our business, it started out really small and it began growing.
And for some reason, this metaphor kind of guided me. And that is that a business works like an airplane. And the whole time as the owner, as the entrepreneur, you’re trying to keep it afloat. You’re trying to not to let it crash. And so, as I looked at it, I just thought what your cockpit is, your leadership.
That’s where you align the team and you know where you’re going. You reverse engineer everything based on where you’re going. So if we’re going from LA to New York, we know we need this much gas. We need this much food on the plane. We know it can help hold this many people. You reverse everything based on where you’re going. So if you don’t know where you’re going,
if your mission statement is not there, it’s not going to work. Then your right engine is your marketing and you ramp up the thrust on that airplane on the thrust of that marketing and the business begins to fly. Your wings are your products. And so your products need to be in demand and profitable. And you need to assess whether or not to create something based on whether it’s in demand and profitable.
And there’s some tools to do that. Then your left engine is your sales. Your big one is the body of the airplane and that’s your overhead. And you do not want overhead bloated. Right? Right. And then your, your fuel tank is your cash flow. And so if any of those six things go wrong, the plane will crash. So really it’s actually very simple to run a business.
You’re just managing six things. That’s all you’re doing. You’re managing six things. And you’re hoping to do that very, very well. If you walked up to an airplane to get on it, to go on vacation or something, and it had a massive belly, a massive body, tiny little wings, little rubber band, propellers and gas, just pumping out the back of it.
I’m not going to over-complicate that decision not getting on. And yet you’ll Walk it, walk into a business and you immediately see a really nice office. You’ll see overpaid people you’ll see a product that people really don’t want. You’ll see a messaging that’s so confusing. Nobody can figure out what it wants, what they want. And you know, immediately this place is hemorrhaging cash.
Yeah. And you say, well, how can it stay afloat, venture capital and private equity. Somebody is wasting a bunch of money on this business. I flew by my business like an airplane, you know? And I literally visually see it in my head. You know, when we hire three more people, I see the body of that airplane.
Get a little Bit, you get a little bit bigger. You want to make it bigger wings. What does that mean? Gotta have the tank. You got to make the wing bigger and you gotta have a little more fuel Tank and you got it. But when you look at a business like that, you know, you sort of learn as you read the book and then it,
it gets into you and then it starts guiding you. You don’t have to remember it. You’ll think when we hire two new people or go rent a new office, the belly, the airplane just got big and very heavy. And now you’ll know how to correct. The belly always grows bit first. And then you go grow the wings and you increase the engines and it’s,
it can be scary if you know what you’re doing. But I think most, most of us are just kind of guessing at how to grow a business. And we don’t really have a framework that helps us understand how to do it. Yeah. I love how you’ve taken. What is very complicated, running a business. And you’ve simplified so much where it really is just these six things that we’re focusing on.
And the whole idea is to take off, to take flight and to keep climbing and getting altitude. Right. That’s right. That’s right. But we can’t do that if we don’t have any fuel in the tank. And you talk about the fact that your cashflow is the fuel, it’s like getting in the car and thinking you’re going to drive across the country with no gas in the tank.
We’re not sure how much gas you have in the tank. It’s so important to understand our cashflow and our numbers, right? Yeah. You would never take off in an airplane hoping you have enough fuel to make sure that’s a really irresponsible thing. And of course, if we have employees, then there are people in the body of that airplane whose lives are dependent on us managing this process.
Well, I talk in the, in the book about the five checking accounts that I have that helped me manage cashflow and the system that I use, but I’m always watching cash, always, always, always watching cash. And you know, we have a backup, we have a safety, we have a, a million dollar line of credit, but we’ve never used it.
Never used a dollar out of it. And I hope I never do, but cash is everything. The Credit is really important. That’s your, it’s kind of like your backup, right? It’s the, it’s important for your business to make sure you’re doing those things and looking at those numbers. Yeah. It allows you to breathe without the oxygen mask.
Cashflow needs to be an important part of that decision making process. You talk about this in the book as well with making sure that you’re profitable. It’s so important to understand. And a lot of times people, they, they like, I don’t want to talk about it. I don’t want to think about it. But if you start to really look at your cash and the revenue and the numbers as your fuel,
you know, you’re playing, can’t take off unless you’ve got enough fuel. And so you talk about the fact that this is just one part of the decision-making you got to make sure it’s measurable. You gotta make sure it’s scalable. Can you talk about that a little bit more? Well, one thing that we all do and it’s a mistake, but it’s sometimes it’s unavoidable is the business can’t scale because there’s too dependent on you.
And th that’s fine. That’s fine. If you want a small to medium sized business. And there’s a lot of businesses that are dependent on, you know, Oprah or businesses that are depended on chip and Joanna or, but your business probably depending on you, my business is very dependent on me. And so what you have to do at that point is start creating systems and processes where if you left and went on vacation for two weeks,
nothing would happen. And a friend of mine had a great challenge. He said, if you, if you didn’t answer your phone for three months, would you come back in the business, still be profitable or growing? If it is you built a good business. So you have to create those systems and processes that allow the business to work without you.
Okay. I’ve done 10 days with my phone on airplane mode. I’d like to do three months. We’ll get there 10 days. 10 days is good. Yeah. I’d say a half. Your audience can do it half couldn’t. I, I could do it, but I would probably, you know, have an ulcer by the time I turned my phone back on.
I’d tell you what, you turn off your turn off your phone, put it on airplane mode. There’s nothing better because, oh, it is nice. I just didn’t. I Just did it for five days, actually, this last week. Well, this is Why you have all those great systems in place. This is why I have great systems in place because it needs to run without you.
Right. But yes, you’re important. You’re important. Part of the mission brought with you minimally Involved. So you’re showing up to record the podcast. You’re showing up to whatever, but you’re not managing the company. Yes, That’s exactly right. Yes. And that’s what I love about your book business made simple, is it really does. It takes all these ideas that we think are difficult,
or we think that we can’t do, or we think are really complicated and it just streamlines. It makes it really palatable and easy, you know, as we close out the show today, can you tell us, what is your very favorite tip that you think you share in the book? Like what’s your favorite? Cause either 60 days, 60 tips,
60 actionable items, what would you say is your favorite? And what’s the one you’d like to leave our audience with today? Yeah. If there’s just one and this is for me, and I know we’ve got a lot of moms out there, but I’ve got to get up really early and get the important stuff done first and so often. And don’t hate me,
but often that’s 4:00 AM, but it’s just really early. If it’s a two hour thing and you gotta do it before the kids get up, you’re up really early. You know, if you can get a nanny or something like that to carve out two hours in the morning, every day to get your most important work done. What you’ll find is that you have an enormous amount of time leftover for family and for the rest of the business to go well,
that’s the life-changing tip that I learned a long time ago was those first hours in the morning, devoted to primary tasks, not secondary tasks, primary tasks, which means tasks that will get the biggest return economic return. And if I do that, I’m great. I’m just fine. The rest of the day is just frosting on the cake. That’s Right.
That’s right. Well, thanks so much, Donna, where is the best place for people to find you? Yeah, just go to business. Made simple.com. I’m there you can order the book business made simple on Amazon. That’s it. I’d love to help you grow your business. All right. Thanks so much for coming on the show. Thanks Tanya.
I have to say, I just love how Donald Miller takes things that feel very complicated, like running a business and he really just distills it down. I think one of my favorite examples is how he talks about that airplane. This idea of having all your systems in place to function properly and getting it off the ground, having the fuel or the revenue in the tank,
knowing where it is you want to go. So you can pick up a copy of Donald’s book. Business made simple anywhere books are sold. I’ll also have all the links to connect with Don in my show notes. But here’s what I want you to remember. As we close out today’s show, as we think back on all the things that Donald Miller and I talked about today,
this, this doesn’t have to be complicated. You don’t have to have a fancy degree to be able to run a business. You don’t have to have it all figured. We truly can simplify how we run our businesses and we can design our businesses to run for us. And I think that is what is most exciting. When we take ownership. When we understand that we don’t have to overcomplicate things,
that’s when life becomes easier, we went into business for the freedom time, freedom, lifestyle, freedom, financial freedom, and we don’t have to make it so difficult to achieve that freedom. When you begin to understand that you can choose that you can choose to attain that freedom. You can choose to run your business in a way that feels simple and easy,
and you can have that abundance. That is when you have the intentional advantage. Thanks so much for joining me today. Quick question though, before you go, do you like prizes? When you leave a rating and review of the intentional advantage podcast, you’ll be entered to win my life changing course, multiplying your time. Simply leave the review and then send me an email@example.com
with a screenshot. I choose one winner at the end of every month. So go ahead. Do it right now. Just a quick comment with what you loved about this episode or the show in general and a rating and send it our way. Not going to lie by stars is my favorite, but I’d love to hear what you think of the show.
And if that’s not enough of an incentive for you to win the multiplying your time course, I have to tell you the reviews are the number one thing that supports this podcast. And me, it’s the best way to spread the word and get business tips and strategies to all those other women out there who need it. So there you go. Two great reasons for you to go and leave a review right now.
So go ahead and do it. Send that screenshot my way.
**The Intentional Advantage is a top podcast for busy women. This episode transcript was created using AI technology.
Tanya Dalton is a top 10 best female motivational speaker on the topic of productivity, time management, finding balance, mindset and goal setting.