Tag: Rory and AJ Vaden | Episode

WWK Ep 042: Why Your Personal Brand Matters More When You’re the CEO

01:00:00:00 – 01:00:03:13

AJ Vaden

executives with strong personal brands are reported.

01:00:03:13 – 01:00:06:01

AJ Vaden

to close deals faster,

01:00:06:02 – 01:00:10:16

AJ Vaden

attract several times more qualified job candidates.

01:00:10:18 – 01:00:13:10

Rory Vaden

Your reputation does not stay with just you.

01:00:13:10 – 01:00:17:19

Rory Vaden

It travels through every higher you make, every vision you cast and every story you tell.

01:00:17:21 – 01:00:21:07

Rory Vaden

nearly half of a company’s overall reputation

01:00:21:12 – 01:00:22:23

Rory Vaden

directly attributable

01:00:23:02 – 01:00:24:20

Rory Vaden

the reputation of its CEO.

01:00:24:20 – 01:00:26:03

AJ Vaden

if you’re in a leadership position,

01:00:26:04 – 01:00:27:19

AJ Vaden

you better heed some,

01:00:27:19 – 01:00:29:21

AJ Vaden

advice on if that’s true.

01:00:29:21 – 01:00:32:01

Rory Vaden

So what does that actually mean for how you lead?

01:00:32:01 – 01:00:38:10

Rory Vaden

It means the way you show up publicly shapes who walks through your door, who stays, and who believes in where you are going.

01:00:38:11 – 01:00:48:00

AJ Vaden

I don’t want someone who’s applying for a job. I want someone who is applying to go on a mission. And that is my job as CEO.

01:00:48:01 – 01:00:51:03

AJ Vaden

If I’m not dreaming big, no one else is either,

01:00:51:03 – 01:00:52:16

AJ Vaden

People need consistency.

01:00:52:20 – 01:01:01:19

Rory Vaden

Your personal brand is the most powerful tool you have to protect your culture, attract top talent, and build something that lasts.

01:01:01:23 – 01:01:06:07

Canned Open AI VO

Ever wonder what it actually takes to build a reputation that generates revenue?

01:01:06:10 – 01:01:10:22

Canned Open AI VO

Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,

01:01:11:00 – 01:01:12:19

Canned Open AI VO

NYT bestselling authors

01:01:12:21 – 01:01:18:14

Canned Open AI VO

the personal brand experts who have helped some of the world’s most influential leaders scale their personal brands.

01:01:18:17 – 01:01:19:06

Canned Open AI VO

Now

01:01:19:09 – 01:01:20:14

Canned Open AI VO

they’re pulling back the curtain

01:01:20:14 – 01:01:21:23

Canned Open AI VO

on how to capture attention,

01:01:21:23 – 01:01:23:10

Canned Open AI VO

build massive trust,

01:01:23:12 – 01:01:26:07

Canned Open AI VO

turn your expertise into a lasting legacy.

01:01:26:08 – 01:01:33:06

Canned Open AI VO

Get ready to elevate your influence and your income. This is wealthy and well known.

01:01:33:08 – 01:02:00:06

Rory Vaden

A 2026 research study from Deloitte said that nearly half of a company’s reputation is determined by the reputation of the leader. Today, on wealthy and well-known, we’re going to be talking about how the personal brand and the personal reputation of the person in charge shapes the entire company’s future. How does it shape your ability to get your message out, to recruit, to attract, to retain top performing team members?

01:02:00:06 – 01:02:19:00

Rory Vaden

And how does all of that tie in to building your personal brand and creating more impact in the world? So it makes sense that I would only interview the person that I’ve got the most direct access to. Who is the leader in the CEO of our company? My co-founder, my business partner, my wife, AJ Vaden. You ready to do this?

01:02:19:01 – 01:02:19:17

AJ Vaden

Yeah,

01:02:19:19 – 01:02:27:13

Rory Vaden

I think it’s interesting because a lot of people would maybe look at us on the surface and be like, okay, Rory is the face, so to speak.

01:02:27:13 – 01:02:46:04

Rory Vaden

I’m speaking, I’m writing books and, you know, doing stuff. But going like one of the reasons we’ve always believed you’ve had a passion a little bit for building your personal brand. But I don’t think you build your personal brand in the way a lot of people think about it of like driving leads. I think you have that is part of it.

01:02:46:04 – 01:03:09:04

Rory Vaden

But I do feel like you’ve believed and practiced this for a long time, that your personal brand matters for how we do business around here, how people think of us, our internal team or customers and prospects. I mean, is that fair to say or. Like what? I guess that would be my question is why do you, as the CEO, feel like it’s been important to invest the time and money to build your personal brand?

01:03:09:04 – 01:03:19:14

Rory Vaden

Because it is a lot of time and money, and it pulls you away from all the other things we need our CEO to do. But surely you see some value in it for some reason.

01:03:19:15 – 01:03:23:14

AJ Vaden

Yeah, that was a very loaded question, and I had like 13 comments.

01:03:23:16 – 01:03:24:03

Rory Vaden

Along the.

01:03:24:03 – 01:03:36:09

AJ Vaden

Way along the way in my brain. But I’m going to start with one. That’s actually another statistic that I think is fascinating from the executive personal branding playbook, which came out in February of 2026. And it says that

01:03:36:09 – 01:03:50:12

AJ Vaden

executives with strong personal brands are reported. Now, this is where I need everyone to like, listen up to close deals faster, attract several times more qualified job candidates.

01:03:50:17 – 01:03:51:01

AJ Vaden

01:03:51:02 – 01:04:07:08

AJ Vaden

And and that so I think it’s it’s a combination of what you said. And I think that’s where you have to look at what is the CEO’s job. And I think the first question in there is, well, interestingly enough, a CEO can look different and every single company.

01:04:07:09 – 01:04:08:06

Rory Vaden

Yeah, right.

01:04:08:07 – 01:04:30:16

AJ Vaden

And I think that is where I have been caught up. And I shared this on a previous episode that we did a few weeks back about my realization through my entrepreneurs group with EOE of the difference between what you think as CEO is versus what you want it to be. And how does that compare to right? Are you the CEO or the founder?

01:04:30:17 – 01:04:44:05

AJ Vaden

Right. And it’s like, I’ve been spending a lot of time this particular season of life of defining what is the CEO role for me at Brand Builders Group in this season of business?

01:04:44:06 – 01:04:44:19

Rory Vaden

Great.

01:04:44:20 – 01:05:15:08

AJ Vaden

And that’s kind of one of the best parts. And one of the trickiest parts of being the CEO is that no one else can tell tell you what it is. That’s the tricky part. It’s like there’s it could be whatever you want, right? That is both the tricky part and the fun part, but discerning and distilling down what is my role of CEO in each iteration of the company has been something that I haven’t given nearly enough time and focus to, because that’s strategy, right?

01:05:15:09 – 01:05:23:07

AJ Vaden

That’s working on the business, not in the business. But I have spent a significant amount of time over the last few weeks really going know

01:05:23:09 – 01:05:32:21

AJ Vaden

where do I provide the most value as the leader, the founder, the owner, i.e. the CEO?

01:05:32:23 – 01:05:42:19

AJ Vaden

And where do I have gaps that I need to fill? Because that is not my best use. And I have come up with four categories.

01:05:42:19 – 01:05:48:20

Rory Vaden

So what are the four things that you think you have to do as a CEO in this season for where we’re at.

01:05:48:21 – 01:06:08:05

AJ Vaden

Right now? I would say I really have come to the belief of, like, once your business is stable and you’re not in startup mode, and I don’t think there is necessarily a timeframe on when you exit startup mode. I think it’s when you reach stability, you exit startup mode when there is some level of stability, right. And position people process finances.

01:06:08:11 – 01:06:18:17

AJ Vaden

So these are the four categories that I have recently defined for myself. And maybe for someone who’s listening, this will resonate with you of shifting. What are your priorities?

01:06:18:17 – 01:06:45:20

AJ Vaden

What are your executive functions as CEO? As you reach stability in your business? Number one is talent acquisition. And one of the things that I, I do believe strongly is as CEO is the financial fiduciary, but they are also the protector of the culture. And the number one way that you protect culture is that you make sure that no stragglers make their way in.

01:06:45:21 – 01:07:21:01

AJ Vaden

If you want a strong culture, then you have to have aligned individuals, because then you don’t have to force it upon people. It naturally exists within the organization. And I think that’s really important of going at a stable business. A stabilized company has hopefully right. A clear vision, mission, purpose and core values. And so when I go out for talent acquisition and I go out for interviews, I am literally interviewing for the core values.

01:07:21:05 – 01:07:24:04

AJ Vaden

here has been the best part of why the personal brand matters.

01:07:24:04 – 01:07:47:19

AJ Vaden

So many people, when I bring this up, they’re like, oh no, I already know I follow you. I listen to your podcast, I hear you talk about this all the time. Boom! And I’m like, oh yeah, tell me more about that. How long have you been following me? How did you find me? And sometimes they were like, no, I just started following you when I started the interview process or when I came across the posting and I wanted to check out the company.

01:07:47:19 – 01:07:59:15

AJ Vaden

And then I went to your website and, you know, they comment on, hey, I’m also from the South, or I’m also from a family of entrepreneurs, or I also love chips and salsa, whatever else they find.

01:07:59:15 – 01:08:10:15

AJ Vaden

But it’s amazing to me how many people are like, oh no. I’ve been listening to the podcast since I started the interview process, or hey, I actually started listening to the audiobook and we couldn’t be more aligned if you paid me.

01:08:10:20 – 01:08:33:18

AJ Vaden

And I’m like, well, that’s good because I’m going to pay you if I offer you the job. But it’s been so powerful that I don’t have to do so much vetting and back and forth, and it’s like it goes from interview to conversation so much faster when they already know. Like, I actually have an email correspondence here recently because we’re in a hiring mode right now.

01:08:33:20 – 01:08:49:08

AJ Vaden

And for this particular, you know, job posting is for an inside salesperson at Brain Builders Group. And hey, by the way, if you’re listening, we are hiring. So maybe we’ll put the link to that in the show notes and you can check it out. But this was amazing because I sent out.

01:08:49:08 – 01:08:53:13

Rory Vaden

She liked chips and salsa. If you want to know how to get the job, just pay you like chips and salsa.

01:08:53:18 – 01:08:56:16

AJ Vaden

How you can get the job is you. You’re an amazing closer.

01:08:56:17 – 01:08:57:05

Rory Vaden

There it is.

01:08:57:05 – 01:09:12:06

AJ Vaden

How can get the job? Just to be clear, but I think this was really important is as we started posting these new job postings, me as the CEO actually wrote sales letters. Recruitment letters attached the beginning of all our new job descriptions.

01:09:12:06 – 01:09:19:02

Rory Vaden

I love this. Explain to me what the difference is between a sales recruitment letter versus a job posting.

01:09:19:02 – 01:09:26:19

AJ Vaden

So a job posting is here’s the job right? Here’s a one paragraph summary of the company. This is what we do. This is who we are.

01:09:26:21 – 01:09:28:20

AJ Vaden

Right. It’s the reverse of your resume, right?

01:09:28:21 – 01:09:52:08

AJ Vaden

It’s finding a match. But what I had found is that if my job is chief talent acquisition officer, which it is, then it’s like, no, I have to be selling a vision of who we are as a company, the culture I have to be establishing in writing before you apply. This is who we are representative of my voice as CEO, my personal brand.

01:09:52:08 – 01:10:22:11

AJ Vaden

And so I started writing these page long recruitment letters, these sales letters for every job. And this is in my brand voice. So to what you’re saying, like, hey, 50% of the reputation of the company, I can say, at least in recruiting, that is true because they are filtering their first impression through my words on paper of this is where we’re at, this is where we’ve been, and this is where we’re going, which is why I’m looking for this role.

01:10:22:12 – 01:10:31:04

AJ Vaden

Here’s how you know if you should continue to the job posting. And I sell the vision, not the job.

01:10:31:06 – 01:10:40:19

AJ Vaden

I don’t want someone who’s applying for a job. I want someone who is applying to go on a mission. And that is my job as CEO.

01:10:40:19 – 01:10:43:19

AJ Vaden

It is. And that kind of leads to the second category.

01:10:43:19 – 01:10:46:18

Rory Vaden

Don’t go to the second category yet, because I want to talk about this a little bit.

01:10:46:19 – 01:10:59:22

AJ Vaden

But I think it’s so important. So when I think about talent acquisition, I’m not talking about just interviews. I am the cultural representative for the company, on social media, on my website, in podcast interviews,

01:11:00:00 – 01:11:06:05

AJ Vaden

that matters because I need someone to be able to opt in or opt out before they get on a phone call with me.

01:11:06:05 – 01:11:23:03

AJ Vaden

I don’t have time to waste with people who are like, oh, I didn’t know that about you. Why not? Why didn’t you know that? Like, there’s there’s mediums all over. Like you didn’t do your research before you got on the call with the CEO. This conversation is now over. Thank you so much.

01:11:23:06 – 01:11:23:19

AJ Vaden

01:11:23:21 – 01:11:52:01

Rory Vaden

See, I love this so much because I think so many entrepreneurs in so many executives that are struggling, the reason their company is struggling is because they don’t place a high enough priority on recruiting. And we were having this conversation not that long ago with some people on our team is that, you know, we actually have one of our courses, is called Influential Leader, and we talk about the six behaviors that every leader must have.

01:11:52:02 – 01:12:18:11

Rory Vaden

And the first one is recruiting. Yeah. If you’re going to be a great leader, you have to be a great recruiter and think of sports teams, right? Like if someone is going to build a national championship team or a world. Where they recruit constantly and the top colleges, they’re recruiting kids in eighth grade, they start tracking these kids and their families, and they are following them sometimes earlier.

01:12:18:11 – 01:12:37:02

Rory Vaden

And it’s going, you don’t get to be a leader if you don’t have anyone to lead. So you got to recruit. And the other thing is recruiting is a sales job. You don’t just wait until someone fills out your application and says, I’d like to work there. You find top talent and you hunt them down. You go get them.

01:12:37:02 – 01:12:43:18

Rory Vaden

You have to. If to build the greatest team, you need the greatest players. To get the greatest players, you have to go find them.

01:12:43:23 – 01:13:13:10

Rory Vaden

Recruiting is a sales job. And I just think, you know, you’re talking about the CEO, but all leaders like you have to recruit. And I think because so many executives under prioritize the importance of recruiting, they under prioritize the importance of building a personal brand. I am shocked, I am shocked that companies are still so far behind on getting their executives out in front of people, particularly their recruiting executives.

01:13:13:10 – 01:13:31:19

Rory Vaden

They’re they’re sea level executives because it’s like, I’m not coming to work for a company. I’m coming to work for people. And you do such a great job of it. And you know what what, what, what prospects and leads are to sales is what recruits are to CEOs and the whole company.

01:13:31:20 – 01:13:49:19

AJ Vaden

Well, I just firmly believe if the executive founder CEO, I’m just going to use the word or the letter CEO for the rest of this segment. So I stop saying that if they’re doing it, if they’re doing a really good job of that, they actually make the recruiting job of all of their leaders so much easier. Heck yeah.

01:13:49:20 – 01:14:11:06

AJ Vaden

If they’re out there leading the charge and creating space, top talent is finding you. They’re searching you. They’re coming to you of like, what do you have? Open what’s available. I’ve been following you. I’ve been reading your book. I’ve been listening to your podcast. They’re finding you because you’ve set the tone and the pace of the culture and the organization and also making it known,

01:14:11:06 – 01:14:19:18

AJ Vaden

And that makes it easier for all of your department leaders and teams to actually go and have better, faster conversations.

01:14:19:19 – 01:14:40:15

Rory Vaden

Faster conversations. And even if they didn’t find us through your personal brand, to your point, they find us after they apply or after they start researching. It closes. It shortens the the recruiting cycle, just like a personal brand shortens the sales cycle. And recruiting is a sales job. So it’s the it’s the same dynamic. So I love that.

01:14:40:15 – 01:14:53:11

Rory Vaden

I’m so grateful that you embrace that as our CEO. And you believe that and you do it. I don’t know what your four things are, so I’m dying to know what these are. Okay. So what is your second? The second, you know, most important thing.

01:14:53:11 – 01:15:11:14

AJ Vaden

You. Do the transition of when I started writing these vision letters, these sales letters to these job postings. Right. Because this is really a letter to a unique individual. The person who reads these, who applies for this job, whether we found them or they found us, it doesn’t matter. It’s like they should be like, oh my gosh, that’s what I’ve been looking for.

01:15:11:14 – 01:15:31:05

AJ Vaden

And if it doesn’t resonate, they should move on, right? But it should appeal to them because I’m selling a vision. Like I said, I don’t want to hire someone who’s looking for a job. I want to hire someone who’s like, I’m ready to go on a mission, right? I want to join a movement, which is the second part of my role as CEO is I am the chief vision officer.

01:15:31:07 – 01:15:31:18

AJ Vaden

Right.

01:15:31:19 – 01:15:34:21

AJ Vaden

If I’m not dreaming big, no one else is either,

01:15:34:21 – 01:15:57:16

AJ Vaden

right. And I have never become more aware of that than this year, thanks to Doctor Benjamin Hardy and Blake Erickson, who co-wrote the book The Science of Scaling. And I attribute so much of my own mental transformation this year to that particular book. And if you have not read it and you’re listening, go buy it

01:15:57:16 – 01:16:03:13

AJ Vaden

but it’s like, your people will do half of what you do, right and twice of what you do wrong.

01:16:03:13 – 01:16:26:16

AJ Vaden

And if you’re dreaming real small dreams, then everyone else’s are even half that size. And it’s like, I have to dream twice as big as everyone else in the company just to get them to be on any sort of pace of what’s possible. And I hadn’t been dreaming that way the last few years. I had been doing like, hey, this is a well balanced path.

01:16:26:17 – 01:16:46:10

AJ Vaden

This is moderate growth, this is sustainable, this is what’s tracking. And how boring is that? Like, it even felt boring to me while doing it. And I’m like, well, but this is what the trends say. And this is pretty factual. And that kind of lines up. And then it hit me this year of like, well, who grows a.

01:16:46:10 – 01:16:48:07

AJ Vaden

Huge company doing that?

01:16:48:08 – 01:16:55:07

AJ Vaden

Like who makes a massive impact with moderate scheduled growth based on I’m like, oh.

01:16:55:07 – 01:16:56:03

Rory Vaden

My gosh.

01:16:56:04 – 01:17:01:16

Rory Vaden

Sally hogshead has this great quote where she says, the world has not changed by people who sort of care.

01:17:01:17 – 01:17:20:14

AJ Vaden

Yeah. And it’s like, but it’s like also like you don’t do big, amazing things by planting really small. Exactly. You don’t. And if if I do believe this saying of like your team does half of what you do right and twice of what you do wrong, well then my right has to be double right, double big right. It’s like the things that I can do.

01:17:20:14 – 01:17:42:20

AJ Vaden

Well, I better do them really well because my team is going to do half of that. They’re going to dream half of the way I dream, think half the way I’m going to think. And so it’s it is creating a vision that almost does feel impossible because I think dreaming the impossible, the seemingly impossible, and I should put seemingly because everything feels impossible until it becomes possible.

01:17:42:22 – 01:18:12:06

AJ Vaden

But the reason that’s become such a huge part of this, like this Chief Vision officer, is realizing it actually helps you weed out the non culture fits. And so talent acquisition number one. But I would say protector of the culture and the vision right. Caster would be a close second because they’re somewhere in there. Helps you understand if there is anyone who doesn’t believe or you’re going they’re not going to help you get there.

01:18:12:07 – 01:18:21:05

Rory Vaden

And those two are so closely connected because of that. It’s like you only recruit top talent for people who are the top talent, is attracted to the big mission. Yeah, right.

01:18:21:06 – 01:18:22:11

AJ Vaden

And they want to do something.

01:18:22:13 – 01:18:24:13

Rory Vaden

They want to do something big. Yes.

01:18:24:14 – 01:18:26:22

AJ Vaden

They’re not looking for the safe zone.

01:18:26:23 – 01:18:31:06

Rory Vaden

And in order to achieve the big mission, you need to have the top talent. So like those two things go.

01:18:31:10 – 01:18:48:15

AJ Vaden

So they go. So it’s like what I have found is that the bigger I dream, the bigger I communicate, the bigger the plan. I have just noticed on my team, our team, but specifically my direct reports, there are some people who have come alive and they’re coming up with new ideas that I didn’t even know they could do.

01:18:48:18 – 01:19:18:17

AJ Vaden

They have initiative that I haven’t seen activated, and then I have others who all they do is question. And I’m not saying that’s wrong, I just noticing it of like, there’s a difference here, but and it’s all stemmed from doing something seemingly impossible big vision thinking. And I think the power of that for a CEO is that even if you only do half of it, that’s so much more than what you’re doing right now.

01:19:18:21 – 01:19:42:18

AJ Vaden

And it forces you, in the words of Doctor Ben Hardy, to think differently. You don’t set hugely impossible goals to hit them. You set them because it forces you to think in a way that would allow you to hit them. And it forces a change of thinking that every great visionary leader has to do to create leaders behind them.

01:19:42:19 – 01:20:05:20

Rory Vaden

Yeah, and I got to share one of my all time favorite quotes. And I don’t even know how to pronounce the guy’s name, but I think it’s Panthers jolly, who’s like ancient philosopher. And he says, when you’re inspired by some great vision, some extraordinary purpose, dormant forces and faculties come alive inside of you, and you find yourself to be a far greater person than you ever dreamed you could be.

01:20:05:22 – 01:20:10:01

Rory Vaden

And that’s like what this is all about. It’s just like it activates you.

01:20:10:02 – 01:20:28:12

AJ Vaden

But it activates you and then as a byproduct to your team. But to that point, there have been so many new ideas that have come alive in me where I’m like, oh, is this been underneath our nose the whole time? How did I miss this? This is just a repackaging. It’s a repositioning. And it’s it’s light bulb, light bulb, light bulb.

01:20:28:12 – 01:20:38:13

AJ Vaden

When you allow yourself to sit in the seemingly impossible. So number one, chief talent acquisition officer. Love it. Number one, chief vision.

01:20:38:14 – 01:20:40:08

Rory Vaden

Number two, chief vision officer.

01:20:40:09 – 01:20:41:21

AJ Vaden

Then third. And I’ve mentioned this.

01:20:41:22 – 01:20:42:06

Rory Vaden

Number.

01:20:42:06 – 01:21:02:16

AJ Vaden

Three a couple of times already, but it’s chief culture protector right. And so part of that is the acquisition part. But then the other part is protecting the existing team and the culture. So it’s like a huge part of my job is to make sure that the right players are in the right seats. And, you know, I, I personally love working with people.

01:21:02:19 – 01:21:17:23

AJ Vaden

I think it’s a decision that a lot of entrepreneurs have to make. Am I building a team or am I building a lifestyle business? Right? Do I want employees or do I not? Mike McCallum. It’s always says the two most important decisions you can ever make when you’re starting a business. Am I building it to keep or building it to sell?

01:21:18:00 – 01:21:39:20

AJ Vaden

And do I want employees or not? You have to know the answer to those two things before you begin, because those are two very different paths. I personally love having team members, I really do, and as anyone would say about me, people are complicated and challenging. Mo people mo problems, right? That is a part of how this works.

01:21:39:22 – 01:21:54:17

AJ Vaden

A part of that, though, in the culture protection, is making sure that there is a a shared aligned group of individuals as you grow. And Marshall Goldsmith wrote an amazing book, Pop Quiz. What is it?

01:21:54:17 – 01:21:58:15

Rory Vaden

What got you here won’t get you there as the one. He’s written several, but I assume that’s the one.

01:21:58:17 – 01:21:59:07

AJ Vaden

This is the one.

01:21:59:08 – 01:22:00:05

Rory Vaden

Yeah, yeah.

01:22:00:09 – 01:22:21:02

AJ Vaden

And we had our entire team read it, because I think a part of protecting the culture is realizing when you outgrow members on your team, or sometimes when they are no longer aligned where the company is going, there are shifts that happen where they were the right fit for a time for a season, but it’s rather a role shift.

01:22:21:02 – 01:22:50:06

AJ Vaden

It’s a life situation shift, and those don’t have to be bad, but you do have to recognize them when they arise. And that’s a part of protecting the culture of the organization. Because just as we change, grow and evolve as individuals, so do companies. They change, grow and evolve of what’s needed and what season. As technology evolves, as the market shifts, there’s this whole, you know, AI conversation that’s making everyone take a look at how are we doing things.

01:22:50:07 – 01:23:00:04

AJ Vaden

And a lot of that is in the culture protection of, hey, if they were a fit for a season and they’re not now, how is that infiltrating our culture and an unhealthy or negative way?

01:23:00:05 – 01:23:12:06

Rory Vaden

Okay, so I want to ask you about this because in the in the topic of personal brand, everybody we talk about, you know, everybody wants to be liked and we talk about building trust. But

01:23:12:07 – 01:23:24:01

Rory Vaden

when you say the topic of personal branding as a leader requires you to make tough decisions that not everybody likes, and you have to coach people, you give feedback.

01:23:24:01 – 01:23:45:05

Rory Vaden

Sometimes you fire people, sometimes you have to say no to things. How do you reconcile building a personal brand that is, you know, hopefully appealing and magnetic while also balancing the like? I got to make the tough decisions as a CEO. Do you see those as competing somehow?

01:23:45:07 – 01:24:05:06

AJ Vaden

No, I think those are 100% aligned, because shouldn’t your team know exactly who you are and where you stand? Would you rather have a whole bunch of strangers out on the internet getting to know the intimacies of your values, beliefs, convictions, and leadership style? Or would you rather have your team know that? And I think the more that you can be honest with this is where I stand.

01:24:05:06 – 01:24:19:09

AJ Vaden

It helps people opt in or opt out. If you’re going to do something great, you better have people who are prepared for the mission. And I think the more that you invest in your personal brand, it helps your team get to know the inner workings of, oh, that.

01:24:19:09 – 01:24:22:16

AJ Vaden

Makes sense, right? Like, I can’t I can’t imagine.

01:24:22:16 – 01:24:24:13

AJ Vaden

How many times our team in the past has been.

01:24:24:13 – 01:24:25:01

AJ Vaden

Like.

01:24:25:02 – 01:24:45:11

AJ Vaden

I have no idea why they’re making this decision, and it’s because I didn’t spend near enough time talking about my leadership philosophies or cultural philosophies or pay philosophies or sales philosophies. And I don’t hold back now, like I want to be very clear, sales is king. Let me be clear. Right. And I think that was foreign to a lot of people.

01:24:45:11 – 01:25:01:18

AJ Vaden

And they some of my actions maybe weren’t alluding to that. And I’m like, no revenue, no nothing else. Right. And it’s like, I think that is now a filter that people understand. If they’re going to have a conversation with me, they know the first thing I’m going to come up is like, tell me, what’s the ROI ROI on that?

01:25:01:18 – 01:25:06:00

AJ Vaden

How is that going to generate revenue? How are you going to track it? How are you going to report on it? Prove it to me.

01:25:06:03 – 01:25:16:22

AJ Vaden

And so it is creating a new level of culture. The more that I can just actually talk about, promote and stand firm to the values beliefs that I have as a personal brand.

01:25:17:03 – 01:25:20:16

AJ Vaden

So it is helping build trust within the organization

01:25:20:17 – 01:25:37:09

AJ Vaden

or or or not. And I have to be okay with that too. If somebody goes, wow, I didn’t know that’s what you really thought, then I’m like, but now you do, and you have a decision to make, and I have to be okay with that because I am the culture protector.

01:25:37:09 – 01:25:54:19

Rory Vaden

I think it’s so interesting. It’s we’re talking about in the context of your team and kind of internal, but it’s I feel like a lot of the biggest personal brands in the world do that externally to they’re like, feel free to unfollow. Feel free to unsubscribe. Like you don’t like what I’m saying. You’re not. No one is forcing you to sit here and listen to me.

01:25:55:00 – 01:26:14:09

Rory Vaden

And there is a level of assertiveness and confidence and being unapologetic. And this is who I am. This is what I believe. You’re welcome to come along for the ride. If not, you know, by all means, like and and I think that is a is a really deep it’s being convicted in your convictions. Yeah. It’s really powerful.

01:26:14:10 – 01:26:22:20

AJ Vaden

And I think the other thing is like I think it’s only fair to your team like on this culture protection topic, for them to know exactly who you are.

01:26:22:22 – 01:26:23:10

Rory Vaden

Yeah.

01:26:23:11 – 01:26:29:19

AJ Vaden

That’s only fair to them so that they understand, like, this is what I’ve signed up for and who I signed up with.

01:26:29:20 – 01:26:30:04

Rory Vaden

Yeah.

01:26:30:04 – 01:26:47:04

Rory Vaden

So can you say chief culture officer and that you you have to talk about the vision and do these things. I recently became friends with a gentleman named Craig, who was a former, you know, CEO for many years of Home Depot. And he said, you know, one of my most important roles was I was the chief repeating officer everywhere I go.

01:26:47:05 – 01:26:59:09

Rory Vaden

I just had to constantly repeat the vision, constantly repeat the values. And he’s like, because that like, no one else does that. Like I have to be the ambassador of that. So I love that. So that’s number three. Yeah.

01:26:59:10 – 01:27:15:09

AJ Vaden

You got to say on that note, it’s like your team, at least your direct reports as a CEO, they should be able to fill in the blanks with what you’re going to say because you hear it so much. They’re like, I know AJ. And it’s like, yeah, you better know because I’ve said it enough that you do know.

01:27:15:13 – 01:27:23:02

AJ Vaden

Don’t leave anything to ambiguity. Don’t leave anything to their own version of the translation. That’s not being clear. Clear is kind.

01:27:23:02 – 01:27:39:01

Rory Vaden

Yeah, I love that. One of my favorite things with our community, not talking about our team, but our clients. Clients will come up to me and they will be like, I have a question for you and I know what you’re going to say. Before I ask, you’re going to say diluted focus, diluted results, but I’m going to ask you anyways.

01:27:39:01 – 01:27:48:14

Rory Vaden

And then they’ll ask me the question. I’m like, what do you think I’m going to say? And they’re like, dang it. And I’m like, yes, you are getting it because it’s just like you’re just hammering it over and over.

01:27:48:16 – 01:27:50:05

AJ Vaden

People need consistency.

01:27:50:08 – 01:27:57:05

AJ Vaden

Yes. It’s like, what if my team, because I’m through the lens of the CEO, came to me and I gave a different answer every time.

01:27:57:06 – 01:27:59:21

Rory Vaden

This makes me think of miss Heather. Yeah. So when we.

01:27:59:21 – 01:28:00:16

AJ Vaden

Were our homeschool.

01:28:00:16 – 01:28:08:02

Rory Vaden

Team, our home school teacher who just retired and moved back to Australia, but she was raising our boys and she.

01:28:08:02 – 01:28:09:12

AJ Vaden

Was raising them.

01:28:09:14 – 01:28:33:07

Rory Vaden

Raising our boys, she was teaching our boys and she was teaching us how to raise them. She was really a parenting coach more than and and you know, she would she would coach us on like, you don’t negotiate with children. You don’t, you know, have flexible boundaries. And, you know, miss Heather is blind. And she was talking about how, like, I need to know where the walls are.

01:28:33:08 – 01:28:50:19

Rory Vaden

That’s how I survive is I. It’s like I know where the walls are. Kids need the same thing. They need to know this is the boundary. This is not allowed. You do not have gradients of boundary. You have a clear solid wall. Like this is the boundary that never moves. And then people know how to navigate without it.

01:28:50:19 – 01:29:05:17

Rory Vaden

But if you’re inconsistent in your character, if you’re inconsistent in your expectations, if you’re inconsistent in your consequences, nobody knows who they’re going to get. They don’t know how to navigate around the around the landscape. They’re just constantly like, you know what?

01:29:05:23 – 01:29:25:00

AJ Vaden

What are you going to get today? Yeah. And I think that that is a benefit of building a personal brand as a CEO, as your team creates expectations and it creates consistency so that they can be more autonomous because they know what I’m going to do. They know what I’m going to say because I’ve been consistent in what I say and what I do.

01:29:25:01 – 01:29:41:20

Rory Vaden

Yeah, and I love how you’re talking about all this, because you can clearly see our definition, and specifically your definition of personal branding is not like your social media followers, your logos. It’s just it’s what you believe. It’s who you are. And that’s why it matters as a leader. Okay, so number four, before we before we.

01:29:41:20 – 01:29:43:16

AJ Vaden

Go, storytelling officer.

01:29:43:17 – 01:29:44:22

Rory Vaden

Oh, okay.

01:29:45:01 – 01:29:54:04

AJ Vaden

I’ve got talent acquisition. We have chief vision, chief culture. Protector and chief storytelling. And this is where.

01:29:54:08 – 01:30:01:12

Rory Vaden

Tell me the story about how you arrived at that. Chief storytelling officer is one of your for most important jobs.

01:30:01:14 – 01:30:21:00

AJ Vaden

I think this is really, really important when it comes to a personal brand. And I would say this is probably the one out of all the things that I’ve come to believe about my role as CEO actually came from our trends and personal branding research study. It just didn’t come alive. It didn’t activate for me until the last couple of years.

01:30:21:02 – 01:31:00:20

AJ Vaden

Of all the statistics around, you know, people are more likely to buy from companies who have established personal brands. They’re willing to pay more from companies who their values align with executives they’re more likely to work for you, vote for you, promote you. If you have an established personal brand. And I just believe more than anything else in today, in this world of AI, that there are very few things that AI is not going to be able to do in the future, there’s very few, and that can be scary or that can be super encouraging.

01:31:01:02 – 01:31:27:05

AJ Vaden

I think that it’s rather a problem or an opportunity, and I think it can be both right. I think it can be both. I think there’s going to be problems, as with anything, and I think there’s going to be great opportunities. And what I’m paying attention to is, well, what’s it not going to be able to do? As much as I’m paying attention to what it can do, what it will be able to do, I’m also really watching intently of what’s it not going to be able to do, because I think they’re in lies.

01:31:27:05 – 01:31:47:11

AJ Vaden

Much of the opportunity, like AI, is not going to be able to do my hair. I’ve been thinking a lot about my hairstylist like, she’s secure, we’re good, right? Her job is secure, right? It’s not gonna be able to do my nails right. It’s like there’s like these things. But then I think about it as my job. I use it for many things, and it’s super helpful.

01:31:47:11 – 01:32:10:19

AJ Vaden

And I’m like, but what can I will? I refuse it to let it do for me because it can’t and it cannot tell my story. It does not possess my memory. It it cannot recount the way I felt when my mom died. It cannot recount the memories I have of our car accident as a child. It does not remember my wedding day.

01:32:10:19 – 01:32:35:02

AJ Vaden

It does not remember the day that I had my children. It cannot relive those moments, which means it cannot tell that story. It cannot talk about the devastation of being fired. And then the miracle of starting Brain Builders group and the call from Louis like it wasn’t there. It can’t do it. It cannot tell your story. And that’s my job.

01:32:35:04 – 01:33:00:02

AJ Vaden

So Chief storytelling officer is it’s the human connection. It’s the emotional component. It is what we desire at our core as human beings, which is connection and belonging and purpose and the desire and the need to be more than of ourself. And that is something that no one else can do. For, for the company, for your team, than you.

01:33:00:03 – 01:33:03:06

AJ Vaden

So Chief Storytelling Officer is the fourth one.

01:33:03:10 – 01:33:30:14

Rory Vaden

Holy moly. That’s good. We need to cut that clip for sure. If you’ve been listening to this and you go, you’ve had an experience like I just had, which is that AJ just redefined what a personal brand means to someone who’s the CEO and an executive who do you know that is an executive or a CEO that needs to realize how important their story is to the success of their company?

01:33:30:16 – 01:33:50:23

Rory Vaden

Who do you know that is running an organization? We used to share this episode with them, and if you are someone who needs help telling your story and you’re not sure how to craft your story and you’re not sure how to, you know, carry that vision and and codify all that, go to free brand, call free brand call podcast.

01:33:50:23 – 01:34:08:00

Rory Vaden

Request a call with our team. We’ll want to hear your story. We’ll capture some of that. And then if it’s if it makes sense, we’ll talk to you about how we might partner with you to tell a better story and create a better company. That’s it for now. Until next time, we’re signing off for the wealthy, Well-known podcast.

WWK Ep 041: Hiring, Delegating & Building a Team That Protects Your Brand

WATCH THE INTERVIEW LISTEN TO THE EPISODE BELOW One of the biggest bottlenecks in a growing personal brand is the belief that you still have to do everything yourself.  In this episode, Rory and AJ Vaden break down what it really takes to build a team that helps your brand grow without adding more chaos behind the […]

WWK Ep 040: Niching Down: Why Being for Everyone Means Being for No One 

WATCH THE INTERVIEW LISTEN TO THE EPISODE BELOW If you’re good at a lot of things, niching down can feel unnecessarily limiting. Why choose one audience, one problem, or one specialty when you know you can help more people?  But trying to serve everyone usually makes it harder for the right people to understand why they should […]

WWK Ep 038: Reputation Precedes Revenue: How Relationships Create Sales That Last

01:00:00:00 – 01:00:10:23
Speaker 3
Most thought leaders and experts think that if they’re going to generate more revenue, they just have to get better at selling and closing. But that’s not necessarily true.

01:00:11:01 – 01:00:13:10
Speaker 3
reputation precedes revenue.

01:00:13:10 – 01:00:16:22
Speaker 3
the win is not the revenue. The win is the relationship.

01:00:17:01 – 01:00:21:13
Speaker 3
you always win the relationship, even if you lose the sale.

01:00:21:16 – 01:00:27:04
Speaker 4
one of the best things that you can do to grow revenue in your company is to build offline relationships.

01:00:27:04 – 01:00:37:05
Speaker 4
there is an incredibly important conversation to be had about the power of sales and how it’s complemented by marketing,

01:00:37:07 – 01:00:44:15
Speaker 3
marketing is slow, but sales is fast. But marketing scales often faster than sales does.

01:00:44:15 – 01:00:50:21
Speaker 4
the speed to sell has 100% due to how much did they already know you or know about you before the conversation began?

01:00:50:21 – 01:00:57:22
Speaker 1
because most people tend to fail by thinking that sales is a presentation, but it’s not. Selling happens in a conversation.

01:00:58:00 – 01:01:02:08
Speaker 1
Ever wonder what it actually takes to build a reputation that generates revenue?

01:01:02:11 – 01:01:06:23
Speaker 1
Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,

01:01:07:01 – 01:01:08:20
Speaker 1
NYT bestselling authors

01:01:08:22 – 01:01:14:15
Speaker 1
the personal brand experts who have helped some of the world’s most influential leaders scale their personal brands.

01:01:14:18 – 01:01:15:07
Speaker 1
Now

01:01:15:10 – 01:01:16:15
Speaker 1
they’re pulling back the curtain

01:01:16:15 – 01:01:18:00
Speaker 1
on how to capture attention,

01:01:18:00 – 01:01:19:11
Speaker 1
build massive trust,

01:01:19:13 – 01:01:22:08
Speaker 1
turn your expertise into a lasting legacy.

01:01:22:09 – 01:01:28:23
Speaker 1
Get ready to elevate your influence and your income. This is wealthy and well known.

01:01:29:01 – 01:01:42:04
Speaker 3
We’re going to talk about in this episode why your conversions might have to do more with what should have happened three months ago. That didn’t happen versus what is happening in the sales conversation on a daily basis.

01:01:42:07 – 01:02:16:13
Speaker 4
Now, the trick to this is knowing what should actually be in the sales conversation. What should you be talking about? How do you start it? How do you transition? How do you end it? And that’s ultimately where most people tend to fail, is they think that sales is a presentation, but it’s not. Selling happens in a conversation. And by the end of this episode today, we’re going to talk about how do you have a successful conversation, because that’s all it is to make sure that you’re not selling to people, but they’re opting in to what you have to offer.

01:02:16:14 – 01:02:40:21
Speaker 3
Great. So I’d like to start with what happens before the sales conversation. And here’s something that I think is genuinely unique about us. And I’ve I’ve only gotten clarity about this in recent years. I think that there are there are people who teach sales, hardcore sales, you know, I think of Grant Cardone and people like that. They’re like, always be closing.

01:02:40:21 – 01:02:47:08
Speaker 3
And if you’re not first, you’re last. And you know, they’re either selling you on why they can’t do it or you’re selling them on why they should,

01:02:47:08 – 01:02:59:02
Speaker 3
And then there is the whole world of like marketing and social media and content marketing and thought leadership and books and social media kind of like tied together and trying to make sales that way.

01:02:59:04 – 01:03:09:07
Speaker 3
The way I describe those as offline selling versus online selling. And I genuinely think we’re one of the only people in the world who do both.

01:03:09:09 – 01:03:18:15
Speaker 3
And we tie both of those together, and we have always done both really well in a way that complements, you know, each other, that

01:03:18:17 – 01:03:26:01
Speaker 3
marketing is slow, but sales is fast. But marketing scales often faster than sales does.

01:03:26:01 – 01:03:45:05
Speaker 3
how much do you think reputation matters before the sale. Like how much do you think it matters what people have heard or seen about you before, that before the actual sales conversation? Or do you think it’s like, no, it really just kind of comes down to the conversation. However you get there is how you get there.

01:03:45:06 – 01:03:45:12
Speaker 4
Oh,

01:03:45:12 – 01:03:52:12
Speaker 4
the speed to sell has 100% due to how much did they already know you or know about you before the conversation began?

01:03:52:13 – 01:04:03:16
Speaker 4
And that has everything to do with speed to sell. That doesn’t mean that people have to know you or know of you to buy from you. It just means if they don’t, if you’re starting from scratch, it will take longer.

01:04:03:18 – 01:04:21:23
Speaker 4
And I think this is important to note for everyone who’s listening. If this is your first time listening, or you’ve only listened a couple of times to know that Rory and I’s background is heavily rooted in. Sales before anything else, like even before I say I’m a business owner, I’m a founder, I’m a CEO. It’s like I’m a sales woman.

01:04:21:23 – 01:04:29:02
Speaker 4
And that’s because we grew up in a very, very rich, sales focused environment.

01:04:29:02 – 01:04:37:15
Speaker 4
like when we started our first company, there were four of us who founded it. And I’m not exaggerating, and I’m not that old, right? I’m 42.

01:04:37:15 – 01:05:01:18
Speaker 4
But like, like in the early days of even my sales career in my early 20s, which I guess was 20 years ago, that did put some age on it, didn’t it? Yeah. So but even then it’s like we literally took the Yellow Pages, a phone book, ripped out pages and split it alphabetically. And I had a phone that I called people on.

01:05:01:19 – 01:05:31:17
Speaker 4
No, no real email outreach. Definitely no social media. No CRM or CRM. I had a spreadsheet and an outlook calendar. And so it’s like that. I was just bred into a sales environment where you pick up the phone and you call someone, you work referrals, you get names, you get to know people, you go to networking meetings. And I do believe that’s what made us incredibly good at what we’ve done for the last 20 years, which is generating revenue, is because we weren’t waiting.

01:05:31:18 – 01:05:57:06
Speaker 4
We weren’t waiting on marketing to work. It’s like marketing is important and has become increasingly important. And we do that, but we don’t wait, right? It’s like, no, we’ve got to go out and network. And I think that’s the whole idea of this is not a new saying. It’s like your reputation precedes you. It should it better. So what are you doing to make sure that your reputation precedes you, to all of your prospects and prospective customers?

01:05:57:07 – 01:05:59:15
Speaker 4
And the beautiful thing about marketing

01:05:59:15 – 01:06:02:11
Speaker 4
and branding and social media and podcasts and blogs and books

01:06:02:11 – 01:06:08:17
Speaker 4
and everything today is that you have more opportunities than ever to help people get to know you

01:06:08:19 – 01:06:10:22
Speaker 4
before you actually ever talk to them.

01:06:10:22 – 01:06:14:16
Speaker 4
It’s just, are you taking advantage of taking advantage of those?

01:06:14:20 – 01:06:24:04
Speaker 4
and are you still being proactive in sales outreach versus somehow waiting for those sales to come to you and your DMs?

01:06:24:05 – 01:06:49:02
Speaker 4
There was a couple episodes. I was telling a story about a client of ours who was like, I’ve been doing social media for years, exactly what you told me to do, and I haven’t converted one customer. And I’m like, well, have you asked anyone to, like, buy from you? Like, that means nothing to me? Because if you’re sitting on waiting, waiting on people to show up in your comments or your DMs thinking that’s where your customers are going to come from, that is not how it works.

01:06:49:03 – 01:06:53:23
Speaker 4
Didn’t work then. Doesn’t work that way today for the most of us. So I do believe that

01:06:53:23 – 01:07:04:00
Speaker 4
there is an incredibly important conversation to be had about the power of sales and how it’s complemented by marketing,

01:07:04:02 – 01:07:04:14
Speaker 4
but that

01:07:04:14 – 01:07:08:14
Speaker 4
marketing does not replace sales. It complements it,

01:07:08:16 – 01:07:13:15
Speaker 4
it supports it, it expedites it, but it does not replace it.

01:07:13:17 – 01:07:15:11
Speaker 2
Yeah, I think that’s really good. And

01:07:15:16 – 01:07:20:16
Speaker 3
Was just having this conversation in my own head here recently. So as you know.

01:07:20:17 – 01:07:21:12
Speaker 2
I was I’ve.

01:07:21:13 – 01:07:40:08
Speaker 3
Been invited on a board that is a very powerful board for a very powerful company. And some of the other people on the board where our, you know, Harvard MBAs and, you know, worked at Continental Airlines and home chairman, chairman’s of Continental and Home Depot and, you know, with Mitt Romney and Bob Dole and like some really, really powerful people.

01:07:40:08 – 01:07:55:18
Speaker 3
And I’m sitting there going, why am I on this? Like, what? What is my contribution going to be to this room? Because they have so much experience? And I thought, well, you know what it is. I am a revenue generation specialist.

01:07:55:20 – 01:08:00:07
Speaker 3
I started in retail at Sunglass Hut. Then I was going door to door in college.

01:08:00:07 – 01:08:22:13
Speaker 3
Then I was doing enterprise phone sales, then we were doing B2B sales when we started our first company. Then we were doing digital marketing and social media and sales, B2C coaching sales. Then we were doing consulting and speakers like, and it’s like online marketing, selling one on one, selling one to many, selling to a room full of people, selling on a webinar, selling in a three day challenge.

01:08:22:13 – 01:08:23:07
Speaker 3
And it’s like.

01:08:23:08 – 01:08:33:18
Speaker 4
Selling in the back of the room, selling in a restaurant, selling in an office, selling online. If it if it can be sold. We have tried we have tried it in some fashion.

01:08:33:18 – 01:08:49:04
Speaker 3
So I think and that comes to what we’re talking about. And one of the things that we say in our book, which by the way, you can get the audiobook for free, free brand audiobook podcast and like one of the opening chapters, is that

01:08:49:04 – 01:08:51:19
Speaker 3
reputation precedes revenue.

01:08:51:21 – 01:08:54:01
Speaker 3
Reputation precedes revenue. Now,

01:08:54:01 – 01:08:54:14
Speaker 3
I think what’s

01:08:54:16 – 01:09:03:07
Speaker 3
part of what’s important for this is that some of our clients, who and members who are watching, or if you’re just new to kind of our community, they go, I’m doing a lot of these things.

01:09:03:07 – 01:09:22:10
Speaker 3
And like, I just I’m struggling to close sales. And it’s because, well, if the first time someone’s ever heard of you as they saw one ad or one reel and then came on one webinar and then they didn’t close, it’s like, don’t be surprised. Like it takes it takes time. Trust takes time. And trust must take place before there’s a transaction.

01:09:22:10 – 01:09:31:18
Speaker 3
So I think what marketing does is it shortens the sales cycle if we do this right. But you still need to sell.

01:09:31:19 – 01:09:40:06
Speaker 4
Well I would say marketing helps do that an online fashion. But your reputation can help do the exact same thing in an offline fashion.

01:09:40:07 – 01:09:41:07
Speaker 3
Absolutely.

01:09:41:08 – 01:09:45:05
Speaker 4
And both work and both should be used.

01:09:45:09 – 01:09:57:21
Speaker 4
look, there’s so much conversation even on this show, to be honest, about online marketing. And I’m kind of like the ever present force at our company that’s like, don’t forget, there’s offline two.

01:09:57:21 – 01:10:20:06
Speaker 4
And I think that’s because still to this day, in every sales environment that I am in, every big sale that I’m a part of still happens offline. So I’m just a huge proponent and advocate of it, knowing that marketing plays an essential role and awareness and consistency and visibility. But y’all, like nothing.

01:10:20:10 – 01:10:28:07
Speaker 4
overpowers the genuine influence that comes from someone else going, you need to meet my friend AJ.

01:10:28:08 – 01:10:51:10
Speaker 3
Gosh, you know, even as you’re saying that I’ve never really thought about this till this very second is that, you know, I’ve been on many of the biggest podcasts in the world Louis Howell’s Ed Millett, Amy Porterfield, Cody Sanchez, Jenna Kutcher, Trent Shelton, Dave Ramsey, right. These huge online platforms, 100% of those came from offline, the offline relationships.

01:10:51:12 – 01:10:54:15
Speaker 4
None of them found you because of your online.

01:10:54:17 – 01:10:57:20
Speaker 3
No, it was all offline relationships.

01:10:57:20 – 01:10:58:07
Speaker 4
That I’ve been.

01:10:58:07 – 01:11:03:05
Speaker 3
Telling, you know. Yeah. Well you’re right, I’m just it just took me a while, as usual. But

01:11:03:05 – 01:11:03:11
Speaker 3
that’s.

01:11:03:12 – 01:11:08:18
Speaker 3
why we define personal branding as the digitization of your reputation.

01:11:08:18 – 01:11:10:15
Speaker 4
Is already present. Reputation offline.

01:11:10:16 – 01:11:16:17
Speaker 3
Is offline, and then personal branding is just the digitization, multiplication of that offline reputation.

01:11:16:18 – 01:11:23:17
Speaker 4
Yeah. So I know that we’re going to talk about a lot of different things today. But I don’t want to forget to say this for the for the all of you who are listening. It’s like

01:11:23:18 – 01:11:29:11
Speaker 4
one of the best things that you can do to grow revenue in your company is to build offline relationships.

01:11:29:11 – 01:11:45:00
Speaker 4
To actually invite someone to coffee, to go take a lunch, to take that phone call or zoom meeting that you don’t think you have time for, to build the relationships, to build that relational equity with the person who referred you with the person they referred you to.

01:11:45:01 – 01:12:06:07
Speaker 4
To show up at a networking meeting, join a board that could be a nonprofit board. Go to an event, go to a conference. Don’t sneak off and check your emails in the corner at the break. Actually stand in line and meet someone like, go do the things that put you in proximity with other people that you can build networking relationships with.

01:12:06:12 – 01:12:24:16
Speaker 4
Like. And if you’re not, if you’re going, well, that’s just not me. It’s like, but that’s sales that has to become a skill set, a muscle that’s developed for you to go out and generate sales for your company, for your business, for your team. That’s not going to happen. You sitting in an office with paper.

01:12:24:20 – 01:12:38:11
Speaker 3
Yeah. And I would you know, another one I’d add to that list which sometimes people don’t like to say, but it’s true. It’s, you know, join masterminds, like many of the most powerful relationships that we’ve made have come from rooms we paid to be in.

01:12:38:12 – 01:12:38:22
Speaker 4
100.

01:12:38:22 – 01:12:43:21
Speaker 3
Percent with other people who are investing at really high levels. And here’s the thing

01:12:43:23 – 01:12:48:05
Speaker 3
Relationships are irrefutable accelerants to revenue.

01:12:48:05 – 01:12:59:21
Speaker 3
People are going like, what’s the hack going viral? You know, like being being famous, having a big podcast, being a bestselling author, you know, going going to like, you know, some prestigious school know

01:12:59:22 – 01:13:03:21
Speaker 3
if you’re looking for the shortcut, there is only one shortcut in is relationships.

01:13:03:21 – 01:13:15:06
Speaker 3
That’s the only thing that exists that is really a true shortcut. And so, you know, just to your point, joining those things, building those relationships is, is is critical.

01:13:15:07 – 01:13:36:10
Speaker 4
Yeah. I was like as you were talking, I was like, what if like the shortcut that everyone is looking for is the person sitting across from you, like, what if that’s the shortcut? Like, what if being a good friend, being a good resource, helping someone else is the shortcut that you’ve been looking for? And all this time, energy and money that’s being expended in all these other areas, all of that can be bypassed.

01:13:36:11 – 01:13:58:06
Speaker 4
If you just said yes to that coffee meeting, if you just engaged in that conversation, showed up at that evening networking group, like what if? And again, not saying one is more important than the other, but one most certainly cannot be forgotten. And in a world that is full of social media and content marketing and digital marketing, it is very close to being overlooked and overshadowed altogether.

01:13:58:06 – 01:14:00:12
Speaker 4
And that is the power of the offline relationship.

01:14:00:13 – 01:14:16:18
Speaker 3
And here’s the here’s the big advantage in a world of AI is as the world moves more towards artificial, they’re the people are the people who are going to win, are going to realize that actually relational is where the equity is.

01:14:17:00 – 01:14:19:16
Speaker 4
I’m going to predict this, that we’re.

01:14:19:16 – 01:14:20:01
Speaker 3
Going on.

01:14:20:01 – 01:14:30:15
Speaker 4
Record, we’re going on record. I have a strong prediction that over the next five years, there is a huge and enormous reemergence.

01:14:30:15 – 01:14:31:17
Speaker 3
Resurgence.

01:14:31:18 – 01:14:56:06
Speaker 4
Resurgence of live events. I think that the need for human contact, human connection for me, just to know that wasn’t AI, for me to know that was a real person, a real idea, a real conversation. Like we are on the verge of the live event business, the seminars, the conferences, networking meetings, humans getting together. I think that we are going to see it reemerge, a.

01:14:56:08 – 01:15:15:02
Speaker 4
Resurgence of resurgence like we’ve never seen before. Because when I think about the 20 years ago in my early sales career, there was like a seminar to go to every week. Like, I mean, it was like a networking meeting at every corner. I was getting invited something, every lunch, every dinner, every weekend. It was a bad networking meeting.

01:15:15:02 – 01:15:32:14
Speaker 4
It was the Chamber of Commerce. It was, you know, all the live events. We would go to the get motivated, the women of faith, like I was saying yes to, I was in that event all the time. And really, when I reflect over the last ten years, I have had to search for them. I have like really had to go out and be like, what do I want to go to?

01:15:32:15 – 01:15:42:02
Speaker 4
Maybe their micro events, maybe their big mega events? Again, I can just already tell you there’s already in this early signs of AI. There’s already a

01:15:42:04 – 01:15:47:13
Speaker 4
request and a need for. And I just want to see humans. Like I just want to be with people

01:15:47:16 – 01:16:02:09
Speaker 3
So here’s a behind the scenes statistic about Brand Builders group. So our own membership, what we have figured out is the number one most determining factor of whether or not someone stays in our program is if they’ve come to our events.

01:16:02:10 – 01:16:03:04
Speaker 4
100%.

01:16:03:04 – 01:16:04:04
Speaker 3
And and we’ve.

01:16:04:04 – 01:16:04:17
Speaker 4
Got how.

01:16:04:17 – 01:16:18:12
Speaker 3
Many we have. We have AI bots, we’ve got online courses, we’ve got digital community. We do. But it’s like the thing that is the needle mover is did they come to an event? Did they interact with other humans in the program?

01:16:18:12 – 01:16:19:19
Speaker 3
It’s the relationships.

01:16:19:19 – 01:16:40:03
Speaker 4
And so I just so for whatever it’s worth, I think there why not get ahead of the curve as you’re listening here. It’s like, okay, where am I missing the boat of just being in a room with someone else who might be my new best friend, who might be the person that refers me to my biggest deal I’ve ever had, who might be X, y, z.

01:16:40:03 – 01:17:12:15
Speaker 4
But you’re not going to know if you’re not there. And I think that’s just the value of the idea of expediting your personal brand. Yes, it happens online, but it can happen offline too. So does reputation matter when it comes to selling? Yes, 1,000% online, offline. Either way, they’re they’re both valuable. But that whole idea of a reputation that is established expedites the sales process is absolutely, undeniably true and accurate.

01:17:12:15 – 01:17:23:08
Speaker 4
I’ve had so many clients who’ve even come to us at Brand Builders Group that said, no offense, I would have never called you if I had not been referred by X. Like, no offense taken. Okay.

01:17:23:09 – 01:17:26:00
Speaker 3
We don’t take offense, but we do take your money. Yeah.

01:17:26:03 – 01:17:46:04
Speaker 4
But it’s like when I would say, well, why do you say that? Like, well, I’ve never heard of you before. And I was like, oh, it’s fair. Like, but I trust my friend. Friend like, this is someone I trust. And if they say that you’re good, I trust them. I’m like, that’s fair. You’ve never heard of us. Like, why I would want what I call a complete stranger and say, here’s all my money, please help me do this.

01:17:46:05 – 01:17:50:13
Speaker 4
Probably not that it makes sense if you just think about it.

01:17:50:14 – 01:18:14:15
Speaker 3
And I don’t. I don’t mean to sound like a jerk about this quoting our own book, but like, you know, the book again is free on audio, but we say in there because it’s true, if you do your job right, your customer force will become your sales force, right? If you serve the customer in front of you, they will have an amazing experience and the best marketing in the world as it changed life.

01:18:14:16 – 01:18:44:17
Speaker 3
They will tell people or other people will see the results. And so much of our business comes from the fact that our clients are crushing it. They’re having documented wins on a major scale and people say, how did you do it? And they go, brand builders group. You need to do that same thing. You need to make sure the people who are already giving you money or having a great experience and are getting a result, if they get a result, then they will bring you the result you want, which is more clients and I think that also is overlooked.

01:18:44:17 – 01:19:07:12
Speaker 3
So anyways, we talk a lot on this show about marketing, reputation, digital content strategy. Let’s talk about sales. Okay? I do want to get into the tactics of this of the sales conversation, but I actually want to flip what was in our show outline. And I want to talk about ethical selling first, because this is another place that I think at least our audience struggles with.

01:19:07:12 – 01:19:17:11
Speaker 3
And a lot of where I personally have struggled with of going, we don’t want to be unethical. Like we’re not willing to compromise our reputation for revenue.

01:19:17:12 – 01:19:21:19
Speaker 4
Well, could you just define for everyone who’s listening, what would you say is ethical versus unethical?

01:19:21:20 – 01:19:40:06
Speaker 3
That’s what I want to talk about. I want to talk about because I think, you know, I use Grant Cardone, and I actually don’t think he would mind me saying this, but like, they’re so hard. Chorus. Like their job is to close. It’s almost like a close at all costs. I think he takes pride in that. And I wouldn’t even say that’s wrong necessarily.

01:19:40:06 – 01:19:41:08
Speaker 3
That’s just not what we believe.

01:19:41:09 – 01:19:42:01
Speaker 4
It’s just on brand.

01:19:42:07 – 01:20:05:04
Speaker 3
Yeah. And that’s on brand. So what we believe is something different. It’s not weak though. It’s not like oh let them by if it’s comfortable. Right. It’s. So I want to talk about what. How do you define ethical selling. What do you think is different about our philosophies about sales? Because, you know, here, here we are saying we’re selling machines.

01:20:05:04 – 01:20:10:16
Speaker 3
We came up in sales. But there’s a lot that we won’t do in selling. And maybe we could start with that.

01:20:10:19 – 01:20:14:14
Speaker 4
I think that’s probably like an easy thing, like what are our nevers? And always when it comes to.

01:20:14:18 – 01:20:18:23
Speaker 3
What are the things we don’t do in selling that maybe other people who teach sales.

01:20:19:00 – 01:20:22:14
Speaker 4
We don’t lie, we don’t exaggerate, we don’t overpromise.

01:20:22:15 – 01:20:30:08
Speaker 3
And we don’t sell things to people that aren’t the right fit for them. Yeah. Like we we walk away from sales all the time.

01:20:30:09 – 01:21:02:21
Speaker 4
Well, I want to I want to clarify because it’s like, as I say, that I’m sure a lot of people are going, well, of course you don’t lie. And it’s I think let me define what that is. Are you saying things that you know to be true versus repeating hearsay or things you would like to be true? And like I can even say, like even in my own sales experience as a salesperson growing up without the proper education, I have said things before that I believe to be true because I wanted them to be true about maybe the products or the services or the company I was selling for, and then later came to realize,

01:21:03:01 – 01:21:22:09
Speaker 4
oh shoot, that was not accurate. That was, I need to go back and recant. I need to change my sales script. I need to go and call them and say, hey, I’m sorry I said this. That’s not accurate. And I don’t think a lot of people do that. They say something on a whim. The customer is like, well, hey, can you help do this?

01:21:22:10 – 01:21:31:23
Speaker 4
And you’re like, yeah, absolutely. Because it’s like, maybe you really don’t know what the delivery team does, right? Like the actual operations of your company does.

01:21:32:03 – 01:21:38:06
Speaker 4
It’s not that I think anyone is intentionally lying or they’re going, hey everyone lie.

01:21:38:07 – 01:21:43:22
Speaker 4
No, I think there’s a lot of documentaries about some companies that have most certainly done that

01:21:43:22 – 01:21:51:20
Speaker 4
But I don’t think most people do that. I think they say things because they want them to be true for the customer and they go, yes, we can do that.

01:21:51:21 – 01:21:55:11
Speaker 4
Yes. That’ll happen. Yes, on this timeline. And it ain’t true.

01:21:55:12 – 01:22:24:08
Speaker 3
Yeah. Here, here’s the most common form of lying that happens in a sale is not an outright blatant lie. It is an over promise of what you can actually deliver and or an exaggeration of what you can actually deliver. And a lot of times, if the sales person is not connected to what the delivery, this is why there’s internal conflict is like the sales person is promising things, whatever they have to promise to make a sale, and then the team is left holding the bag of like, how do I execute?

01:22:24:09 – 01:22:26:17
Speaker 3
Like we don’t? That’s not what we actually do this.

01:22:26:18 – 01:22:43:10
Speaker 4
I mean, like, we’re not perfect at this. Like, this has happened in our own organization where sales team promised something, then would call the delivery team. Hey, this is what I told them. Just making sure you can do it. The delivery team goes, no, we can’t. Then I hear from the delivery team and the sales team going, hey, this is what we said.

01:22:43:10 – 01:22:56:12
Speaker 4
They’re saying we don’t do that. And I’m going, yeah, we don’t do that. And they’re like, but this is what we told them. And the delivery team is trying to figure out a way. I’m like, that is not what we do. Call the person back, say you misspoke. And if that means we lose the sale, we lose the sale.

01:22:56:13 – 01:23:10:09
Speaker 3
And we just we have we have lost salespeople or we have removed salespeople as a result of this because it’s like, that is not something that we will do. We will not overpromise what we can’t deliver on.

01:23:10:10 – 01:23:35:11
Speaker 4
And not exaggerate. We will not over promise. Because at the end of the day, if you’re trying to help your customer force become your sales force, you have to overdeliver, which means you need to set proper expectations from the get go. I think the number one reason I in my opinion, this is just my opinion that there are customer service issues is there are unmet expectations.

01:23:35:12 – 01:24:09:07
Speaker 4
Something was said or heard, promised or wanted either way. And I’m not saying the customer is always right. I am not always right when I have an issue, right. But I do believe it all stems from the exact same place of unmet expectations. I was told this or your sales page said this, or your website said this, or all your testimonials said this, and I have had a 180 degree different experience, and now I’m pissed because what you showed me, what I believed to be true, is not.

01:24:09:07 – 01:24:14:03
Speaker 4
So setting proper expectations is what makes a happy customer.

01:24:14:04 – 01:24:37:15
Speaker 3
Yeah. One one of the things that we believe about sales that I think a lot of people don’t, is we don’t believe that the sale is finished. When you collect the money, we believe the sale is finished when the customer experiences the result that we talked about. And so many sales organizations are just get the money on to the next, get the money onto the next, get the money on to the next.

01:24:37:15 – 01:25:01:10
Speaker 3
And that’s not how you build reputation. That’s how you build. That might lead to an increase in short term revenue, but it is a decrease in long term reputation, which ultimately is a decrease in long term revenue. And I think a lot of times when people have a really fast start as an entrepreneur and they get out of the gates quickly, but then they hit these plateaus, it’s because some of their reputation is catching up with them.

01:25:01:10 – 01:25:18:16
Speaker 3
And now it’s a instead of being a tailwind that’s pushing them forward, it’s a headwind that’s going against them because they’re trying to sell something to people. But people are going, well, you’re saying this, but I’ve heard a bunch of your customers say something different. And and those aren’t those aren’t aligned. We got to be able to deliver the result to the person.

01:25:18:19 – 01:25:29:02
Speaker 4
Yeah. I think the other thing is that thing is really important is like those things that we don’t do, right? So we don’t lie, we don’t exaggerate, we don’t overpromise. What did you say? We don’t. You said something.

01:25:29:04 – 01:25:30:09
Speaker 3
I said, we don’t overpromise.

01:25:30:10 – 01:25:36:17
Speaker 4
We don’t have a promise. But I would say one of the other things is we don’t treat customers like numbers or transactions.

01:25:36:18 – 01:25:37:14
Speaker 5
Totally.

01:25:37:16 – 01:25:58:18
Speaker 4
And that’s easy to do when there’s high volume. That’s also really easy to do when you’re not in a one on one selling conversation, if you’re selling online, if it’s an e-commerce and we talk about units at units or people, right. Those are people like we even say our members. Right? But it’s like we used to call them users in the system.

01:25:58:18 – 01:26:16:04
Speaker 4
And I had someone call me out and they’re like, users are like, are they drug addicts? Like, what is what is happening here? And I’m like, oh yeah, I didn’t even hear that. Like, no, it’s like, yeah, these are human beings. These are our clients. These are our customers. And so we changed it. But it’s like it’s just a remember, it’s a reminder.

01:26:16:04 – 01:26:22:19
Speaker 4
It’s like, this is not a transaction. This is a relationship. And you have to treat it as so if you want it to beat one.

01:26:23:01 – 01:26:23:20
Speaker 3
Yeah. The

01:26:23:23 – 01:26:34:13
Speaker 3
even if someone bought from you and then they left. A lot of organizations are like, well, screw you. You left like you’re out. Like you’re not, you know, fine, I don’t, and it’s like you always preserve the relationship.

01:26:34:15 – 01:26:40:23
Speaker 4
Yeah. So those are some of the things we never do. I want to share just three quick things that we always do that we believe in.

01:26:40:23 – 01:26:51:11
Speaker 4
And this is at least destroy. And I and a shared sentiment at all three entities that we serve Mission Driven Press, Nashville, Creative Spaces, Brand Builders Group. Right. Those are our three sister companies.

01:26:51:14 – 01:27:01:18
Speaker 4
But there are three things that we constantly say to anyone who’s in a sales seat, which let me just preface this is everyone. We we talk about this a lot.

01:27:01:18 – 01:27:11:00
Speaker 4
It’s like everyone in every organization is in sales. And there are three types of revenue. I’m going on a tangent for a second. I’ll come back to what I was going to say in a second.

01:27:11:01 – 01:27:37:19
Speaker 4
But there are three types of sales that are always happening. The first is new revenue generation, right? That’s new sales, right? And that is probably most the sales and marketing department. Right. But that’s new revenue generation, new sales. The second is revenue retention, right. So it’s like how do we retain these customers, repeat customers. This is LTV and all the things that we’re doing to keep clients clients.

01:27:37:19 – 01:28:03:20
Speaker 4
But then there’s also revenue protection and retention. And protection is very different. And the protection side is what people usually don’t think is sales. And I consider that finance operations, HR, it, it’s all the behind the scenes infrastructure that are putting things in place to protect the client, to protect our team, and to protect the client, to give you

01:28:03:22 – 01:28:11:11
Speaker 4
easier, simpler experience with the organization, to remove friction, to make conversations happen faster.

01:28:11:11 – 01:28:34:14
Speaker 4
And a lot of people don’t consider themselves in sales. And I go, you are in revenue protection. You protect the revenue because you’re supporting the team and equipping the platforms and the technologies to do their job, to make our client experience better. So there is new revenue generation, there is revenue retention, and then there is revenue protection, which means every seat is in sales in

01:28:34:14 – 01:28:35:13
Speaker 4
some capacity.

01:28:35:14 – 01:28:42:09
Speaker 3
So you’re talking about like if I can’t log into my portal, that’s a risk of a loss sale. If I, if I, if the agreement is too cumbersome.

01:28:42:13 – 01:28:44:23
Speaker 4
And cage takes 30s to load and they bounce.

01:28:45:00 – 01:28:45:19
Speaker 5
And then if I can’t.

01:28:45:19 – 01:28:59:02
Speaker 3
Sign up for an event like any those would be things in our. It’s the logistical kind of like operational things that you go, what does this have to do with sales? And it’s like it has everything to do because that’s a customer that’s about to leave. If that goes wrong, that’s good.

01:28:59:03 – 01:29:22:01
Speaker 4
So those are the three categories. So just a reminder don’t think about sales in just the scripts or the, you know, sales talks that your sales team has is like no, we all play a role in sales in any organization. No matter what your job is, you play a role. Now back to the three always. Here are three philosophies that I hold firm to and probably bog my team to death on.

01:29:22:02 – 01:29:37:15
Speaker 4
Number one key philosophy there are no duds. This is so important because in sales it’s easy to say. And they were never going to buy, right? They didn’t have the money for this. They were just wasting my time. They just wanted free calls and free resources.

01:29:37:17 – 01:29:38:12
Speaker 6
Blah blah blah.

01:29:38:12 – 01:29:51:07
Speaker 4
And my philosophy is there are no duds. You talk to every single person and you have the exact same call with every person. There are no duds, right? That’s philosophy number one.

01:29:51:08 – 01:29:56:12
Speaker 3
And if they have a big enough vision, they’ll find the money. If if they don’t, it’s like.

01:29:56:15 – 01:30:13:19
Speaker 4
But I think that’s I’d say that’s like another personal philosophy, not one maybe shared by all, but I just firmly believe I never hear. I know it’s just not right now. And if I can’t make the cell right now, I want to build a relationship that equips me to make the sell one year, five year, ten years from now.

01:30:13:19 – 01:30:21:10
Speaker 4
So maybe they don’t have the money today. Maybe they don’t have the time or the resources or the capacity today. But I’m not making a sale today.

01:30:21:10 – 01:30:22:13
Speaker 3
But if they buy.

01:30:22:13 – 01:30:23:11
Speaker 4
You a path.

01:30:23:12 – 01:30:28:18
Speaker 3
That if they buy you today, even if they don’t have the money, well become a customer one day.

01:30:28:19 – 01:30:42:06
Speaker 4
One day. So the sale I’m making today is okay. Let’s stay in touch. So subscribe to the podcast. Follow me on social. Read the book. Here’s some free resources and when you’re ready, I’ll be ready. Amen. Right. So

01:30:42:06 – 01:30:45:07
Speaker 4
The second is no lead left behind.

01:30:45:08 – 01:30:47:23
Speaker 3
Oh yeah. Here she goes.

01:30:48:01 – 01:30:50:18
Speaker 4
No lead left behind.

01:30:50:19 – 01:30:52:05
Speaker 4
And this is like

01:30:52:05 – 01:30:57:02
Speaker 4
I’m sure as soon as I say it. Like eyes are rolling like Rory’s right now. But it’s like

01:30:57:05 – 01:31:06:14
Speaker 4
yeah. It’s like no, we did the work to attract the lead, do the work to engage the lead, do the work to get the lead on a call, do the work to convert the lead.

01:31:06:15 – 01:31:14:04
Speaker 4
No lead left behind Legatum into our system. So do something right. And that’s a heavy marketing job at Brain Builders Group.

01:31:14:06 – 01:31:19:03
Speaker 4
That’s a very big deal. I think for any company to go like you did the work to attract them.

01:31:19:04 – 01:31:21:13
Speaker 4
Don’t abandon ship once they come on board.

01:31:21:14 – 01:31:43:04
Speaker 3
Well, and you have so many superpowers. And inside of the skill set of sales, you have many superpowers. Relational being number one. Probably. But I think follow up is your most technical tactical superpower. You down? It’s not. You don’t have magic sentences you use to close people. What you do is you go, I will stay in touch with you and I will add value and I will.

01:31:43:05 – 01:31:51:03
Speaker 3
People will believe in you and they will eventually buy from you, even if it’s not today, because you just follow relentlessly.

01:31:51:05 – 01:31:57:16
Speaker 4
It’s like if you don’t buy from me comes you like, you like me, you’ll buy from me because you want me to go away, right? I’m just like, relentless.

01:31:57:17 – 01:32:03:07
Speaker 3
But it’s but it’s not just follow up. Like, are you going to buy or are you going to buy or are you going to buy its follow up? It’s relational followers.

01:32:03:13 – 01:32:21:10
Speaker 4
But I do, because that’s because I believe in the philosophy of no lead left behind. Like if you share a glimpse of interest, I latch on, right? It’s like I’m a latch. I’m all I’ve cued in that it’s not today, but one day, one day it might be. I have many.

01:32:21:15 – 01:32:23:19
Speaker 3
So you’re telling me there’s a chance.

01:32:23:22 – 01:32:46:01
Speaker 4
That is me? That is me. But I have many a story. Like Tracy Christman, who’s the CEO of Budget Blinds, a $2 billion company, where I followed up with her for five years and for five years, she said, I appreciate the follow up. It’s not a good time. Why don’t you touch base next year? And I’m like putting it in my calendar.

01:32:46:01 – 01:33:06:02
Speaker 4
Tracy five years. And finally she was like, oh good Lord, you are following my instructions. You followed up with me. I know she regretted it at the time. And then she was like, you know what? There’s a slot, there’s an opening. I’ll give you a chance. Like, yes. And it was like that turned into a five year relationship, almost seven figures.

01:33:06:02 – 01:33:22:06
Speaker 4
And we’re still in touch with her today. She texted us just last week asking for some new stuff as her role is grown, our relationship has grown, but she said no for five years so no lead left behind. Number two. Number three is an always list, which is once a client, always a

01:33:22:08 – 01:33:22:18
Speaker 4

01:33:22:18 – 01:33:23:00
Speaker 4
it’s

01:33:23:04 – 01:33:34:19
Speaker 4
hey, if you have to step away from being an active client, then just know we’re here and we’re ready if you’re ever ready to come back. And what’s our part? To make sure that we stay in touch, we stay engaged.

01:33:34:20 – 01:33:51:08
Speaker 4
There’s points of interaction, points of engagement, points of service to let you know that like we’re still here having update calls, reaching out, touching base, following them on social media, whatever it takes. But it’s once a client, always a client.

01:33:51:08 – 01:33:56:20
Speaker 4
That doesn’t mean they’re always a paying client, but if you treat them as so, one day they may become one again.

01:33:56:21 – 01:33:57:05
Speaker 3
Yeah.

01:33:57:05 – 01:34:03:04
Speaker 3
a lot of our clients. I don’t even know if they’re paying anymore. Like, I don’t even keep track of, like when I’m connecting them.

01:34:03:08 – 01:34:07:22
Speaker 4
It’s no longer about a business client relationship. It’s just a relationship.

01:34:08:02 – 01:34:12:03
Speaker 3
If somebody is out there right now and they are

01:34:12:03 – 01:34:13:02
Speaker 3
going, okay,

01:34:13:02 – 01:34:16:09
Speaker 3
I’m either not great at sales or I don’t love it,

01:34:16:09 – 01:34:23:01
Speaker 3
or I don’t buy into the philosophy and training of some of the more aggressive kind of like sales tactics.

01:34:23:02 – 01:34:29:21
Speaker 3
What are some tactical things that you can share with them right now that they can use to close more sales?

01:34:29:22 – 01:34:39:07
Speaker 4
Yeah, I would say I would just I would define aggressive, as you say that, because I consider myself a fairly aggressive salesperson and aggressive.

01:34:39:08 – 01:34:40:19
Speaker 3
Let me say manipulative.

01:34:40:20 – 01:34:43:11
Speaker 4
There you go. I think it’s completely fine.

01:34:43:14 – 01:34:45:17
Speaker 3
It’s a great distinction.

01:34:45:19 – 01:34:51:05
Speaker 4
Based on how you define it, which is bold, pro proactive

01:34:51:05 – 01:35:03:15
Speaker 4
a little bit rejection proof. Like, I don’t care if you say no, but like I’m still going to say this, but I think there is some element of you cannot be afraid to ask for the business. You cannot be afraid to go, hey, I believe this could be good for you.

01:35:03:15 – 01:35:23:10
Speaker 4
And here’s why. And I think a lot of that is that maybe aggressive is a strong word, but it comes from conviction and confidence in what you’re selling. And is it the right fit for the person. So that’s actually where I would start. It’s like if you’re if you’re hesitant and selling, I would first go, where is your hesitancy and your conviction?

01:35:23:11 – 01:35:36:01
Speaker 4
Because if there is something that’s holding you back or it’s not clicking or things aren’t converting, before I would look at tactics or closing techniques or objection handling, I would first take a gut check at your conviction and what you’re doing.

01:35:36:05 – 01:35:44:21
Speaker 4
It’s like, are you fully informed on what your product or service does? Have you seen the transformation or the benefits of it?

01:35:44:22 – 01:36:14:07
Speaker 4
Do you believe in it? Have you used it? Have you read the case studies? The testimonials? Have you met the people? Have you experienced it live? And I think a lot of companies, a lot, including us. We forget this sometimes too. They forget to make sure their sales team is immersed in the product or service, because they have to be the number one ambassador, the number one advocate, the number one believer of what we do and when they’re not, it’s when sales drops or they sell to the lowest common denominator.

01:36:14:07 – 01:36:34:02
Speaker 4
And it’s like, are you aware of what else is out there in the market? And that would be the second thing. It’s make sure that your your conviction is in place that you believe to your core, and what you’re selling and what you’re selling is 100% in alignment with what actually happens. That’s number one. Number two is you have to believe it’s the best in the market.

01:36:34:03 – 01:36:48:06
Speaker 4
Even if it’s not, you have to you have to believe that it is because you’re like, it changed my life. It’s changed these clients life. Even if there’s more products that are quoted better in the marketplace, that’s like, well, I don’t think those are better because of this.

01:36:48:10 – 01:36:55:02
Speaker 4
but you can only do that when you’re aware of all the other products, services, programs that are out there compared to what yours is.

01:36:55:03 – 01:37:03:15
Speaker 4
And you can speak intelligently about it. And like I can give you ten programs right now that charge ten times what we do on offer. Half.

01:37:03:17 – 01:37:24:03
Speaker 3
That’s how we build brand builders group. You go, people pay for masterminds. They pay for one on one coaching. They pay for courses, they pay for AI bots. They pay for implementation tools. They pay for live events. They pay for virtual events. And it’s like our members get all of that for a fraction, a fraction of what they would pay, what they are paying in other places.

01:37:24:03 – 01:37:26:06
Speaker 3
And that conviction is really good. Yeah.

01:37:26:06 – 01:37:29:09
Speaker 4
And then my third one is the powers and the questions.

01:37:29:09 – 01:37:41:18
Speaker 4
So the first one is that you’ve got to be relentlessly convicted in what you do. You have to have situation awareness and belief that your product or service is superior. And the third is that the power is in the questions.

01:37:41:18 – 01:37:55:08
Speaker 4
Any great sales conversation is just that. It’s not a monologue. It’s not a presentation. It’s a conversation because you are genuinely curious and interested, and you’re asking questions to listen, not so that you can move on to the next step.

01:37:55:12 – 01:37:56:18
Speaker 3
And I think

01:37:56:20 – 01:38:13:14
Speaker 3
if you’re nervous, it’s because you feel like you have to say the right thing. You have to have the magic words, the secret formula. And that’s self-centered. There is no fear when the mission to serve is clear. So the key to reducing that reluctance in a sales conversation is to not be thinking, oh, I have to have magic things to say.

01:38:13:14 – 01:38:32:19
Speaker 3
It’s I want to ask questions about them. And the number one thing you should be asking questions about is their dream. What what is their what is their vision? What do they want? What do they wish they could have? What is the thing that they are pursuing passionately for their life, their business, or whatever related to what you do?

01:38:32:21 – 01:38:54:14
Speaker 3
The key is you have to get them talking about that more than the conversation is about your product. If they are clear that they want this thing and they’re super passionate about it, then there’s only one question remains, which is does your product or service help them get closer to that? If yes, they will buy. If no, they might not.

01:38:54:18 – 01:39:01:22
Speaker 3
it’s as simple as that. But most salespeople are talking way too much. They’re not listening. They’re not asking the right questions.

01:39:02:00 – 01:39:05:20
Speaker 3
So ask them about their dream, their hopes, their futures, their ambitions. And

01:39:05:20 – 01:39:10:12
Speaker 3
this is our number one rule, like our number one rule, if I had to boil it down, is

01:39:10:18 – 01:39:15:08
Speaker 3
you always win the relationship. If you lose the sale,

01:39:15:10 – 01:39:17:19
Speaker 3
And I, I don’t think every company believes that.

01:39:17:19 – 01:39:28:06
Speaker 3
But you and I have always believed that in lockstep. And that’s what we’ve done, and that’s what we have encouraged our team to do, and that’s what we encourage our community to do. And hey, it’s worked out pretty well.

01:39:28:07 – 01:39:50:11
Speaker 4
Yeah. And I would just encourage everyone. It’s like, don’t be afraid to sell. Selling is not a bad thing. It’s how you actually sustain, grow and scale your business. If you don’t generate revenue, you won’t make it. Don’t be afraid to sell, but believe in the thing that you’re selling. So as you’re listening to this today, I would just encourage you if this was helpful to you.

01:39:50:12 – 01:40:14:16
Speaker 4
Do us a favor. Do yourself a favor, do your friend a favor, and share this episode with someone who maybe is experiencing a little sales reluctance, or maybe just a little sales frustration. And maybe this will be just a little bit of boost of confidence to help that person kind of step over that barrier, to embrace sales as what it should be, which is building relationships and helping people make decisions.

01:40:14:17 – 01:40:26:11
Speaker 4
Right. That’s what that is. If you liked it, we would appreciate a review because that helps other people know what episodes to listen to. And if you haven’t already, please subscribe so that you can join us again next time.

01:40:26:13 – 01:40:46:11
Speaker 3
If you need help coming up with some sales talk tracks for yourself. Some sales systems to grow your revenue, go to free brand, call free brand, call out, request a conversation with our team and we’ll show you how we can help our members to grow their revenue using those systems. And you know, this service centered mindset. But we appreciate you being here.

01:40:46:11 – 01:40:52:18
Speaker 3
That wraps up this edition of the wealthy and well-known podcast. Until next time, go serve the person you once were.

WWK Ep 037: Become the Chief Storytelling Officer of Your Brand

00:00:07:02 – 00:00:10:11
Speaker 1
Most personal brands and thought leaders are afraid to be in front of the camera.

00:00:10:11 – 00:00:12:17
Speaker 1
Scared of what the camera is going to say about them.

00:00:12:19 – 00:00:15:08
Speaker 4
Everyone who’s been successful at something

00:00:15:08 – 00:00:17:02
Speaker 4
has an obligation

00:00:17:04 – 00:00:20:06
Speaker 4
a duty to share what they’ve learned

00:00:20:06 – 00:00:22:16
Speaker 4
trust must take place before there’s a transaction

00:00:22:17 – 00:00:27:07
Speaker 4
your face is the greatest asset you have towards creating trust

00:00:27:09 – 00:00:31:13
Speaker 1
The truth is, you are the brand. You should be in front. And there’s a reason why.

00:00:31:17 – 00:00:32:16
Speaker 4
the thing that

00:00:32:18 – 00:00:34:04
Speaker 4
the most pure

00:00:34:04 – 00:00:36:16
Speaker 4
is the most free, the most available

00:00:36:18 – 00:00:38:06
Speaker 4
the story of the founder.

00:00:38:06 – 00:00:41:18
Speaker 4
It’s also the most attractive.

00:00:41:21 – 00:00:45:14
Speaker 5
I am the only one who can tell the story of our company.

00:00:45:14 – 00:00:48:04
Speaker 5
I want to be the chief storytelling officer.

00:00:48:09 – 00:01:09:11
Speaker 1
In this episode of the wealthy and well-known podcast, you’ll learn why your face is the greatest asset you have for creating trust and accelerating transactions in your business, and how sharing your story as the Chief storytelling Officer of your brand can build deep customer loyalty without gimmicks, hacks, or tricks.

00:01:09:13 – 00:01:11:20
Speaker 4
There is no fear when the mission to serve is clear.

00:01:11:22 – 00:01:16:06
Speaker 1
Ever wonder what it actually takes to build a reputation that generates revenue?

00:01:16:09 – 00:01:20:21
Speaker 1
Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,

00:01:20:23 – 00:01:22:18
Speaker 1
NYT bestselling authors

00:01:22:20 – 00:01:28:13
Speaker 1
the personal brand experts who have helped some of the world’s most influential leaders scale their personal brands.

00:01:28:16 – 00:01:29:05
Speaker 1
Now

00:01:29:08 – 00:01:30:13
Speaker 1
they’re pulling back the curtain

00:01:30:13 – 00:01:31:22
Speaker 1
on how to capture attention,

00:01:31:22 – 00:01:33:09
Speaker 1
build massive trust,

00:01:33:11 – 00:01:36:06
Speaker 1
turn your expertise into a lasting legacy.

00:01:36:07 – 00:01:43:03
Speaker 1
Get ready to elevate your influence and your income. This is wealthy and well known.

00:01:43:05 – 00:01:47:09
Speaker 4
Most personal brands and thought leaders think their camera is judging them.

00:01:47:10 – 00:01:49:18
Speaker 4
They’re afraid to be in front of the camera,

00:01:49:22 – 00:01:50:21
Speaker 4
even scared

00:01:50:23 – 00:01:57:09
Speaker 4
About what the camera is going to say about them. But today we’re going to talk about the power of your camera and why

00:01:57:09 – 00:02:01:19
Speaker 4
your face is the greatest asset you have towards creating trust

00:02:01:23 – 00:02:05:17
Speaker 4
and thus accelerating transactions in your business.

00:02:05:18 – 00:02:22:04
Speaker 5
Now, if you’re sitting there listening to Rory talk and going, well, I’m going to skip this episode. This one is not for me. If you’re saying I need to be for the face of the brand, if I need to be the face of my company, if I have to get on camera. Nope. No thank you. And I would actually encourage you.

00:02:22:04 – 00:02:40:14
Speaker 5
This episode is for you. This episode was perfectly designed to reach you exactly where you are today. Because the truth is, you are the brand, right? You are the person behind the company, but we don’t want you to be behind it. We want you to come out and be in front. And there’s a reason why.

00:02:40:16 – 00:02:41:07
Speaker 5
All right, Rory.

00:02:41:08 – 00:02:42:07
Speaker 4
Let’s get into it.

00:02:42:11 – 00:02:44:05
Speaker 5
Why? What’s the reason why?

00:02:44:10 – 00:02:51:05
Speaker 5
Why do we think that people should get out from hiding behind their logos and websites and actually be the front?

00:02:51:06 – 00:02:52:00
Speaker 4
Yeah.

00:02:52:02 – 00:02:54:00
Speaker 4
part of our premise is that

00:02:54:02 – 00:02:56:13
Speaker 4
trust must take place before there’s a transaction

00:02:56:13 – 00:03:08:03
Speaker 4
is simple, right? The reason that we don’t teach gimmicks and hacks and tricks on this show is because we’ve been around long enough to see that that stuff doesn’t work long term. It eventually burns out.

00:03:08:04 – 00:03:08:20
Speaker 5
And usually.

00:03:08:22 – 00:03:10:09
Speaker 3
To say, we’re old.

00:03:10:10 – 00:03:12:19
Speaker 4
No, we’re not that old. I mean older.

00:03:12:20 – 00:03:13:09
Speaker 5
Mature.

00:03:13:10 – 00:03:14:20
Speaker 4
We’re mature, we’re experienced.

00:03:14:21 – 00:03:15:13
Speaker 5
Experienced.

00:03:15:14 – 00:03:20:03
Speaker 4
I’ve been at this since I was. We’ve been 17. We’ve been at this since you were 20.

00:03:20:03 – 00:03:21:05
Speaker 5
Two in this.

00:03:21:05 – 00:03:23:21
Speaker 4
So we’ve been at it a hot minute. But I think it’s

00:03:23:23 – 00:03:49:04
Speaker 4
what we’ve done has worked, which has played the long game. The long game is trust. And so if you start the conversation there and you go, well where does trust come from? And I would just say if you made a list of the people that you trust the most in your life, there’s a good chance that the people on that list are going to be people that you see, that you you know, their face, you spend a lot of time with them.

00:03:49:05 – 00:03:54:02
Speaker 4
You trust your pastors. We trust the people we live with. We trust our family. We trust people in our neighborhood.

00:03:54:02 – 00:04:12:12
Speaker 4
And the only strangers that we trust are people that are like celebrities. And I would say, why do we trust celebrities? Why do we trust actors? Actors are liars for a living, like they literally are paid to pretend.

00:04:12:14 – 00:04:28:04
Speaker 4
Why do we trust them? We trust them because we see them. So I think that this this topic matters because I don’t think it has anything to do with how you look. I think it only has to do with familiarity

00:04:28:05 – 00:04:45:00
Speaker 5
I would love to give a quick case study example of this. One of the things that we do at Brand Builders Group is every single quarter. We collectively as a company, pick a book to read and everyone has to read it. And at the end of the quarter, we do a book club and we come and we share our takeaways and our thoughts.

00:04:45:00 – 00:05:10:14
Speaker 5
The reason we do that is because we believe in personal growth and development, but it’s also because we want to create shared common language amongst our team members. This year for Q2, this is in 2026. We read the book Excellence Wins by Horst Schulz, who is the founder of the Ritz-Carlton. And I just want to give this as a really great example.

00:05:10:14 – 00:05:13:11
Speaker 5
I have known of the Ritz-Carlton brand

00:05:13:13 – 00:05:18:06
Speaker 5
pretty much since I was in my 20s. It’s a pretty well known brand.

00:05:18:07 – 00:05:22:13
Speaker 4
We didn’t go for. We didn’t get to go to the Ritz-Carlton for a while, but we knew about it.

00:05:22:14 – 00:05:44:13
Speaker 5
But it’s one of those iconic brands around luxury and service, and I think a lot of people are like, I’d love to go to a rich one day just to experience what everyone talks about. But, you know, to be honest, up until a couple of years ago, I didn’t even know where it started or who started. Like, if you would have talked about Horst Schulz five years ago in a room, I’d have been like, who’s that?

00:05:44:13 – 00:05:51:04
Speaker 5
And by getting to know him, I have fallen in love with the brand

00:05:51:06 – 00:05:58:08
Speaker 5
I did not love. I did not have an affinity for the Ritz-Carlton. I mean, it’s a brand, it’s a logo, it’s a building

00:05:58:12 – 00:06:06:04
Speaker 5
But my appreciation, my affinity towards it, has compounded significantly since reading this book

00:06:06:06 – 00:06:09:14
Speaker 5
because I got to know the man behind it.

00:06:09:16 – 00:06:10:17
Speaker 5
I got to learn about

00:06:10:18 – 00:06:14:00
Speaker 5
why he wanted to get in this service business, and how he started

00:06:14:00 – 00:06:15:21
Speaker 5
and the culture he’s trying to instill.

00:06:15:21 – 00:06:21:01
Speaker 5
And honestly, his his love of Scripture and the Bible and his commitment to the Lord

00:06:21:03 – 00:06:36:23
Speaker 5
I could go on and on and on about all the things. But by getting to know him, I have completely fallen in love with the brand because I know the person behind it and I don’t know this person in real life.

00:06:37:00 – 00:06:56:03
Speaker 5
I’ve never heard him speak on a stage, but I can tell you right now if there is an option of staying at many other luxury brands versus a Ritz, I would go to the Ritz just to be reminded of how it started, to be reminded of the culture and the intention and the heart of service behind this brand, but

00:06:56:04 – 00:06:57:12
Speaker 5
because of a book.

00:06:57:16 – 00:06:58:09
Speaker 4
And a person.

00:06:58:09 – 00:07:23:01
Speaker 5
Because of a story, because of a person who is willing to go, this is what I believe, and this is why we started this company. So let that be just a nod of encouragement to every founder, to every business, over, to every solopreneur, every entrepreneur. If you think your story and you being the face of it, doesn’t have significance and customer loyalty and affinity, you are so mistaken,

00:07:23:02 – 00:07:44:15
Speaker 4
like, think about using that case study. How many millions of dollars does the Ritz-Carlton spend on advertising? How many billions of dollars do they spend to acquire the real estate that they have and build it? And to go out of all of that and people who have talked about it, and it’s been used as a brand in case studies and in business school.

00:07:44:15 – 00:07:49:01
Speaker 4
But what’s the thing that actually made you fell in love

00:07:49:01 – 00:07:50:21
Speaker 4
is the story of the founder.

00:07:50:22 – 00:08:16:01
Speaker 4
It’s also the most attractive. It’s it’s the most compelling. And I just I think people are missing out. And we saw this in our trends and personal branding National research study that that people are more likely to buy from you, work for you, recommend you spend spend more money with you. If they know the stories of the founders and and the executives.

00:08:16:01 – 00:08:18:04
Speaker 4
so then why do we hide AJ? Like

00:08:18:04 – 00:08:19:18
Speaker 4
why the fear of the camera?

00:08:19:19 – 00:08:36:13
Speaker 5
I don’t think it’s just a fear of the camera. I think it’s a fear of being in the public eye. I think that just as many people have a fear of speaking on stage. Right. It’s like public speaking is the number one fear of all humans even before death. Right? Which is so ironic.

00:08:36:13 – 00:08:45:12
Speaker 4
But Jerry Seinfeld says that. Great line. He says, for most of us, we would rather be in the casket than giving a eulogy at the funeral. It’s so.

00:08:45:12 – 00:09:01:14
Speaker 5
Great because I think it’s people are really afraid of as judgment. I don’t think this is a fear of a camera, a camera I’m looking at right now. It’s a piece of equipment. It’s a little tiny black box. I am not afraid of you. Tiny black box I got, is not it? That is not.

00:09:01:15 – 00:09:04:15
Speaker 4
I’m not afraid of you. Tiny black box.

00:09:04:17 – 00:09:17:16
Speaker 5
Like that is not what I’m afraid of. What I’m afraid of is what everyone else is going to think, say, share about me when I talk to this tiny black box. Right?

00:09:17:19 – 00:09:36:22
Speaker 4
But I don’t get that because and I go to me, this is very similar to the fear that people have about saying, no, this is in multiply your time. We talked about it’s like people are afraid to say no, they don’t want to say no. But what they don’t realize is you’re always saying no to something. You’re either saying yes to to one thing or you’re you’re you’re.

00:09:37:00 – 00:09:39:23
Speaker 4
Anytime you say yes to one thing, you’re simultaneously saying no.

00:09:40:01 – 00:09:44:10
Speaker 5
But I think it’s fair to make a general statement. No one likes to feel judged.

00:09:44:11 – 00:09:44:22
Speaker 4
Sure.

00:09:45:02 – 00:09:45:20
Speaker 5
Nobody likes.

00:09:45:21 – 00:09:46:05
Speaker 4
But that’s.

00:09:46:05 – 00:09:46:19
Speaker 5
Not my point.

00:09:46:23 – 00:10:10:20
Speaker 4
But that’s not my point. My point is you’re being judged. Anyways. That’s my whole point is to go. You’re being judged anyways. Your face is already associated with your brand in an offline environment. The only thing about online is it’s the multiplication of your reputation. It’s the digitization of your reputation, but it’s still your reputation, so you already have that judgment.

00:10:10:20 – 00:10:15:06
Speaker 4
People are already judging you, your brand, your face, how you look every day.

00:10:15:06 – 00:10:33:22
Speaker 5
I really do believe it is the difference of the ability for when you go online, like when you’re putting a video out there, podcast, YouTube, social media. But I just want to say this, I don’t think this is just about being on camera. I think the exact same thing happens on stage of like, what are they going to say in the evolution?

00:10:34:00 – 00:10:44:01
Speaker 5
What are they going to tell the meeting planner? What if everyone hates it? What if people leave in my presentation? What if no one claps? What if I get terrible reviews? I think the exact thing, exact same thing happens.

00:10:44:02 – 00:10:45:03
Speaker 4
I think it’s the same.

00:10:45:04 – 00:11:02:22
Speaker 5
Thing because when you post it, you’re putting it out there versus yes. Is it happening all around you? Sure. But are they coming to your face and going, that was terrible. I can’t believe you said that. You’re an awful person. No, people aren’t doing that. Not to your face.

00:11:02:22 – 00:11:03:11
Speaker 4
But online.

00:11:03:12 – 00:11:04:23
Speaker 5
They online they will.

00:11:04:23 – 00:11:06:19
Speaker 4
Because they’re hiding behind the camera.

00:11:06:20 – 00:11:16:19
Speaker 5
They’ll just be like, you know, thumbs down, like, don’t listen, unfollow this person. That’s crappy advice. And I think a lot of people, it’s like, they don’t like that.

00:11:16:20 – 00:11:17:07
Speaker 4
Yeah, I.

00:11:17:13 – 00:11:22:09
Speaker 5
Think that’s a reason not to do it. I’m just going I think that’s the reason most of us aren’t doing it.

00:11:22:09 – 00:11:31:15
Speaker 5
that should have zero impact on whether or not you do it. I’m just saying I do believe that’s why they don’t. So how do we get over that is the question.

00:11:31:16 – 00:11:49:00
Speaker 4
Yeah, I think you’re I think you’re right. And to that point, I think I guess what’s, what’s what’s really fair about that is the the criticizing is also hiding behind the camera. They don’t have to they don’t have to see you face to face. And so they’re much more likely to be nasty and mean. It’s like when someone writes a negative email, they will.

00:11:49:01 – 00:11:57:17
Speaker 4
They would never say those things. Almost never would that person say nasty things to your face. But when they do it through email, it’s like there’s that. That barrier.

00:11:57:18 – 00:12:08:10
Speaker 5
I have found to is that for an entrepreneur, a business owner doesn’t matter. Your company is like your child and nobody wants anyone to tell.

00:12:08:10 – 00:12:09:01
Speaker 3
You your baby’s.

00:12:09:01 – 00:12:30:09
Speaker 5
Ugly, right? So I believe that it doesn’t even have to be negative because I have had many conversations with friends or they’re like, I’m just getting ripped apart, I’m getting destroyed. And then I’ll go read the comments and I’m like, where? Like, what do you mean, like? And I even get this sometime, like every single time that a customer service emails, we do get them right.

00:12:30:10 – 00:12:36:19
Speaker 5
Like they come at me time I get one. I literally have to emotionally remind myself, this is not about you.

00:12:36:19 – 00:12:38:15
Speaker 5
The company is still good, we’re still doing good work.

00:12:38:16 – 00:12:54:00
Speaker 5
And it’s just one piece of feedback. I think so many of us are so attached to this company, whatever it is, that it’s like, it hurts when people don’t like it or have negative things to say. So it doesn’t even have to be a hater or a criticize. Or it could be.

00:12:54:01 – 00:12:55:03
Speaker 4
A constructive feedback.

00:12:55:03 – 00:13:03:19
Speaker 5
Or it could be a yeah, somebody who’s pretty neutral, who’s like, well, you know, I think you should. And then all of a sudden we take that as, oh, I’m terrible.

00:13:03:21 – 00:13:15:16
Speaker 5
So I think there are some of that where you have to detach yourself from the company, like there is. There has to be an identity shift. If I am not my company, I am the person behind the company.

00:13:15:16 – 00:13:30:22
Speaker 5
this is about why you started it, who you started it for, the ideals, the beliefs, the values, the lessons, the stories, the victories, the failures. Those are the things that help people separate you from the company. And I think that’s where a lot of people get it wrong.

00:13:30:23 – 00:13:35:14
Speaker 5
It’s like, oh, I am the face of the company. It’s like, no, the company has its own face,

00:13:35:14 – 00:13:48:15
Speaker 5
we’re just saying, hey, stop being behind it and actually bring the story to the forefront. We had this I told you about this a couple of weeks ago, how I met an organization called EO Entrepreneurs Organization here in Nashville.

00:13:48:15 – 00:14:08:00
Speaker 5
And there’s seven of us that we meet for half a day every month. We’ve done that for ten years. And five of the seven are the original five. So we’ve been together doing this for ten years, and it’s my favorite thing that I’m a part of. And we have this ongoing conversation for two years.

00:14:08:01 – 00:14:09:10
Speaker 4
Oh, this is good. Yeah, this is good.

00:14:09:14 – 00:14:24:23
Speaker 5
And I think it’s very reminiscent of this conversation. So maybe some of you will gleam something from this. But for two years we’ve had this conversation almost every month of like, what do we have to do to become the CEO of our company?

00:14:25:01 – 00:14:28:18
Speaker 4
Like, what does it mean to be a CEO? What should a CEO be doing? What should a CEO.

00:14:28:22 – 00:14:49:03
Speaker 5
Even had goals like this year is the year I become the CEO of a company, because as you guys know, I say this all the time. CEO just really means chief Everything officer. But in a small business and a growing enterprise, as an entrepreneur, it’s like you’re doing all the things right. You’re making sales, handling customer service issues, doing recruiting, checking bills, like there’s a lot of things.

00:14:49:03 – 00:15:01:20
Speaker 5
And so most of us have very established businesses. We’ve been doing this a long time, and we’ve all had this running conversation for two years. Like, how do we become the CEO of a company?

00:15:01:23 – 00:15:05:22
Speaker 5
And at our last meeting, a wise member.

00:15:06:00 – 00:15:08:09
Speaker 4
You had an epiphany. You all had a big epiphany.

00:15:08:10 – 00:15:15:23
Speaker 5
A wise member of our group who’s been in business the longest, said, I have had an epiphany.

00:15:16:00 – 00:15:16:10
Speaker 4
Oh.

00:15:16:10 – 00:15:33:15
Speaker 5
And I would like to share it with the rest of you to see if it clicks. And we were like, do tell Dennis. Like, tell us, tell us, tell us what you’ve learned. We need to know. And he goes, what I’ve realized is I don’t want to be the CEO. And we were like, what? And he goes, how do you guys define CEO?

00:15:33:16 – 00:15:55:02
Speaker 5
Right. And so I like led this conversation of like, what is a CEO to you? And as we’re all sitting there talking about what is a CEO, we all ended the conversation with, oh yeah, I don’t want I don’t want to do that. I don’t actually want to be the CEO. But oh, here was the big oh, shoot, I am the CEO, but that’s not what I want.

00:15:55:02 – 00:16:18:08
Speaker 5
And Dennis was like, this is the exact same epiphany I had. I don’t want to be the CEO. I want to be the founder. And we were like, what’s the founder do? Like, what do they do? He goes, I want to be the chief storytelling officer. He goes, I have finally realized I am not the best CEO for my company, but I am the only one who can tell the story of our company.

00:16:18:09 – 00:16:37:11
Speaker 5
I want to be the Chief Storytelling officer. I am ready, finally, to be the face of the company, to tell this origin story, to share its beliefs and values and lessons like I am ready to step out from behind the company. I don’t want to be the CEO. I want to be the founder chief storytelling officer of my company.

00:16:37:12 – 00:16:38:00
Speaker 4
That’s good.

00:16:38:01 – 00:16:38:12
Speaker 5
And I was.

00:16:38:12 – 00:16:39:10
Speaker 4
Like, that’s good.

00:16:39:15 – 00:17:13:09
Speaker 5
That’s what we want. That’s what I want. And so it was such an epiphany of going, we’ve been striving for this thing that once we finally just said, what is that like? What is that? None of us actually said this was our long term vision. But every single one of us said part of why we started this business, and a part of why we still run our business, is because we want to share what we’ve learned with other business owners, and we’re not doing it because we don’t see ourselves as being in front of the camera, the face, because we’re stuck behind it doing all the things that need to be done.

00:17:13:09 – 00:17:35:01
Speaker 5
So I just think that’s a really interesting thing of like, hey, what is the transition from being an executive of your own company to being the chief storytelling officer of the heartbeat behind all that you’re doing? And I think that’s what we’re talking about today. It’s are you willing to get on stages, to get on camera, to post content, to be the chief storytelling officer of your company?

00:17:35:03 – 00:17:36:20
Speaker 2
I love that, I love that.

00:17:36:20 – 00:17:51:20
Speaker 4
So on this topic of being front facing and doing doing video, I know the answer to this one. Okay, I don’t always know the answer to what. How do you how do you overcome this fear? This one I know the answer to.

00:17:51:21 – 00:17:52:03
Speaker 5
Hit.

00:17:52:03 – 00:18:19:03
Speaker 4
Us is simple. The reason that people are either afraid to get on camera or the reason that they go, I don’t want to get on camera because I don’t want to be perceived as vain. Both have one thing in common, and the thing they have in common is they are self-centered. The solution to this problem is to be service centered, not self-centered.

00:18:19:03 – 00:18:36:12
Speaker 4
So let me explain. When I have a fear of judgment, I am being self-centered. What are they going to say about me? Are they going to bash me? Are my ideas stupid? Do I look silly on camera? Is my hair out of place? Like, is the, you know, is my outfit whatever? Do I look, you know, everything is.

00:18:36:13 – 00:18:54:16
Speaker 4
Is this the imposter syndrome is totally self-centered. And then the other group is like, I think like a lot of legitimate CEOs and entrepreneurs think they’re like, oh, so vain to be on camera. People are going to think I’m vain. I don’t I don’t need that attention. I don’t I don’t need the limelight. I don’t need the whatever.

00:18:54:17 – 00:19:18:03
Speaker 4
Also self-centered. The answer to this. The solution is to realize you being on camera has nothing to do with you. It is not about whether you feel good enough to or whether you feel like it’s vain. It’s not about you. It’s about the person on the other side of the camera. When you are being service centered, you go, I’m not trying to gain attention.

00:19:18:03 – 00:19:34:23
Speaker 4
I’m not trying to get trust. I’m not trying to gain praise. I’m trying to be useful to the person on the other side. It’s the same thing that happens on stage. And that’s why I know this is because it was like as a speaker, I was always so scared of, like, am I going to be funny? Is the audience going to like me?

00:19:34:23 – 00:19:58:08
Speaker 4
Whatever. Whatever. Am I going to forget what I’m going to say? It’s all this I focused stuff. But when you let go of self-centeredness and you just focus on service centeredness, you go, what is that person in the audience struggling with? I wonder what that person’s life is like. How is what I’m about to say? How could I make what I’m about to do or say be useful to that person?

00:19:58:11 – 00:20:13:14
Speaker 4
And you only feel you don’t? There is no fear when the mission to serve is clear. And so I know that if someone is afraid of being on the camera, it’s because of self-centeredness, not not selfishness. It’s not that they’re trying to take advantage of people.

00:20:13:15 – 00:20:16:07
Speaker 5
I said, you’re just too focused on your team self and I.

00:20:16:08 – 00:20:34:04
Speaker 4
You’re too focused on me, myself and I and, you know, and a lot of entrepreneurs and executives and founders go like, well, I don’t need to be the face because they’re thinking about themselves as like, I don’t need this, but it’s not about what you need. It’s about what you can do for the audience. What lessons have you learned?

00:20:34:04 – 00:20:34:15
Speaker 4
just how can

00:20:34:15 – 00:20:34:20
Speaker 4
we.

00:20:35:00 – 00:20:56:17
Speaker 5
Have a genuine question then? Because I’m thinking through, like so many Uber successful entrepreneurs, entrepreneurs that I know who still say this and I’m like, but you have so much to I have so much to learn from you. Yes. And so for that person who’s still going, yeah, but no, I just, I don’t do you, I don’t have that calling in me.

00:20:56:17 – 00:21:04:08
Speaker 5
So for, for some of the people listening who’s like, well, I hear you, I just don’t relate to that. Like, do you think everyone should do this?

00:21:04:10 – 00:21:06:05
Speaker 2
I think that.

00:21:06:07 – 00:21:15:03
Speaker 4
Everyone who’s been successful at something has an obligation and a duty to share what they’ve learned

00:21:15:03 – 00:21:40:23
Speaker 4
with the person they once were. That’s why we say your most powerful position to serve the person you once were. I don’t think it’s necessarily a requirement that everybody has to build a personal brand and start a podcast. And but I will say this, I think there’s way too many people that have them that actually don’t have much to share with the world that haven’t been that successful, who are just trying to do it as a marketing tactic.

00:21:40:23 – 00:21:58:05
Speaker 4
Should be, and the people that should be or not, because they’re afraid of being vain and like, oh, I don’t want to be an influencer. I don’t need that attention. And going, it’s not about you. It’s going if you care to make the world a better place and you have lessons and expertise that you’ve learned, you have that duty to share it.

00:21:58:05 – 00:22:21:06
Speaker 4
I believe that because otherwise I go then all of your success was was just an accumulation for yourself. And that’s great. I mean, that’s fine. Like, okay, you sold your company, you’re successful, you have money. But like, how are you helping the person, the generation behind you? What are you doing to help them? So that’s why I think that if you have that you should share it doesn’t mean it has to be in the form of a podcast.

00:22:21:06 – 00:22:26:21
Speaker 4
But I go, but since the tools exist today. Why wouldn’t you do it?

00:22:26:21 – 00:22:28:06
Speaker 4
And and I will say

00:22:28:06 – 00:22:37:01
Speaker 4
The most dangerous creators are the ones that they go, I don’t need your likes. I don’t need your following. I don’t even need your money because I’ve made money from all this other stuff.

00:22:37:02 – 00:22:55:20
Speaker 4
And those are the ones that people flock to because they go they don’t, they’re not they’re not trying to get something. They’re just trying to give something. And they also could care less about the haters because again, they don’t need anything from it. They’ve they’ve got their validation, their success from other places. So I kind of I kind of think so.

00:22:55:20 – 00:22:57:00
Speaker 4
I kind of think they should.

00:22:57:02 – 00:23:09:20
Speaker 5
I mean honestly, I feel the same way. I was just curious. But it’s like I really do like in that to this book, excellence wins. Like there was nothing Horst Schulz was going to gain from writing this book other than serving his readers.

00:23:09:21 – 00:23:11:10
Speaker 4
Totally. Great example.

00:23:11:11 – 00:23:34:11
Speaker 5
I mean, there’s like there is like, this was not for some royalty or big advance like that would be pennies in the bucket. Yeah, but this was just about serving the readers of like, I have learned things that I think others should know. I’ve seen things that I care to share. I believe there’s a better way of loving your employees and loving your customers.

00:23:34:11 – 00:23:43:22
Speaker 5
And I’m going to tell you what it is. You don’t have to agree to it. You don’t have to subscribe to it. But I believe in it enough that if I don’t, it’s a disservice to who I am.

00:23:44:00 – 00:23:56:10
Speaker 4
And to me, that’s what a mission driven messenger is, right? That’s why we say, you know, for our clients, our community, our aspiration is that personal branding is not self-centered, not it should be service centered.

00:23:56:11 – 00:24:15:08
Speaker 5
Okay. So as we wrap up, I have some tactical questions for the person listening who we’re really saying, hey, your face is the best marketing tool that you have, so let’s get your face out there and it’s really not your face, it’s your story, right? Chief Storytelling Officer it’s going to be my new goal Chief Telling Officer.

00:24:15:09 – 00:24:22:03
Speaker 4
But, but there is a distinction between I think face is more powerful than just words on a page or voice.

00:24:22:05 – 00:24:22:14
Speaker 2
I do.

00:24:22:15 – 00:24:23:00
Speaker 4
Think that.

00:24:23:00 – 00:24:24:01
Speaker 5
Matters the story.

00:24:24:02 – 00:24:25:13
Speaker 4
But it is ultimately it’s the.

00:24:25:13 – 00:24:26:19
Speaker 5
Story story. So

00:24:26:21 – 00:24:39:15
Speaker 5
Tactically speaking though, what are some very tactical ideas that someone’s like, okay, I get all of that. But that red light goes on and I go blank, right? It’s like I am struggling to do this.

00:24:39:15 – 00:24:45:15
Speaker 5
what are some tips, some ideas that can help someone overcome that to get them comfortable on camera?

00:24:45:17 – 00:25:03:09
Speaker 4
Yeah, I’m going to give a shout out here to my friend Phil Jones. Phil Jones has a really great he’s got lots of great quotes, but one of his great quotes, as he says, the worst time to think about what you’re going to say is in the moment, you have to say it. The worst time to think about what you’re going to say is in the moment, you have to say it.

00:25:03:09 – 00:25:25:02
Speaker 4
So I think thinking about what you’re going to say before the camera goes on, I think is valuable. You. That doesn’t mean you should use a teleprompter, doesn’t mean you should memorize the script. You can do those things if they’re helpful. But what works for me is I literally keep every almost every day I update this. So I have a running Google doc that just says reels ideas.

00:25:25:03 – 00:25:44:03
Speaker 4
And every time I have a thought during the day where I go, man, I wish somebody would have told me that five years ago. Or like I wish I would have learned this much earlier. Or like, here’s a lesson that I’m learning and I’m being reminded of today going that would have been useful to me 20 years ago.

00:25:44:03 – 00:26:05:14
Speaker 4
I just write it down and I’ll just put like like I’ll give you an example. Right. So some of my recent ones here is inertia. I just wrote down the word inertia because I was reminded recently that all of success in business and life is just about inertia. It’s about getting if you’re if you’re not moving, it’s just about creating movement.

00:26:05:19 – 00:26:38:06
Speaker 4
And then it is about doing the right movements. Because once you’re doing the right movements, things do what they’re already doing. And so those two, those two things are both connected to the concept of inertia. And I’m like, I need to just make a real about inertia. So as you’re reminded of those lessons, I think that’s a tactical thing is, is don’t wait till the camera turns on to be like, okay, say something brilliant or it’s like, no, catalog it beforehand so that when you have time to record, you’re like, oh, I’ve got these three things I want to I want to say.

00:26:38:06 – 00:26:40:21
Speaker 4
So that’s one tip. What’s your what’s a tip from you?

00:26:40:22 – 00:26:57:14
Speaker 5
Yeah. So I’ll give you just a couple of quick tips that I think have been helpful and useful to me. The first one is that if you have a problem talking to the tiny black box, I would really encourage you to print out a picture of your favorite customer or your favorite team member and actually tape it below the camera.

00:26:57:14 – 00:27:20:02
Speaker 5
I know that seems like a weird kind of thing to do, but I think a lot of people have a struggle talking in monologue. They’re just looking at a camera, talking to nothing. But if you put a picture of like, oh, like this, this is the customer that I remember that we helped change their life, or we saved their house, or we got them out of debt or we, you know, saved them on the operating table.

00:27:20:02 – 00:27:40:02
Speaker 5
It’s like, put that person there to be reminded. Like, this is not a tiny black box you’re talking to. These are real human beings. So that’s just a little tip hanging up below, you know, or off to the side of your your laptop. That’s one. A second is I think a lot of people struggle with reading a question silently and then answering it aloud.

00:27:40:02 – 00:27:58:01
Speaker 5
So I actually have someone interview you. I think one of the best things you can do to get comfortable on camera is it to be more conversation and then let editors do what they do best and edit out the interviewer? But just, you know, this could be your spouse, it could be a kid. It could be someone in the office doesn’t have to be an expert.

00:27:58:01 – 00:28:21:18
Speaker 5
Just be like, I just need to have a conversation. So that would be my second tip is if you have a problem in the monologue of just like sharing content, have someone interview you and then let the editing do what editing does. Then my third idea for you is, and these are all things that I have done that helped me with all of this is the very first things that you can do on camera are not necessarily sharing content, it’s just sharing your story.

00:28:21:23 – 00:28:50:09
Speaker 5
Like have a list of like things that, you know, like the back of your hand, like what was your first job, what got you into your industry? What was the first year of your company like? What are your core values? What’s your mission statement? So just more talking about things that are innately your story that aren’t necessarily thought leadership or content, but it just gets you really acclimated to talking to the camera, talking about yourself, talking about things in general.

00:28:50:09 – 00:29:06:09
Speaker 5
So those are good ways to just warm you up so that when you go and talk about ideas like inertia, you already have some familiarity with talking to the tiny black box, sharing ideas because you’ve started with sharing your story first.

00:29:06:11 – 00:29:15:17
Speaker 4
Love it. All right. Last question. Tactical. Okay, I want to go super superficial. I do think.

00:29:15:19 – 00:29:17:00
Speaker 5
You want to go super.

00:29:17:00 – 00:29:33:06
Speaker 4
I want to go superficial. Okay? I want to go with superficial tips. I do think, genuinely, people have a fear of how they look on camera and just go like, you know, I’m okay in real life, but there’s something about on the camera. What tips do you have to look better on camera?

00:29:33:07 – 00:29:33:16
Speaker 5
Lifes and.

00:29:33:16 – 00:29:35:06
Speaker 4
Angles, what.

00:29:35:08 – 00:29:36:16
Speaker 5
The end likes and angles.

00:29:36:17 – 00:29:44:10
Speaker 4
Okay, what about the lighting and what about the angles? Makes someone look better on camera.

00:29:44:11 – 00:30:04:14
Speaker 5
I cannot speak to the males that are listening to this. I can only speak to the female listeners, but you give me angles that make me look ten years younger. I lighting that takes away, you know, the natural, beautiful lines of aging that makes me feel better. And you get.

00:30:04:18 – 00:30:06:22
Speaker 4
You don’t know how to do it. You just know what.

00:30:06:23 – 00:30:07:18
Speaker 5
I know how to do it.

00:30:07:19 – 00:30:11:13
Speaker 4
Oh, well, how do you do it? Like, how do you do the lighting? How do you do the angles?

00:30:11:14 – 00:30:18:13
Speaker 5
Never, ever, ever have your camera looking up at you because it just makes you look terrible.

00:30:18:14 – 00:30:21:23
Speaker 4
Meaning camera lower than your eyeline. Yes, is the worst.

00:30:22:00 – 00:30:24:18
Speaker 5
It just gives you a instant double chin no matter how.

00:30:24:19 – 00:30:27:12
Speaker 4
So camera always has to be above your eyeline.

00:30:27:13 – 00:30:28:21
Speaker 5
These are personal preferences.

00:30:28:22 – 00:30:29:06
Speaker 4
Yeah.

00:30:29:07 – 00:30:39:02
Speaker 5
That’s good. Yes. Looking down, it just gives you a more defined jawline, gives you more definition and like everything. But you know, again, I’m just you said superficial.

00:30:39:03 – 00:30:40:10
Speaker 4
It’s like that’s what I’m saying.

00:30:40:13 – 00:30:53:18
Speaker 5
You look better and the lighting matters. Right? Okay. What a dark lighting. Are there shadows on your face. Right. So it makes you look like you have dark circles under your eyes. It picks up, you know, certain imperfections and your skin or lines, and it’s.

00:30:53:18 – 00:30:55:08
Speaker 4
Like dark lighting does that.

00:30:55:09 – 00:30:59:20
Speaker 5
Well, it’s just if it’s casting a shadow. Right. So if you have lighting behind your off to the.

00:30:59:20 – 00:31:01:09
Speaker 4
Side where the light is coming.

00:31:01:09 – 00:31:03:04
Speaker 5
From, need the lighting in front of you.

00:31:03:05 – 00:31:05:11
Speaker 4
So behind the camera pointing at you.

00:31:05:12 – 00:31:23:19
Speaker 5
You can have too much lighting for sure. And then you looked washed out. But it’s a reason why I love natural lighting. It’s why photographers love natural lighting because it does something that artificial lighting can’t do. So the type of light, the tone, the hue of the light, the placement of the light, those are all things that really matter.

00:31:23:19 – 00:31:28:05
Speaker 5
It’s why I never let you take pictures of me, because you never have good angles.

00:31:28:05 – 00:31:32:09
Speaker 4
And part of why I’m asking this question, it’s very self-centered. I need to understand.

00:31:32:10 – 00:31:52:14
Speaker 5
That those would be my two things, like what I have found. And then it’s like, yes, can you use a filter or two? I don’t believe in using AI for enhancements, but a nice filter to it’s like, no problem if we’re going superficial here to go. You know what? I’m 42 and I love everything about being 42 and the fine lines, and I have no problem with that.

00:31:52:14 – 00:32:14:14
Speaker 5
But do I really want them highlighted on camera? Probably not. Like I love the smile lines because it shows that I’ve had a great life, but do I really want them, like featured in close Up? Probably. Probably not. So like let’s subtle subtle the suckers out. And I think a lot of it is just knowing like what makes you comfortable.

00:32:14:16 – 00:32:31:20
Speaker 5
So like for me it’s like I what I don’t really care about is hair, makeup or outfits. Ironically, I care more about lighting and angles. So that’s just me. I know plenty of people who are like, nope, gotta have full hair and makeup to be on camera. That’s not me. Like I don’t care, but I do care about lighting and angles.

00:32:31:20 – 00:32:47:20
Speaker 4
My encouragement to people on that category is look how you look in real life. Like don’t like be. You’re super casual in real life and then like wear a suit or a dress on camera, like, look how you look in real life. And then what I hear you saying is just like, we just want to get the best version of how we look in real life on camera.

00:32:47:21 – 00:33:09:19
Speaker 4
Best version I don’t have very many other tactical tips because I suck at this. One tip would be higher hire people who can make you beautiful on camera. My only tip that I’ve. I learned a while back that has truly stuck with me about cameras is called the tip and turtle. The tip and turtle. Okay, so when you’re taking pictures, this feels awkward.

00:33:09:19 – 00:33:13:15
Speaker 4
But and this is particularly more for stills than it is, I think for video.

00:33:13:16 – 00:33:14:19
Speaker 5
It would be very awkward.

00:33:14:20 – 00:33:33:05
Speaker 4
It’d be very awkward if you did this on video. So this is this is a camera taking thing, but is if you tip forward towards the camera and if you, you stick your neck out, you turtle you it’s called the turtle. You stick your neck out like this is you tip towards the camera and you stick your neck out.

00:33:33:06 – 00:33:53:06
Speaker 4
It feels awkward as heck, but the pictures come out way better so you can try the tip and turtle tip forward towards the camera. Turtle your neck out and you’ll be you’ll be happy with your picture. So there’s your there’s your total, superficial, not purpose driven, complete self-centered set of camera tips. I would just right.

00:33:53:06 – 00:34:18:08
Speaker 5
Here lighting and angles make a world of difference. And then again letting editors do what editors do best. So if you’re listening to this episode and you’re going, this is exactly what I needed to hear to be reminded that I need to be the chief storytelling officer of my company. Would you please do us a favor and one give us a review like this helps other people know if this is a podcast they should listen to.

00:34:18:09 – 00:34:39:12
Speaker 5
So if this was good for you today, will you please leave us a review? That would be so helpful. But then more importantly, if you think this was helpful for you. Do you know someone that you should share it with? Do you know someone who has an amazing story but they’re reluctant to share it and just give them a little nudge of encouragement of hey, I heard something today and it made me think of you.

00:34:39:13 – 00:34:51:18
Speaker 5
Check out this episode. Do yourself a favor by helping a friend and send this over to them. And then if you liked it, and if you haven’t already subscribed, right, subscribe so that you can tune in and hear more from us later.

00:34:51:22 – 00:35:12:11
Speaker 4
Yep. And if you’re looking for ideas for how to convert all of this into cash for your business, request a free call with our company Free Brand Call Podcast. You can talk with one of our strategists about how we work with mission driven messengers to become more well-known and more wealthy with ethics and integrity, and we’d love to hear your story and see if we can help you.

00:35:12:12 – 00:35:19:12
Speaker 4
That’s it for this edition of the Wealthy and Well-known podcast. Until next time, go out and serve the person you once were.

WWK Ep 036: Content Strategy vs. Content Calendar: Why Posting More Isn’t Working

01:00:00:00 – 01:00:05:17
Speaker 3
a content calendar is like a production process of managing a bunch of mechanics.

01:00:05:17 – 01:00:07:02
Speaker 2
that’s not a strategy.

01:00:07:03 – 01:00:08:21
Speaker 2
That’s a repurposing

01:00:08:21 – 01:00:09:17
Speaker 2
process.

01:00:09:17 – 01:00:11:02
Speaker 3
A content strategy

01:00:11:02 – 01:00:14:01
Speaker 3
is a purpose driven, mission driven message

01:00:14:04 – 01:00:22:19
Speaker 1
Most of you listening have a content calendar, but no real content strategy. And that’s why you’re exhausted, burned out, and still feeling invisible on social media.

01:00:22:19 – 01:00:26:00
Speaker 2
There’s a difference between going viral and converting into customers.

01:00:26:01 – 01:00:26:11
Speaker 3
Exactly.

01:00:26:11 – 01:00:37:15
Speaker 1
We break down the difference between just creating content and creating content that actually converts, showing you what keeps entrepreneurs busy versus what our top performing clients do to turn content into customers.

01:00:37:15 – 01:00:41:19
Speaker 3
you’re most powerfully positioned to serve the person you once were.

01:00:41:21 – 01:00:46:05
Speaker 1
Ever wonder what it actually takes to build a reputation that generates revenue?

01:00:46:08 – 01:00:50:20
Speaker 1
Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,

01:00:50:22 – 01:00:52:17
Speaker 1
NYT bestselling authors

01:00:52:19 – 01:00:58:12
Speaker 1
the personal brand experts who have helped some of the world’s most influential leaders scale their personal brands.

01:00:58:15 – 01:00:59:04
Speaker 1
Now

01:00:59:07 – 01:01:00:12
Speaker 1
they’re pulling back the curtain

01:01:00:12 – 01:01:01:21
Speaker 1
on how to capture attention,

01:01:01:21 – 01:01:03:08
Speaker 1
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01:01:03:10 – 01:01:06:05
Speaker 1
turn your expertise into a lasting legacy.

01:01:06:06 – 01:01:13:06
Speaker 1
Get ready to elevate your influence and your income. This is wealthy and well known.

01:01:13:08 – 01:01:17:12
Speaker 2
Most of you listening have a content calendar. Or at least

01:01:17:14 – 01:01:33:14
Speaker 2
some part of one. The challenge is that many of you have zero content strategy, and that’s the reason that most entrepreneurs are exhausted, burned out, and at the end of the day, still feeling invisible with all of their efforts on social media.

01:01:33:16 – 01:01:33:23
Speaker 3
Yeah.

01:01:33:23 – 01:01:43:14
Speaker 3
So we’ll talk about that on this episode and some of our philosophies and strategies around creating content that works in today’s era and market so well.

01:01:43:14 – 01:02:09:11
Speaker 2
Here’s where I think we should start, because I have so many conversations with so many individuals who are just frustrated, overwhelmed, and quite honestly convince themselves that they can’t get customers on social media. Yeah, they’re like, this doesn’t work. It’s not working for me. Like, I literally had a conversation with one of our clients less than a week ago that was like, I’ve been doing exactly what you said for two years, and it doesn’t work.

01:02:09:12 – 01:02:27:04
Speaker 2
I haven’t grown, I haven’t gotten one customer. And my first response is, well, then you’re not doing it right. But then my second response was, why do you think that you’re doing exactly what I said? Tell me exactly what it is that we tell you to do that you’re doing. That’s not working.

01:02:27:05 – 01:02:29:22
Speaker 3
What did they say? That’s a great that’s a great thing. Yeah.

01:02:29:23 – 01:02:35:03
Speaker 2
And it was very fast. And they’re like, I post every single day. And I was like.

01:02:35:04 – 01:02:36:15
Speaker 3
We don’t even tell people to do that.

01:02:36:16 – 01:02:53:20
Speaker 2
Interesting. And they were like, I follow the content diamond like I. And for those of you who are listening, who are like, what’s a content diamond? We’re going to talk about that in this episode. But they’re like, I have been doing the content diamond every week for a year, posting consistently, but then it really got me thinking. It’s like, but

01:02:53:20 – 01:02:55:05
Speaker 2
that’s not a strategy.

01:02:55:06 – 01:02:58:08
Speaker 2
That’s a repurposing process.

01:02:58:14 – 01:03:03:16
Speaker 2
And so I took a little time and I just pulled up their social media.

01:03:03:18 – 01:03:09:16
Speaker 2
and I made some notes and I thought, well, that’s not that doesn’t line up.

01:03:09:17 – 01:03:16:12
Speaker 3
Yeah. So what did you see? That was the gap between what they thought they were doing right and what they were actually doing.

01:03:16:13 – 01:03:32:02
Speaker 2
So here are three things that I think is really important for everyone to pay attention to. The first thing was that they had started an entirely new Instagram account that was not their personal Instagram account. That was a new business account.

01:03:32:04 – 01:03:33:20
Speaker 3
Oh, that business only account.

01:03:33:21 – 01:03:54:03
Speaker 2
Well, not necessarily a business only account, but a an account that they created for their brand. Okay, so now they are separating everything that was who they are. And to only post in content about their product and service. And I thought well we don’t say to do that. That’s, that was the first kind of inclination of why did you do that?

01:03:54:03 – 01:04:13:06
Speaker 2
And they’re like, well, I didn’t find the anyone who was getting any traction and I wasn’t really making any progress on my personal account. So I banned and shipped, made a completely new one. But then when I was on the account, I noticed that it was a woman everywhere. And this particular clients, not a woman. And so I’m like, where are you?

01:04:13:07 – 01:04:22:04
Speaker 2
And they’re like, well, I my product and service is primarily for women. So I figured I needed a woman to do all my content.

01:04:22:09 – 01:04:27:22
Speaker 3
Interesting. So you outsourced your personal brand to not your person?

01:04:28:00 – 01:04:28:15
Speaker 2
Yes.

01:04:28:16 – 01:04:29:03
Speaker 3
Wow.

01:04:29:04 – 01:04:44:07
Speaker 2
And I said, well, how’s that working? It’s not working. I’m like, can’t imagine why that that’s not working. And then the third thing is, none of it was actually about the customer. It was all about the product.

01:04:44:08 – 01:04:46:20
Speaker 3
Oh, there’s the there’s the, there’s the biggest problem.

01:04:46:20 – 01:05:11:00
Speaker 2
And so it just hit me for the very first time in a very tactical like, I can see the difference between what is a content calendar, what you’re doing with consistency. What you’re doing is what you think is repurposing versus a real strategy. And this was all about, hey, what are tips and tricks and formulas and diet combos and workouts?

01:05:11:00 – 01:05:35:14
Speaker 2
And I’m like, that has nothing to do with answering the questions that your customer has. Like, why would they want to have these recipes? Like, what is their desire and their need for some sort of fitness routine? Which is also ironic because this particular clients program has nothing to do with fitness. And I’m like, there’s a disconnect here that you clearly can’t see that old saying, you’re too close to the forest to see the trees.

01:05:35:16 – 01:05:53:17
Speaker 2
And that’s true for all of us, because when we’re so busy, we’re so in it and we’re just like, we’re trying to do all the things that everyone is saying, and the algorithm is changing all the time. The platforms are changing and merging, and now there’s AI, and it’s like we’re just scrambling to try to keep up because most of us don’t have a team right there.

01:05:53:18 – 01:06:12:22
Speaker 2
We are the people creating the content, making the content calendar, filming the content, posting the content. And it’s it is exhausting. And that’s not to say everyone should be doing that, which I think is something we should touch on at some point. And I don’t necessarily think everyone should be on every platform, but that’s a part of the strategy.

01:06:13:00 – 01:06:35:12
Speaker 2
But when you’re just trying to repurpose because people are like, hey, you need this mini, you know, this many posts or this mini reels, this mini platforms at this many times, that’s a calendar. That’s not a strategy. And that’s the difference between social media and thought leadership. There’s a difference between content and social media. And I think today we really need to define what is content.

01:06:35:12 – 01:06:37:18
Speaker 2
And then what is social media.

01:06:37:20 – 01:07:01:00
Speaker 3
And what is strategy and how do those work together. You know, two tactical things that I was thinking about that are mistakes that creators thought leaders make while you were talking. So number one is you don’t want to create content about your product or service. You want to create content that is useful for the types of people who buy your product and service.

01:07:01:02 – 01:07:12:18
Speaker 3
no one’s going to pay attention. If all you’re doing is talking about the thing that you sell. It’s like you got to create content that is useful for people, and that it is for the type of people who buy the thing that you sell.

01:07:12:19 – 01:07:14:20
Speaker 3
And I think a lot of people miss that.

01:07:14:23 – 01:07:41:01
Speaker 3
The other thing that you said, that really blows me away as a huge mistake is outsourcing your personality. Like, the whole thing is this is your personal brand. It the trust comes from you as an individual. And one of my favorite examples is Jefferson Fisher. I mean, this guy built a huge following and it is just phone to camera in his car and that’s it.

01:07:41:02 – 01:08:00:13
Speaker 3
No studio, no fancy mics, no fancy editing, just sharing his expertise. And and like your your person is like a really critical part of your personality and your personal brand. And I think people just are overthinking this and overcomplicating it.

01:08:00:15 – 01:08:22:07
Speaker 2
But I would say the other thing too, is they’re over producing it. Yeah. Like to the point with Jefferson Fisher. And again, that’s all based on what size you are. How long you been in the game? What what the goals and intent are with your different social media accounts. Like are you really immediate entity versus hey. Am I trying to serve and build an audience for my back end, like whatever your primary businesses.

01:08:22:08 – 01:08:46:02
Speaker 2
And that’s one of the things that I have found is very interesting is the more produced it is, quite honestly, at least for me personally, the less likely I am to engage in it. That may not be true for everyone, but that comes back to the strategy of building and creating content that is for your unique audience, and really getting to know them to the point where it’s like,

01:08:46:04 – 01:08:48:01
Speaker 2
I know what they need, I know what they want.

01:08:48:02 – 01:08:51:13
Speaker 2
I know what questions they have, and I’m going to give them the answers.

01:08:51:14 – 01:09:23:05
Speaker 3
Yeah, and I would I want to make sure that people know that a lot of the big creators who have teams are frustrated with the content that their teams are putting out, and a lot of the very polished content is not outperforming the very raw content to this day. By far the highest performing content we have is when you or I talk directly to the camera on the phone like nothing even comes close on a consistent basis to, to to beating that.

01:09:23:11 – 01:09:45:15
Speaker 3
And so I think a lot of new thought leaders or experts who are newer to content creation or social media, they actually like to hide behind the excuse, oh, well, I’ll do this when I have a nicer camera, a bigger setup, more team and go, that’s not it, you. Actually, the magic is in the realness. The magic is in just being honest.

01:09:45:15 – 01:10:04:15
Speaker 3
And the magic, honestly, is being is being useful for your audience. Whether that is really polished like this has become pretty polished over time, or it’s talking direct to the camera, but it’s like, how are you useful to the person on the other side? Doesn’t mean the makeup has to be perfect, doesn’t mean the script has to be perfect.

01:10:04:15 – 01:10:07:15
Speaker 3
It just means you have to be real and useful.

01:10:07:15 – 01:10:13:20
Speaker 2
Yeah. So I think this is a perfect transition to what is a content calendar versus content strategy.

01:10:13:20 – 01:10:17:10
Speaker 2
So let’s talk about what is a content strategy and how do you get one.

01:10:17:11 – 01:10:18:00
Speaker 3
Okay.

01:10:18:02 – 01:10:36:13
Speaker 3
when most people hear that term content strategy, what they think, I think what they think is wrong. They think social media. When I hear the term content strategy, I think of how social media is going to capture a lead, how we’re going to use email and other things to nurture that lead.

01:10:36:13 – 01:11:00:11
Speaker 3
And then what conversion element do we have in place to move that relationship from trust and ultimately into a transaction? And I think those latter two parts are completely missing from the from the minds of people in that equation. They just think content strategy is like my hook for Instagram, or like my thumbnail on YouTube or my topic selection.

01:11:00:11 – 01:11:29:10
Speaker 3
And to me I’m going, no, that’s just the a piece of the strategy of the of the first third of the overall strategy. And if you don’t have a way to nurture those leads, then it doesn’t matter how much front end strategy you have, you’re never going to make money. So even if this person was doing everything right with the the attract part, if they don’t have a content strategy for the nurture and they don’t have a content strategy for the conversion, then they don’t have a content strategy.

01:11:29:10 – 01:11:35:11
Speaker 3
So that’s how my mind is that how you think of the term, or do you think differently about that term content strategy?

01:11:35:12 – 01:11:55:03
Speaker 2
You know, honestly, yes. But I feel like that’s even step two. Like there’s there’s a step even before that, which is what do you actually have to say? And I think there’s a huge part in that where when things really aren’t clicking and they’re not converting, at some point you have to look at the content to go like, are we missing the mark?

01:11:55:04 – 01:12:11:18
Speaker 2
Are we not reaching our avatar? Are we missing what we’re talking about? Are we over generalizing? Are we trying to whitewash it? Because I think a lot of people are trying to be too broad to general to reach the masses, and that ultimately doesn’t work.

01:12:11:18 – 01:12:17:03
Speaker 3
Well. Yeah. And that’s that’s another major misconception creators have about content.

01:12:17:03 – 01:12:25:13
Speaker 3
They go, I want millions of views and I want lots of customers. And I think it’s more of a question of like, which one do you really want?

01:12:25:14 – 01:12:28:16
Speaker 3
Do you want millions of views or do you want to make money?

01:12:28:18 – 01:12:31:23
Speaker 2
There’s a difference between going viral and converting into customers.

01:12:32:03 – 01:12:32:10
Speaker 3
Exactly.

01:12:32:11 – 01:12:33:12
Speaker 2
Those are different formulas.

01:12:33:12 – 01:12:57:19
Speaker 3
So you when you’re going viral, you are over generalizing. You are watering down. You are appealing to the masses. That’s the definition of viral is creating a piece of content that applies to everyone. When you’re converting customers, you’re creating content that appeals to your avatar, your ICP, your, your person. And and so I think that’s a that is a big part of the struggle.

01:12:57:19 – 01:12:57:23
Speaker 3
So,

01:12:57:23 – 01:13:06:22
Speaker 3
what do you suggest then creators do in terms of how do they select or what type of content should they be creating to, to to fight that balance?

01:13:06:23 – 01:13:25:22
Speaker 2
Yeah. And you guys, if you listen to the show, you’ve heard us say this before, but it start with who? It’s like, who are you making this content for. And it can’t be you. Like you’re not making it for yourself. And what, what what else you’re not doing is you’re not making it for the platform. And I hear a lot of people say, well, this is the content for Instagram.

01:13:26:00 – 01:13:51:17
Speaker 2
Like Instagram is not your avatar, Facebook is not your avatar. TikTok, YouTube, they are not your avatar. That’s not what you’re doing. You are making this content for a human being, a person that you have the ability to help. But again, this is all in context around conversion, whether that’s a follower into an email address, an email address, into a webinar, registration to a customer.

01:13:51:18 – 01:13:52:04
Speaker 2
Right.

01:13:52:04 – 01:14:00:10
Speaker 2
This is the unsexy work that people really don’t love to do, right? They’re like, oh, I’ve done that exercise before. Check. Moving on.

01:14:00:10 – 01:14:04:10
Speaker 3
It’s a 35 to 45 year old female who feels this way, and they think.

01:14:04:10 – 01:14:04:17
Speaker 2
They’re.

01:14:04:17 – 01:14:05:02
Speaker 3
Not it.

01:14:05:03 – 01:14:06:00
Speaker 2
That’s not it. Right.

01:14:06:00 – 01:14:16:11
Speaker 3
I actually am one of those people where I’m like, I don’t want to do this, this work. I’m like, I kind of got it. And then but you’ve always really forced us as a company to be like, no deeper on the who.

01:14:16:11 – 01:14:30:16
Speaker 3
So what do you think most thought leaders do to check the avatar box, or the ideal client profile box, versus what should they be doing to create and drive a real content strategy that converts?

01:14:30:17 – 01:14:46:15
Speaker 2
Yeah. I mean, I would say for every exercise you’ve ever done, go do it again, but do it through the lens of service versus the lens of marketing and advertising. And I think a lot of people are doing it through the lens of marketing and advertising. And I’m not saying.

01:14:46:15 – 01:14:55:06
Speaker 3
Which is like total addressable market. How much income do they have? I want to sell to rich people fast and like make a lot of money. And it’s like, that’s not changing the world.

01:14:55:07 – 01:15:18:07
Speaker 2
Yeah. But more importantly, it’s not changing a life. Right? And you can’t change the world until you change people, and then people change the world. And so I think a lot of it is looking at this avatar, right? This ideal customer, this ideal prospect exercise. And there’s millions of them out there. We have a huge part of our curriculum that does that, but it doesn’t have to be with us.

01:15:18:07 – 01:15:38:20
Speaker 2
You can do this in a million different ways, but the heart behind it, the purpose, the intention of it is to really get into an emotional and get in touch emotionally and mentally and physically, spiritually with what is it about this person that I know that I can help?

01:15:38:20 – 01:15:41:15
Speaker 2
Like what fears do they have? What questions do they have?

01:15:41:15 – 01:15:55:02
Speaker 2
What dreams do they have? What keeps them up at night? What is holding them back? What are all of the things that psychologically are manifested in their body, in their brain? Where I’m going

01:15:55:02 – 01:15:56:12
Speaker 2
I have the answer to that.

01:15:56:14 – 01:16:19:15
Speaker 2
Most of us really undervalue the true expertise, the true knowledge we have in an area, because it’s very common to us, and we forget that there’s an entire population of people out there that this is not what they eat, live and breathe every single day. And because you hang out with people that are like you, everyone’s up to speed on, you know.

01:16:19:17 – 01:16:27:16
Speaker 3
This is called the curse of knowledge. When you underestimate the value of what you know because you know it so well, it’s been your whole life to assume everyone else.

01:16:27:17 – 01:16:43:19
Speaker 2
You assume everyone else does. You never talk about it, you never share it, and you hold it in. And we say this all the time. It’s like it is not of service to be the world’s best kept secret. If you have all this knowledge, you’re like, well, you know, they didn’t ask. And it’s like, well, no, they didn’t, but that doesn’t mean they’re not seeking.

01:16:43:19 – 01:17:08:11
Speaker 2
And the point of you creating thought leadership, creating content, your products and services are to go and serve those unique individuals. The problem is that when you don’t focus in on a person versus a group of people, it has to be a person. Then everything does come out generic. Most of us have set in an audience in a church and left going.

01:17:08:13 – 01:17:30:12
Speaker 2
How? How could that have been so uniquely to me? Like, are they reading my journal? Did my spouse call them? Like, how could that have been so uniquely designed to hit me exactly where it hit me today? And when that happens, you know that this this content, this message, this keynote, this presentation, the sermon was created with intentionality for a person.

01:17:30:12 – 01:17:55:12
Speaker 2
And I know the most impactful presentations in the world were created because someone set down and said, I know someone that needs to hear this, and if there’s at least one, there has to be at least one more and likely one more after that. So I’m going to hit the bull’s eye of this target so uniquely, so specifically because I have a person in mind and for most of it is someone we know and it’s who we used to be or it’s for us.

01:17:55:12 – 01:18:24:10
Speaker 2
And because of that, that dialed in nature of how target it is, the right person hears it in a way that they’re like, oh, that’s for me. Like, I’ve been looking for this. How did this show up in my feed today? And I think that’s really that’s what people miss. They use it as a marketing exercise versus an exercise of I have a unique gifting, a unique set of skills, a unique knowledge base that actually has the power to change someone’s life.

01:18:24:10 – 01:18:45:03
Speaker 3
Yeah. And I think that a lot of people do that avatar exercise is like, what’s the fastest way for me to make profit? But really, you should think of that avatar exercise as what’s the fastest way to find my purpose? Because I think for most of us, our why is a who like the reason for for at least for our audience.

01:18:45:03 – 01:18:51:02
Speaker 3
We know that our audience is mission driven messengers. They’re doing this not just to make money, but to make a difference.

01:18:51:02 – 01:18:55:07
Speaker 3
It’s going, this is the purpose of my business. This is why I exist.

01:18:55:07 – 01:18:57:23
Speaker 3
I exist to serve this person.

01:18:57:23 – 01:19:20:16
Speaker 3
And you know, as you’re talking, I walk away with three very tactical, specific things you said. So one is don’t talk to people. Talk to a person. Number two, it’s not so much about demographics is about psychographics, their feelings. And then number three, and this is this is the ultimate secret. And if you if you get this, you get everything.

01:19:20:16 – 01:19:24:16
Speaker 3
If you don’t get this, you’re probably going to miss it. And it’s the thing that we say all the time,

01:19:24:16 – 01:19:28:20
Speaker 3
you’re most powerfully positioned to serve the person you once were.

01:19:28:22 – 01:19:45:03
Speaker 3
Why do we say that? Because it’s true. Because that’s the person you know in the deepest way. And I think one of my favorite quotes of all time is from Henry Ford, where he says, if I would have asked people what they wanted, they would have said a faster horse.

01:19:45:05 – 01:19:56:05
Speaker 3
I think the reason that people haven’t asked you for your advice is because they don’t even know what to ask. You know their journey better than they do.

01:19:56:07 – 01:20:02:01
Speaker 3
Because I’ve already been down it. And that’s the content that is so powerful if you’re serving the person you once were.

01:20:02:02 – 01:20:05:11
Speaker 2
And honestly, that is step one of content strategy.

01:20:05:11 – 01:20:06:03
Speaker 3
Is the who.

01:20:06:04 – 01:20:11:21
Speaker 2
It is the who. Because once you have that, the very next thing you do is go, what are the questions they have?

01:20:11:21 – 01:20:32:04
Speaker 2
And that is the basis of your content. Everything stems. Everything comes out of knowing what are the questions they have that I have the answers to? Because if I’m constantly asking the same question in my head or in my circle, and I’m not getting an answer and I’m just ruminating on how do I do this, how do I do this, how do I do this?

01:20:32:04 – 01:20:51:03
Speaker 2
And then I come across a person and a book, a keynote, a presentation, a real it doesn’t matter, a podcast. And they have the answer, what am I going to do? I’m going to learn more. Well, I got to learn about this person. What else do they do? Like what other episodes do they have? Like what book do I need to buy?

01:20:51:03 – 01:21:15:04
Speaker 2
What what programs do they offer? But it’s because there was a specific question answered that is really uniquely tailored to me. So I just think that that is the unsexy behind the scenes. No one gets to see the end result of it immediately. We want to rush through it. But if we if we skip that part, if we don’t nail that part, then the results are exhausted, overwhelmed, burned out and visible.

01:21:15:05 – 01:21:21:19
Speaker 2
Doing all the work and not seeing the results. And it’s because we didn’t do it with a person in mind to begin with.

01:21:21:21 – 01:21:56:09
Speaker 3
If if someone is struggling with their content right now or they’re going, it’s not converting, it’s not performing. My guess is they are they they don’t understand the difference between intensity and specificity. And if you are in a crowded room, a networking space, there’s this murmur over the room. You don’t hear the conversation, but the moment someone says Amanda or AJ or Rory, it it rips you like we could be having a conversation and somebody over here says Rory.

01:21:56:10 – 01:22:27:02
Speaker 3
And it would. It rips my attention from our conversation. It steals it. But it’s not because they yelled it. It’s because they used my name. That’s the difference between intensity or volume versus specificity. And I think thought leaders really need to choose to go. Do I want a million people to see this, or would I rather have ten people see this that would buy, because it’s such a specific signal that I become the only option.

01:22:27:02 – 01:22:48:11
Speaker 3
And they trust me. And I think the other part that is is tearing at them is their ego. Because the ego is like, I want to I want to help everybody. I want to have millions of people see my stuff versus going, now I if ten people buy from me. I can change those ten lives and I can also make a lot more money.

01:22:48:12 – 01:22:55:13
Speaker 2
Yeah. So I think that this whole idea of content strategy starts with the who and then everything comes out of that.

01:22:55:13 – 01:22:59:20
Speaker 2
once you know your who, that also helps you prioritize the platform.

01:22:59:20 – 01:23:28:08
Speaker 2
And the whole idea of why I think a lot of people are exhausted and overwhelmed is they’re trying to produce content or repurpose content for every single platform out there, and they don’t have a team, right? And guess what? YouTube is very different than meta, which is very different than LinkedIn. And I think there’s a lot of stuff happening where it’s going, hey, to be really successful in any one of these, you have to have a strategy for each one.

01:23:28:10 – 01:24:04:08
Speaker 2
I don’t believe that there is one universal social media strategy that works universally at this point of where we are in technology that’s like, hey, this this really works well for me here on Instagram. So I’m going to do the exact same thing on every other platform. That’s not necessarily true. And if you’re a solo, an entrepreneur where this is not your full time job, that is exhausting because it’s like whether you’re going to hire out every single agency or a person to do this full time, or you’re doing it yourself, and it’s like, I always say that with like me and taxes, I was like, how could I possibly keep up with the amount

01:24:04:08 – 01:24:38:07
Speaker 2
of tax changes and policy changes that are happening every single year? And then there’s new taxes for every single state, and every state does sales tax differently. Like, how could me as an entrepreneur constantly keep up with that? It’s impossible. And I feel a little bit like that with social media and content of going, hey, once you know who your avatar is, they most likely have a primary platform that they spend time on, which should be your primary platform that you create content for.

01:24:38:08 – 01:24:49:02
Speaker 2
That’s not to say you can’t share it to other platforms, but it’s also saying you shouldn’t dilute your efforts into every single platform. But by the look on your face you may disagree with.

01:24:49:03 – 01:25:11:17
Speaker 3
I mean, I’m processing. You say that you say that a lot, and I know I agree with I agree very much with the premise that every platform at this point requires a specific, unique strategy. I think the closest to a universal piece of content is short form video. Right? Because I think TikTok, Instagram, YouTube shorts, LinkedIn, meta, a short form video could work.

01:25:11:17 – 01:25:35:18
Speaker 3
But definitely just like we have videos that go viral on Instagram, the exact same video doesn’t go viral on TikTok. Like we know that same same with LinkedIn. So I agree with I very much agree with what you’re saying on that. I think, you know, there is a measure of what is the what is the cost of time to take one great piece of content and like literally put it in other places.

01:25:35:18 – 01:26:11:13
Speaker 3
Sometimes that cost is low enough that it’s worth it. But I think the real crux of the issue and where we’re aligned is when people think content calendar, they think content repurposing. They’re focused on the mechanics of social media. How much should I have to you know, Gary Vee says I have to post 100 pieces of content a week, or Alex Ramos poses 3000 pieces of content a week and it’s like, okay, I have to like, just do this, this, this arbitrary exercise of creating content and it’s the mechanics, and I should plan it out and I should schedule it going.

01:26:11:14 – 01:26:22:15
Speaker 3
No, the real part is the heartbeat behind it. It’s the it’s the emotional connection behind it. And I think listening just as we’ve gone through this, to me, it’s like

01:26:22:15 – 01:26:28:12
Speaker 3
a content calendar is like a production process of managing a bunch of mechanics.

01:26:28:14 – 01:26:33:05
Speaker 3
A content strategy is a purpose driven, mission driven message

01:26:33:05 – 01:26:41:00
Speaker 3
for a person. It’s a purpose that you know, it’s your life’s purpose and that is what has connection.

01:26:41:01 – 01:26:51:07
Speaker 3
The other one is just mechanics, and that’s why one works on us. Even if you have a small audience and the other doesn’t work, even if you’re paying a bunch of people to try to help you do a bunch of stuff.

01:26:51:08 – 01:27:13:21
Speaker 2
Yeah. I mean, I think the same thing happens in business, right? It’s like most people started a business or joined a business because they felt aligned with the purpose, the passion, the calling, the role, the people. But then you get into it and it becomes all about business because you get really caught up in all the tasks and the deadlines and the works and the projects and the updates and the calls and the meetings.

01:27:13:21 – 01:27:31:18
Speaker 2
And you look up one day and you’re like, wait, why are we doing this? What am I doing? And I think the exact same thing happens with your content. It’s like when it all becomes about the production schedule, the calendar, the algorithm, the views, the, the, the. I could go on and on just the it’s the the right.

01:27:31:19 – 01:27:38:07
Speaker 2
It’s like whatever the new the is when it becomes about that, it really does lose the heart behind it. Right? Because there is a

01:27:38:08 – 01:27:49:04
Speaker 2
heart and mission and purpose of content. But then there’s the business of content. And content has become a business, a very big business. But there is the heart of it and there’s the business of it.

01:27:49:04 – 01:28:04:20
Speaker 2
And we got to have both right. For it to really work. There has to be both, because you also can’t just be like, well, well, you know what I heard Rory and AJ say is that if I just tune into my avatar and just speak to the heart, it all worked. Well, we’re not saying that either. You’re just saying that’s where you have to start.

01:28:05:02 – 01:28:30:08
Speaker 2
But there is a science and a business of it too, of predictability, of going like, hey, humans thrive on consistency and regularity. And if I only hear from you sporadically every few months, it’s like, I’m not going to come because I never know what I’m going to get. So there is also, I think the nature of like humans do internally really thrive with routine and habits and expectations, and we have to give that to them too.

01:28:30:09 – 01:28:45:15
Speaker 2
And that’s where a calendar is really helpful. But it doesn’t have to be something that stresses you out, burns you out. And here’s what I would say for everyone listening when it comes to a content strategy versus a content calendar, the moment that it feels like it’s just a checklist for you is the moment

01:28:45:15 – 01:28:57:20
Speaker 2
You need to step back and go, whoa whoa whoa whoa whoa. Why am I doing this? Who am I doing it for? Because it’s all all too quickly become about the business of the content, not the person that it was actually built for.

01:28:57:22 – 01:29:18:05
Speaker 3
Yeah. So there’s two resources I think we can point people to to help them with this. So first of all, if you if you haven’t yet, go to Free Brand audiobook. It’s free. Free brand audiobook. And it’s you wrote the chapter on avatar in here. Oh actually no I did. I can’t remember who wrote the chapter we read.

01:29:18:06 – 01:29:41:03
Speaker 3
We read both of our each other’s chapters, but there’s a chapter in Wealthy and Well Known that walks through specifically avatar and how to find your who. And the other thing is, if you go, okay, I’ve done some of that work, I need some help managing the mechanics because because that does matter too. And going, I need some help pulling this together and figuring out, okay, what questions should I be asking?

01:29:41:04 – 01:30:00:10
Speaker 3
How do I organize all of this? If you go to free brand, call, free brand call, you can request a call, talk with our team one on one, and we’ll just get to hear a little bit about your vision and share with you how we support people. But the first call is free and we’ll we’ll walk you through how we work with people.

01:30:00:10 – 01:30:01:02
Speaker 3

01:30:01:04 – 01:30:02:18
Speaker 3
Was the last thing you want to leave people

01:30:02:20 – 01:30:05:21
Speaker 3
We’ve covered a lot of ground today. Final thoughts?

01:30:05:22 – 01:30:11:02
Speaker 2
Yeah, I think my final thoughts, if I were going to have anyone who’s listening walk away with an action item,

01:30:11:02 – 01:30:16:08
Speaker 2
it would genuinely be go back, sit down today and redo your avatar.

01:30:16:10 – 01:30:20:10
Speaker 2
it’s like setting goals. You don’t set one goal and never go back and said another.

01:30:20:10 – 01:30:33:09
Speaker 2
But a lot of people, they say, oh, I did that avatar exercise thing ten years ago or a year ago. And it’s like, well, you don’t do that with goals. What goals change and evolve? Guess what? So does your audience.

01:30:33:11 – 01:30:40:18
Speaker 2
So does your avatar. Because you grow and evolve, your business grows and evolve. Your products and services are changing constantly,

01:30:40:23 – 01:30:42:08
Speaker 2
especially in today’s market.

01:30:42:08 – 01:31:00:04
Speaker 2
So I think it’s a really good thing leaving this episode to go before I focus on the business, the mechanics, the calendar, the platforms, the algorithms, which after all important. I’m not saying they’re not. It’s to step back and go, hey, I need to pull up this avatar, this who? That my business is for

01:31:00:06 – 01:31:10:05
Speaker 2
once? You know you’re who in that intimate of a level, you will have the answer to all of those next questions that actually build out the content, calendar and mechanics.

01:31:10:07 – 01:31:18:05
Speaker 3
Yeah, we know as you get clear about who the question about every other downstream decision becomes super clear. And then I would say so

01:31:18:05 – 01:31:21:16
Speaker 3
I would agree first action, do that. Second action,

01:31:21:18 – 01:31:27:15
Speaker 3
Make a list of every single question that person has. Ancer those questions one at a time.

01:31:27:15 – 01:31:52:19
Speaker 3
And I would challenge everyone to go, don’t do it fancy. Do it right here. One question at a time. Answer a video. Post that every day and see if it doesn’t change everything about your business. Make sure you send this episode to someone who you think would enjoy it. Or if you’re listening, going, oh my gosh, I know exactly who needs to hear this episode if it isn’t you, but we would love also your help rating and reviewing this podcast wherever you listen.

01:31:52:19 – 01:32:04:01
Speaker 3
That helps new people find it and keeps us attracting the highest quality guests to to bring on this show for your benefit. We’re so glad you’re here. Until next time, go out and find someone to serve.

WWK Ep 034: Burnout Is an Alignment Problem

It was the lowest season of my marriage. I just did not have an ounce of energy left. My body was
telling me, you’re burnt out, woman. I think I’m on the verge of like a full-on meltdown.
Literally waking up with stress and anxiety of work. That was the first signal.
Everybody thinks burnout is about how much you’re doing, but we are going to make the case that
burnout is not always a volume issue. It’s an alignment issue. And we will explore the micro signs
that allow you to get ahead of it. So you never get to the point of, I’m in such a dark place that
I need help. There are preventative measures that you can take, and we’re going to talk about what
those are today. Ever wonder what it actually takes to build a reputation that generates revenue?
Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group. NYT bestselling authors,
and the personal brand experts who have helped some of the world’s most influential leaders scale
their personal brands. Now, they’re pulling back the curtain on how to capture attention, build
massive trust, and turn your expertise into a lasting legacy. Get ready to elevate your influence
and your income. This is Wealthy and Well-Known.
All right, y’all. Today, we’re going to be talking about something that many high achievers are
too proud to admit. which is burnout. And I have a little confession for you today,
which is a little bit of some backstory of a season of my life where burnout literally took me out.
And this was a 13-year journey to get to a point of decision of realizing that everything I did
was for money, ego, title, ambition, and I didn’t see the signs.
But today we’re going to talk about how you notice them before they take you out. But when I didn’t
see the signs, all of this led to a season of literally utter despair in the sense of,
I don’t know what to do. I’m not happy. I wasn’t seeing friends. I wasn’t seeing family. I would
say it was the lowest season of my marriage with Rory. This was in 2021. This was a season of I
just did not have an ounce of energy left. There was nothing I could do that would bring me joy.
And yet every single day it was to wake up and do the entire thing over again and again and again.
I had very little friendships going on. I had very little personal life. Everything was circulating
around this idea of how do we figure this out? How do we make this work? How do we grow this? And
it literally took me to the bottom of the barrel of, I think I actually need to seek professional
help. And there were many micro signs along the way that I could have seen,
that I could have noticed, that I could have gotten ahead of. And today’s episode is to talk about
those things so that you never get to the point of Oh, I need to seek professional help.
I’m in such a dark place that I need help. There’s things that you can do before that,
preventative measures that you can take. And we’re going to talk about what those are today. Yes.
And I will say that probably the biggest thing I’ve noticed on this topic of burnout that I hope
that we can talk about today is that everybody thinks burnout is a volume issue.
And I’m going to make the case that burnout is not always a volume issue as much as it is an
alignment issue. It’s not always about how much you’re doing. It’s about the reasons why you’re
doing as much as you’re doing. And that if we can get the alignment right, you actually can have
high capacity to perform and you can perform at a high level. but it doesn’t without it taking over
every ounce and every second of your entire life. And so I think there’s a lot of misconceptions
around burnout and I’ve run pretty hard for a pretty long time.
And I’ve never really bumped up close personally to burnout. I witnessed it in that time of 2021.
That was the hardest point in our marriage for sure. There was a lot going on as there’s probably a
lot going on in your life, right? We had young kids, we had COVID, we were in the middle of a
startup. You know, you had a lot of health situations and it’s hard.
It’s hard. So I hope we can just have an honest conversation. We’ve been there close together.
We’ve also had a lot of endurance. We’ve had some success through this. We’ve had some hard
seasons. So let’s get into it. Yeah. So I’m going to pull a Rory today and I’m going to answer my
own question. I thought we were disallowing answering our own questions. I was disallowing you to
do it is what it was. But the very first question, I’m going to read it. And then I’m going to
answer it and then you can answer it. But here’s the question is, what are the first signs of
burnout? What did you ignore and what did you, what did it cost you before you admitted that it was
happening? And so I think the, I want to start with what were the first signs. And I think for so
many of us, these are the things that we ignore. And I ignored all the physical signs.
Like my body was telling me you’re burnt out woman way before my mind was willing to admit,
I think, I think I’m on the verge of like a full on meltdown. And those started with a sleepless
nights. It really, it started with like every night I would wake up with a mental to-do list.
At what time? All through the night. I would wake up repeatedly. of uh oh my gosh did that happen
did that get done or i need to write this down or like there was even some nights uh well i guess
mornings you could say it’s like i’m like i have to start at 4 a.m because the kids are going to
be up and uh we are still in a season of really young babies and it’s like i have to be able to do
this and this and it was like but it was like there was so much anxiety that my body could not rest
I still have a challenge with rest and how even today I know that I’m on the verge of overwhelm or
burnout is when my body won’t rest. Like I can’t nap. I can’t sleep. I have problems sleeping.
Like those are physical signs where my body is like something’s not right. You’re not settled.
You’re anxious about something. And I just ignored them. I was like,
oh, it’s like, you know, we have young kids. It’s busy. But this was years. If you remember a
couple of years, it was like I could not sleep through the night. That was the first signal. The
second signal was literally like physical manifestations of pain,
of illness, of sickness. Like those were things that really started to become a really present
issue. There was so many little things. But finally, if you remember, I was diagnosed.
With gallstones. Yeah, it really culminated in gallbladder. It culminated in a very, very severe
gallbladder attack. And then in life or death emergency surgery. But it was, you know, it took me
18 months of visiting different doctors, trying to do different things until a Eastern medicine
practitioner looked at my tongue and checked my pulse rate and said, you have gallstones.
And I was like, come again? And this is a crazy story because you like walked in. And you
described, you spent a few minutes describing this and he’s like, open your mouth. He’s like, stick
out your tongue. And I was like, okay. I sticked out my tongue and he held my wrist and he goes,
you have gallstones. And I was like,
what? What are you talking about? And you spent years talking to doctors trying to figure out
what’s going on. Almost two full years. And then, but this was, that part was fascinating in and of
itself. And then he sat down and he said, do you have a problem with frustration?
And when he said the word frustration, I said, how did you know that? Like I bet in that season of
my life, I probably internally or externally verbally said the words, I’m just so frustrated 10
times a day. Like at least if you remember, I mean, at every turn,
I was just like, I’m just so freaking frustrated. This is so frustrating. Like I literally said
those words. And when he said that, I was like, how do you know that? And he goes. Your gallbladder
is the organ of your body that holds frustration. That was so crazy because he was able to say each
organ in your body is connected to a specific type of emotion. And he said, you have gallstones
because you’re not able to process frustration. And until you do, you will not heal.
Tell him what the prescription was he gave you, the most immediate prescription, because that was
also crazy. And that’s what I’m saying. This was a physical manifestation of overwhelm and burnout.
And he said, what I need you to do is go home and hit something every day. Husband,
duck! And I was like, what? It was not a drastic diet change.
And he was not being facetious. No, he was being dead serious. He was like, I need you to get a
bat. I need you to get a tennis racket, a punching bag,
punching bag. He was like, but I, he goes, working out is not what I’m asking you to do. He goes,
I need you to have a physical release of tension by hitting something.
You have to make physical contact. And here’s what all of you need to learn. I give your body keeps
the score, right? I read this book. It’s a hard book to read. It’s a heavy, heavy book,
but I do believe in the premise, like your body keeps the score. And if you just pay attention to
your body, inflammation, swelling, unwanted weight gain,
water retention, sleepless nights, headaches, tension in your face,
muscle aches that won’t go away. Like these things are your body trying to give you signals that
something isn’t right. And what it’s telling you is like, there’s a root issue here. This isn’t,
Hey, pop a pill or, you know, take a shot. That’s not what it’s saying. Your body is going like,
there is something being developed in you that you need to recognize. There is a root issue here.
And for me in that season, it was like, it was an unbelievably. tense season of so much work so
much overwhelm over committed is not an hour to myself no breaks no mental breaks wasn’t even just
physical breaks it was no mental breaks and so i would just encourage all of you it was it was a
stressful heavy season for the world but i would tell i would encourage all of you like your body
is telling you right now if you are approaching burnout your body is telling you something is not
right It’s just, are you paying attention to it? Are you going, oh, that’s, you know,
it’s just this or, oh, it’s just aging or it’s just whatever. And it’s like, it’s not just
anything. If you can’t sleep, something is not right, right? If you’re gaining weight unexpectedly,
something is not right. If you can’t focus, if you have fatigue,
if you’re, you know, have mental cloudiness, if you’re forgetting things, those aren’t nothing.
Your body is sending you cues. And it was amazing for me to have these encounters in that season
that eventually led to healing. And now it’s like, I know when those things start to pop up,
it’s like, oh, something’s going on in my work life and my work life balance, like something’s
going on. So physical cues are the first indicators. And we, one of the things we learned about you
in that whole experience was. your physical energy exertion. He was talking about impact, but in
general, we learned you are a high energy burner. You have to have physical energy exertion,
physical release. And I, we might catch some hate for what I’m about to say. And because I don’t
mean to oversimplify how to deal with burnout, but I’m just going to share my honest experience
here in the seasons of my life where I have approached burnout or stress.
There have always, always been one of two things out of alignment.
I either was not spiritually centered. So I was not going to church.
I was not reading the Bible. I was not engaging in practice. And if you’re not a Christian or
whatever, like it could be meditation or whatever, but like I was not spiritually centered and,
or I was not exercising properly and consistently. And I don’t mean to say that those two things
are the ultimate cure for every source of burnout, but I can say without a doubt,
100% of the seasons in my life where I’ve approached burnout, one and usually both of those things
had somehow, some way, for some reason, fallen to the wayside.
And my encouragement to you would simply be if you’re feeling exhausted,
if you’re feeling burnt out, if you’re feeling overwhelmed, I would simply ask you to go, are you
spending time with the Lord or whatever your version of spiritual sentiment looks like? And are you
exercising before you do anything else? Before you take a pill, read a book,
talk to a doctor. I’m just going those two things. Do those.
Do yourself a favor. Get those two things right and see if a whole bunch of stuff doesn’t change.
And in your case, the hitting was a very unique thing, but it also was just, we’ve learned even
now, like you need hot yoga, you need walks. But for me, I think, and this is, again, every
individual, it’s like, you got to pay attention to your body. But I think one of the things that’s
really important about this for business owners, entrepreneurs, solopreneurs, it’s like,
you have to slow down enough to listen to your body. Like some of us are just moving at such a fast
pace. It’s like there’s not a there’s not a break to even notice what’s going on, much less stop
and think about it and do something about it. So it’s like you have to slow down enough to go like,
what’s going on here? What are the trends that I’m seeing? Then you can assess.
But I think one of the things that you were going to say, Rory, is like for all of us, it’s it
comes in different like exercise to some might be a brisk walk. Like what we found out for myself,
it has to be like an intense. energy release so like a brisk walk won’t do it for me it has to be
something where it’s like i’m almost to the point of exhaustion she has a weighted vest she’s got
her little pink bangles on and she is cruising like i cannot keep up with her she is hustling but
it’s like i gotta get her a parachute i gotta give you one of those like little parachute things
those weighted things that you put on um but i think it’s like that’s really important it’s like
you have to know like what actually resets you And that, that took me a long time to figure it out.
Like I used to do hot yoga in my early twenties. And then over the last 15 years, I just stopped
going. I was doing bar three, doing Pilates. I was doing all these other things and it wasn’t doing
what my body needed. And the moment that I have gotten back into intense hot yoga,
it has been amazing. Like I told Rory this just the other day. It’s like. I literally go in one way
and I leave feeling a different. There is a physical difference in my body, but there’s a mental
clearing that happens in a 60 minute period that happens with no other workout. And I’m not being
an advocate for yoga here. I’m just going, find the thing that does that for you. But I do think
like the natural release of endorphins is a huge component of you getting those boosts that are
needed. to combat some of this. Yeah. And, and I’m, in some ways I’m the opposite because sleep is
what recharges me so much, right? I’m just like the koala bear. I’m just like, if I can just get a
30 minute power nap, I literally. wake up feeling that same way. I feel like a different, a
different person, but what does burnout look like specifically for a personal brand? I think that,
I mean, it, this, I think it doesn’t matter if it’s in your personal brand, business, personal
life, whatever. It’s like, I just think in general, the thing that shows up often is like,
there is an element of just exhaustion. Like it’s, it’s like,
it, maybe that’s not even the right word, but there is a, a dimness. to the conversation versus
something that has just a natural energy to it there is a lack thereof and I think that you can
sense like hey this is being forced or this is I’m doing it out of following through on my schedule
and commitment and i have some of those days like right now it’s like there are some days where i
have film i have to film a content content shoot and i’m like this is the last thing that i want to
be doing today with everything else on my plate and i’m forcing my way through it versus other days
where i’m like i’m in the right mental headspace i’m in the right and this is all i want to do and
i think those are the things that show up it’s it’s a forced thing Of, hey, I’m doing this out of
obligation versus out of genuine passion and mission. Yeah.
A word I would use is dread. Yeah. Is like, you know, you’re starting to burn out like
professionally when there is a sense of dread of like you get the Sunday night blues and you’re
like, oh, I’m not looking forward to today. There’s a difference between. I have to versus I want
to. Of like, oh, I really just do not want to do this. that’s very different from like oh my gosh I
worked so hard and I’m so tired but it was like man I was I was cranking today I was jamming I’m
exhausted but like the same way I’m exhausted coming out of the gym versus a dread of like I’m
having to muster up just being here and so I think that that is a sign that I would I would tell
people to to be looking for and I think that’s an indicator professionally that you’re not
operating in your uniqueness I think that is a sign that you are probably trying to emulate other
people. Maybe you might be copying content. You’re doing what you think you’re supposed to versus
what, I would say, what God created you to do or what your uniqueness is. It’s like you’re so busy
comparing and trying to shape your personal brand and your business by what other people are doing
or saying. And you’re operating kind of from the outside in versus operating from the inside out
and saying, why am I here? Who do I care to serve about? What are the things I want to research?
What are the things that I want to study? Where is my natural sort of curiosity or fascination
leaning me towards? And that’s like,
yeah, you’re off course because you’re like, you’re trying to make money in this way because you
think it’s a way to make money or you’re trying to do your content this way because you think
that’s how your content has to be done. You’re not just. listening again, not so much to your body,
but you’re not listening to your own intuition about what your mission is and what your message is
and who you’re supposed to serve. So I think that’s also a sign of a misalignment of your
uniqueness being expressed as a personal brand. I have a question for you. What do you think is a
lie that people tell themselves when they’re in burnout? Like when they’re in this mode of dread,
as you said, like, what do you think is a lie that people tell themselves when they’re in this
mode? Yeah. Here’s the ironic lie about burnout is they tell themselves,
if I just work more, I can work myself out of this. That’s where I really draw the line and go,
this isn’t a matter of doing more. It’s not a matter of the volume of work you’re doing. It’s a
matter of alignment. I think burnout is more the result of misalignment.
There are people who can work crazy amounts. I go back to what Navy SEAL Joe told us that day that
you bought me with our friend Joe, who’s a Navy SEAL. He said, The body can take damn near
anything. It’s the mind that needs conditioning. If there’s a misalignment of your mind,
everything breaks down. If you’re in alignment, you can do so much.
You have the source power of the creator working through you.
You can do so much. But if you’re off the track, it’s like you’re operating in your own willpower
and you’re just… You’re just, you’re just depleted and exhausted. And I think back to an earlier
season in our life and our business and with our first company where you,
you experienced a different kind of burnout. You weren’t physically burnt out.
You were working like crazy. You’re working 80 hours a week. You’re crushing it. You’re winning all
the goals, like winning all the contests and stuff, but you were emotionally depleted.
And it was more of a, again, it was a misalignment of like, it wasn’t about what you were doing.
It wasn’t about how much you were doing. It was about the underlying motivation of why you were
doing what you were doing. You were doing what you were doing to prove something to someone or some
sets of people. And that’s exhausting. Even though you were really good at the work and clients
were loving it and you were crushing it and you were making money and doing things. But I just know
like kind of in the background in that season, you felt like you were losing yourself,
I guess is how I would describe that you’ve described it. The general conversation is so much of
burnout. A way to prevent it is to make sure that you’re working in alignment with Where you feel
like you’re supposed to be. Because even if you do less, it’s like if you’re doing something you
hate, but you do less of it, you’re still going to be burned out. Like that’s not the answer. Yeah.
And that’s what I think people don’t understand. They’re like, oh, I’m working too much. It’s like
not necessarily like there’s some healthy boundaries to like the quantity of work you do.
But usually when when you’re on track with the calling of your life.
the natural divine design, the natural skills. It’s one of my all time favorite quotes,
um, from the guy’s name that I can’t say correctly, but it’s Panta Panta Jolly or Panta Jolly,
where he says, uh, when you’re inspired by some great extraordinary purpose, dormant forces and
faculties come alive and you find yourself to be a far greater person than you ever imagined
yourself to be. And I’ve found that to be true in my own life. I’ve witnessed that in your life.
I’ve seen that in so many of our clients. It’s like, when you’re on purpose, when you’re on track,
you come alive with creativity and energy like this boundless energy.
Yeah. I think a lot of this, it’s like, are you working from a place of true enjoyment?
Are you working from a place of forced will? Yeah. And I think there’s a lot of burnout comes from,
Hey, you’ve been working from a place of forced will for so long that at some point you’re like,
I’m out of runway here. There’s no more forced will ammunition coming.
It’s like it’s all burned up versus working from a place of genuine skill, enjoyment,
talent. We read a book a couple of years ago as a company called The Working Genius by Patrick
Lencioni. And one of the things that I love about that book, he said, no matter what you’re doing,
if you’re doing something that is not your natural genius, eventually. you’ll burn out totally
doesn’t matter what it is and how good you are if it’s not natural to you at some point that forced
effort will burn you out mentally, emotionally, physically, depending on what the job is.
And that really is back into an alignment with what are you naturally gifted to do? Where are your
natural interests? Where are your natural talents? Where are your natural passions? Where do you
have natural inclinations to succeed and do that? Whatever it is.
And he said, what I love, he goes, people always talk about, hey, I need a vacation or I need a
break or I need a day off. And he’s always like, no. you need to get in alignment with what you’re
good at at work. Because when you’re in alignment with what you’re good at at work, you don’t need
that. Not saying we shouldn’t take breaks, vacations and whatever. But he said, people need a break
because they’re tired because they’ve been forcing it versus am I working from a place of natural
genius? So I have a personal question for you and a professional question about you handle this. I
sometimes look at my life and I feel like I’ve had an unfair advantage and that unfair advantage is
you as my partner. I would agree with you. Yes. I mean, you and there’s this term in the Bible,
Ezra Konegdo, which is in Genesis. And often the English translation says,
I will make for you a suitable helper. But the actual translation is what?
It’s closer to soul saver. Soul saver.
I feel like you are my soul saver. And so I feel like that is an unfair advantage to me and to men
in general. I think moms carry more on the personal side.
I’m not talking about assigning gender roles. I help with the dishes. I clean around the house,
but you do more of the cooking. You coordinate more with house stuff. And the general default,
whether we like it or not, is just the kids come to you. How do you balance burnout on the personal
front? Because you’re fighting two wars. And it’s not that I don’t think I’m completely absent from
one, but I do think it’s different.
I don’t know if I have a great answer to that because it is a struggle. I think where if I was
being honest, it’s like I have the amazing benefit of help. Right. And I know a lot of families
don’t have that. Yeah. And that’s a very unfair advantage. I sit at our home often and wonder,
like, how do full time families who have two working parents do this?
So this is so hard. There’s so much. There’s so much. And so I have a lot of sympathy and empathy
of going like, if I can barely keep up and I have help. How are families doing this with two full
-time working parents? This is so much. And then I have some friends who have six,
seven, eight kids. I just stand in awe of like, like what?
Like, and here’s, here was my answer. You just figure it out.
And it’s like, is some, sometimes you get help. Sometimes you don’t have help. You have two kids or
you have eight kids. You have zero kids. It’s hard no matter what. Right. And it’s that whole idea
of like, it’s hard to be single. It’s hard to be married. It’s choose your heart. And then you
choose to figure out how to make it work. And so I think in general, not saying this universally,
I do think that women have higher capacities to handle more because I actually genuinely think we
were built that way. And I say to handle more. It’s like I think it’s like. And clearly we were
biologically made to be able to carry humans and to raise them and to like nurture for them.
But I don’t think that’s just for our children. I think it’s for all humans. I think it’s for our
husbands. I think it’s for our communities. I’m not saying men can’t, so don’t hear what I’m not
saying, listeners. But I do think there are some unique things that are biologically different.
And I think some of that is the more that you’re created to care for humans,
you have to have more capacity because they require more. OK,
so that leans into my next question, which is about at work. OK, how do you when you manage a team,
how do you have compassion and empathy for everything you just said, what they’re dealing with at
home and keeping all of that? But also holding high standards and a high accountability to the
success of the company. But like knowing that, you know, your employees, our employees are also
battling burnout and we going, hey, we know that it’s important to not work constantly.
So how do you as a leader create a culture where there’s a healthy blend of you need to have a life
outside of work and that’s important? And we also have very high expectations and very high
standards of performance. How do you reconcile that? I mean, I genuinely think it’s everything that
we’ve been having in this conversation of hiring the right person with the right skills for the
right seat. It’s alignment. It really is. It’s alignment.
It doesn’t matter what role you sit in. It’s like if you’re out of alignment, it’s like if your
employees are doing X, Y, and Z tasks that they don’t really love doing, they’re going to take
longer. The output’s not going to be as good and they’re not going to enjoy it as much versus
someone who is in a seat where it’s like, this is made for this.
This is my jam. I can do this and not get paid. It’s different. It gets done better.
It gets done faster. It gets done with more enjoyment. It’s about alignment. And so I think the
accountability comes to the leader of going, did you hire the right person with the right skills
for the right job? That’s really what it comes down to. It’s like we’ve had this conversation the
last few episodes. It’s like the problem starts with the leader. It starts with the owner. You are
the problem. So it’s alignment in a different way. But it’s the same conversation no matter if it’s
for you or it’s for your team. All right. So it is time for our community question. This question
comes from Christine in our community. She says, I have been a part of your program for several
years. Uh, it looks like she loves working with us. She says, I’m 99% sure I’ll be a BBG or for a
long time. Um, but she says that she is in the middle land. She’s struggling where in the middle
land, the middle land where she sees the value of more systems and more kind of technology and
infrastructure in her business, but she doesn’t yet have the budget to just go hire all the people
to do it for her. And so she’s struggling with How much of her time should she lean into trying to
like figure that out versus doing more of the things that are in her own strength and,
you know, like her current strengths versus, okay, should I just hire someone to do it?
And so I think I’m adapting her question a little bit to what I think is sort of relevant for
everybody. But she’s describing a scene where she’s like not yet there where she can just write a
check and like pay someone to solve this problem for her, even though she sees the value. Um,
and so she’s just kind of like in that, you know, no man’s or no woman’s land of,
you know, that, that in, in between. Yeah. So I think I’m going to give a generally broad answer to
this. And it’s like, I think for all of us, no matter what your seat is, um, no matter what your
role is, I think everyone needs to understand that there is a cost to inexperience.
Sometimes that’s with your team. Often it’s with you and there is a cost to inexperience.
There is a cost to you saying, I’ll do it. it because I can’t afford someone else to do it when
you’ve never done it. Like it will take longer. It will not be as good. It will take you 10 times
the amount of time and you will end up spending 10 times the amount of money from hiring a
professional who could have done it right the first time more efficiently and more effectively. And
I think that is a lie that we tell ourselves is I can’t afford it, but yet you’re paying yourself.
And if you are sitting in a seat that you’re not supposed to be in, then you’re not doing the thing
that only you can do, which would be providing the money and the resources to go hire the thing.
So to answer that question a little bit more directly, what I would say is, what’s the one thing
that you dread? What’s the one thing that you’re like, ugh. Not this again.
And that is the first thing you should outsource and go, if I reallocated the time, money, energy,
and resources that I’m currently giving to this little thing that sucks the life out of me,
that makes me not enjoy my job, that makes me question if I should be doing this, what is that?
And if you reallocated all of your time and energy into something that you’re naturally gifted at,
could you justify the trade-off of like, okay, I’m going to take a leap of faith.
And I’m going to go hire someone to do this thing so I can double down here. Here’s the second
thing I would say that I hear entrepreneurs say all the time is like, well, I can’t afford it. I’m
like, you can’t afford not to try. That doesn’t mean you have to stay. It’s like you can go try it.
And in 30 days, if it’s not working, you can’t pay for it. Discontinue. That’s why I think it’s
great to start with vendors. It’s great to start with outsourced fractional firms. You don’t start
with a full-time employee where you’re now taking on their livelihood. That’s a dangerous decision
for you and for them because it puts unnecessary pressure on two places that doesn’t make sense. Do
you need someone for five hours? Well, you can hire a firm for that. You can hire a vendor. You
hire a company for that, an agency, whatever, and reinvest your time and energy into things that
only you can do and tell me you can’t pay for it 30 days later. Yeah, amen.
self-promotion here, but I would point you towards the delegate chapter of my second book,
Procrastinate on Purpose, Five Permissions to Multiply Your Time. That is a must-read chapter on
this issue. And one of the insights is exactly what you’re just saying. You already are affording
it. You’re either paying someone else at their pay rate or you’re paying yourself at yours. And
what I would say is every entrepreneur believes that they they don’t have enough money yet to hire
the person and they’re waiting to have the money to hire the person. And so they never feel like
they have it. And so they never hire the person. And so they stay stuck. The act of faith is the
act of trust, both in a higher power and in people and in yourself and your own ability to generate
income is to go, no, I believe that if I hire the person first, That will create more time for me
and with more time and more energy, I will then be able to create the money.
And there’s not ever really been a point in our life where we have had the money available to hire
the person. It’s always been more of an act of faith of we’re going to hire the person and trust
that that’s going to create the margin of opportunity and time and resources for us to go make the
money. And that is the trade-off. And that struggle is the struggle.
It’s the struggle of every entrepreneur. And at some point, you just got to take that act of faith.
And I think what you’re pointing out here is a great part of giving yourself that permission is to
go, you don’t have to commit to it forever. Try it and see if it doesn’t work that way.
And even if it doesn’t work, a lot of times you go, oh, well, that setup didn’t work, but I
actually… hire someone else. I can see how I could make it work, even though that was wrong. So
you learn by doing it, but you don’t learn by waiting until you can afford it.
It’s a hard, it’s a really hard, it’s a leap of faith. That’s why they say that term. Yeah.
And I would just encourage you to, I hear so many people say, well, I’ve just made so many wrong
hires in that seat. I’m not going to do it again. And it’s like. Well, that doesn’t mean you don’t
do it again. It just means you get better at it, right? So you make the decisions faster. You get
better at hiring. You get better at training. You find the right person in the right seat. Just
because it didn’t work one time doesn’t mean it won’t work next time. So I would just encourage
that too. But there is a cost of an experience and most likely it’s you. So it’s a costly
experiment to be doing something that you’ve never done before when you can go hire it.
out to someone who knows what they’re doing. So if this episode has been helpful to you,
I would just encourage you, if you know someone that is on the verge of burnout or who is even
saying like, I feel burned out, do them a favor and share this episode with them.
We know that the body will tell you when you’re coming in. So just paying attention to the cues
will help you prevent yourself from burning out. And then sharing this episode could help a friend
of yours from experiencing the same thing. So share this episode with a friend. Do us a favor.
Subscribe. Stay tuned to the podcast. And also, as you’re learning about entrepreneurship, if you
would love how to get more support like this, we would really encourage you to request a call with
our team.
request a call with our team to figure out how can you be building your personal brand and your
business in a way that’s aligned to you, right? That’s what we’re after here. How do you do it in a
way that’s aligned to you? And you can request a call with our team to do that. We’ll catch you
next time on the wealthy and well-known podcast.

WWK Ep 033: Why Having Fun Is a Business Strategy

The biggest threat to any small business is that the founder just simply doesn’t want to do it
anymore. The lie we’re telling ourselves that it has to be us and it has to be right now. And
neither of those are true. 90% of all small businesses in America won’t make it past their 10 year
mark. You have to ask yourself why. In this episode, we’re going to talk about the balance of hard
work, but also fun. and rest we explore how entrepreneurs and business owners can move beyond
hustle culture to build lives and companies they don’t need a vacation from focusing on longevity
joy and balance instead of non-stop grind contentment it’s a skill but it’s a choice what is your
level of enoughness protect your most important asset you and make fun a core part of how you work
lead and live every day Ever wonder what it actually takes to build a reputation that generates
revenue? Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,
NYT bestselling authors, and the personal brand experts who have helped some of the world’s most
influential leaders scale their personal brands. Now, they’re pulling back the curtain on how to
capture attention, build massive trust, and turn your expertise into a lasting legacy. Get ready to
elevate your influence and your income. This is Wealthy and Well-known.
Have you made hustle an idol? Have you made nonstop work your only strategy?
We have a deep… belief that the people who win in the next decade are not just the people who
work the hardest. It’s really about who lasts the longest. In this episode,
we’re going to talk about the balance of hard work, but also fun and rest.
I love this conversation. I think AJ and I have different views. If it weren’t for AJ, I would
probably work all the time and just be a boring, boring, boring person, but she has shown me how to
have more fun. And we have a lot of fun, particularly as a family. So we’re going to talk about and
help you wrestle down this issue to find the balance of work and life in a way that’s going to make
you succeed. Well, I think it’s really important because when you think about 90% of all small
business in America will fail or simply not make it past their 10-year mark.
I mean, you have to ask yourself why. And I believe there’s two fundamental reasons and research.
corroborates this is number one is that people simply don’t want to do it anymore. And the second
is they run out of cash. But here’s, I think, a really interesting part of why fun as a business
strategy really does produce longevity in the business because you still enjoy it.
Like how many of us as entrepreneurs or solopreneurs or just in business in general have going
like, why am I even doing this? and what you started wow because it was exciting and invigorating
and there was passion and belief and it was fun all of a sudden isn’t really fun anymore and it’s
because the business has all become about spreadsheets and emails and making it to the next meeting
and you look up and you’re like I’m freaking exhausted I don’t have time for friends or family or
life or faith or myself and you look in the mirror and you’re like I don’t even know who this
person is And I think that is why fun as a business strategy is such an important topic,
not just for business success, but it’s also for personal success and it’s for business longevity.
I think Mike Michalowicz is the one who I heard this say, who I heard him say this first is that
the biggest threat to any small business is that the founder just simply doesn’t want to do it
anymore. The burnout. Because it’s not fun anymore. So this episode is really about how do you keep
fun as a business strategy to keep you in the game, engaged, and also making sure that you have a
healthy, happy workplace. Because if you’re not having fun, guess who else isn’t having fun?
If mama ain’t happy, ain’t nobody happy. Like nobody’s having fun if you’re not having fun.
Your customers aren’t having fun. Your team isn’t having fun. So this is a little bit of how do we,
incorporate a little fun back into your business and i want to i want to start on the top about
what business you choose like just starting there because we’ve had so many people come to us to be
like hey you guys could make money doing real estate you guys could make money doing investing you
guys could own a piece of this other business you could have all these things and i think one of
the things that we do a pretty good job of is like money is not our ultimate scoreboard and we go
well yeah but Even if we could make a lot of money, that just sounds exhausting.
That doesn’t sound fun to us. It might be fun for somebody, but it’s not to us.
And I think people need that permission right away up front to go, you can make money.
You can make enough money being good at just about anything as long as you’re really, really,
really good at that thing. And I do think a lot of people get into a business to go like,
I’m going to start this business because I think I can make a lot of money at it. And then they’re
surprised when five years later, they’re like, I’m freaking burnout and exhausted. And it’s like, I
don’t care how many ping pong tables you have in your break room. Like if you’re doing that, but
you hate the business you’re doing, like there’s no cure. There’s no, there’s no bandaid you can
put on something where it’s like, I actually just hate the business that I’m in. And I go make.
choose something else, make less money. Even if it means make less money,
but you’ll be so much happier just doing the thing you want to do. And I just think sometimes
people just need that permission. And so that’s why it’s like money is just not our ultimate
scoreboard. It’s an item we are mindful of, but it’s not our number one. I think the other thing is
too, is when I think about a lot of people, grownups, adults, right? this whole idea of adulting
grownups, grownups. I think that there’s a lot of it where it’s like, I do think there’s a
sentiment of like, you can’t have fun and be a serious business. And I just don’t think that’s
true. And if it is, it’s like, well, that doesn’t sound like something I want to do. Like I’m just
being real. It’s like, like where did joy and happiness and fun get cut out of the equation in
order to be. you know, serious or taken serious or successful. And I think that that is a shift
that I think is happening generationally of, and maybe it’s something that maybe even some
industries get a bad rap for. But it’s like, man, like, let’s have a little joy.
It’s like, I just, I think one of the things that I hear a lot of people talk about my dad, I just
turned 75 this year. And he still goes to work every day, his version of work, according to my
brothers who are in the family business. But nonetheless, it’s like he doesn’t believe in
retirement. And my grandfather, who was also an entrepreneur, worked until he was in his early 80s.
And this whole concept of retirement, I think it’s like I’m kind of obsessed with. I talk about it
all the time. It was an American invention. Like this is not something that used to exist prior to
the 1960s. This is also not a practice that is all over the world. It’s a primarily American
function that was created in the late 1950s. Tell them what the word retirement means.
But yeah, but to retire means to be taken out of service. Like, well,
what’s that? But then this whole idea of I’m going to work, work, work, work, work, work, work, and
one day retire. Like what?
friends are busy and you’re old and you’re not physically capable anymore. Like that’s the dumbest
thing I’ve ever heard of. Right. You’re going to sit around and watch wheel of fortune all day.
Like, yeah, you’re going to, what are you going to do? best years working nonstop, having no fun so
that one day you can have fun when you no longer feel like doing it anymore. It’s crazy. So I’m
real convicted that fun has got to be a core part of your business strategy. And I don’t mean fun
in the sense of, yeah, playing ping pong or cornhole or whatever that is, but it’s how do you have
lightness? How do you have levity? How do you have rest? How do you have components of enjoyment in
everything you do? Yeah. And I’m going to do the thing again where I ask a question and then answer
my own question. This is going to have to be disallowed moving forward. You’re not going to be
answering your own questions. Well, you gave yourself the good questions and I’m afraid that you
won’t ask me it.
All right. Answer your own question. Okay. So here’s the question. Where did I learn that rest and
fun were a necessary part of being successful and what planted that belief?
So I want to talk about a book that you read. that changed my life and the book was called every
good endeavor and it was by timothy keller and y’all if you don’t know this aj reads like crazy
like i don’t know if he reads like a book every couple weeks and one of the things in that book
that timothy keller reminded people of and reminded me of was that work existed in the garden of
eden before original sin which means that work was part of God’s original plan.
Work was never meant to be a price that we paid for sin. Work was not a part of a broken world.
Work was a part of the perfect world. It was a part of God’s divine design.
It was the original creation that work is a part of what gives us purpose and joy.
And that book and that idea really transformed the way that I think about work.
If I’m having to grind through work, I’m not doing it right. It doesn’t mean I don’t work hard.
It means that it shouldn’t be that hard to do work. I should enjoy the work.
I should enjoy the challenge because that’s part of God’s design. And if I’m living into what we
would call uniqueness, then I should be exercising skills and functions and capacities that God
gave to me. And that is the kind of fun that I think of. It’s not going like,
oh, if I spend more time on the beach, I’ll be better at work. That may be true,
but that’s not the big idea for me. The big idea for me is to go enjoy the thing you’re doing and
figure out a way to make that enjoyable. So anyways. Yeah, I think that’s good. I’ll add two quick
things to that that I think are worthwhile is that God did. create work in the perfect world.
And so did he create rest as a law, as a commandment,
as a necessity, because I think, not I think, I know he knew that we as humans would have the
tendency to want to outperform, outachieve, and that our worth would be tied to productivity,
which is why he said, no, you have to take the Sabbath. And that is where you have to rely on me.
That is where you cannot be completely independent. This is not of yourself. Everything that you
have has been given and provided in some way. And just as we were created to work, we were also
created to rest and have peace and enjoyment. That is the purpose of the Sabbath.
But I think for a lot of us, to the other thing I was going to comment on, this whole idea of
hustle culture and grind, I think a lot of that stemmed from this idea of comparison.
It’s like we grind and we hustle and we work more hours and more days and we never take breaks and
we don’t take vacations and this idea of getting ahead, of getting more,
of getting ahead of the next person. Beating other people. But all of it stems from it’s like,
well, I got to get what they have. So I got to work more hours. I got to do this. I got to do this.
I got to do this. And it’s like, would we ever have done that if we weren’t looking around at
everyone else was doing? I don’t know. And I think that overwhelm comes from taking more on your on
your plate than you can actually get done. Right. It’s an over committed. Why do we say yes to
things that we shouldn’t be saying yes to? It’s, you know, you feel guilty or you’re trying to keep
up or you’re a people pleaser or, you know, there’s this thing of like, well, everyone else is
doing good. I guess I got to do it, too. And I think there’s some of that built in here that we got
to unwire from our thinking. And I think that’s why pausing and going like, hey, it’s not always
about doing more. Sometimes it’s just about being better at what you already have, being better at
what you’re doing. But also there’s a skill of contentment. And I think that’s a discipline and
it’s a skill, but it’s a choice. To enjoy what you’re doing is a choice. And,
you know, one of the policies that we have at the Vaden household for our youngest to our oldest is
that we are going to be excellent at whatever it is we do. I don’t care if it’s loading the
dishwasher. I don’t care if it’s organizing the pantry. She does care if it’s loading the
dishwasher. For the record, it matters that we load the dishwasher with excellence at the Vaden
household. I’m just, if you come over, I’m just warning you now. There is a way to do it. But that
really does stem from the idea of like, if my hands are going to touch it, it’s going to be done
well. Yeah. And it doesn’t matter what it is. Taking out the trash. I’m above nothing. And that was
very much a learned attribute in my household growing up. And in my grandparents’ household, it’s
like if you’re going to touch it, you’re going to touch it with excellence. I think it’s like we
don’t appreciate the job we have or we think we should be doing something else. And it’s like, nah,
just be excellent at the job you have. Enjoy the job you have. And those are choices, right?
So I think a lot of that is, yes, do something that you’re well-positioned to do, but also be good
at whatever it is you’re doing. Yeah. And I want to, I want to double tap on, you brought up the
word contentment and you said contentment is a skill. I could not agree with you more. One thing
that changed my life was a question that my, one of my best friends, Jason Dorsey asked me,
he said, what is your level of enoughness? And he was asking the question,
like, how much is enough? Like how much money is enough money? How much impact is enough impact?
How much recognition or reputation is enough? That question really rocked me the first time he
asked. And I think it is a sign of maturity to go to say,
I do have enough and I’m not in need of more,
but I’m always doing something because I do things with excellence and because I enjoy doing it and
I feel called to do it and I feel like I’m using my skills, but not out of comparison, not out of
beating others and not out of trying to… satisfy my own deep feelings of insecurity or
inadequacy. That’s the part that leads to burnout. I think it’s less about the quantity of hours
you work. I think burnout is more related to why are you working those hours and what is the drive
behind the work? If the drive is competition or ambition,
I think you can run into burnout. If the drive is mission, then I think you can work really hard
for a really long time because you get the power of having mission as your motivation is if I
impact one person, I get this deep, satisfying gratification.
And yet at the same time, I am. I have an insatiable desire to impact and help more.
And so mission is really beautiful. But I think it’s more about the motives behind the work than it
is about the volume of the work that you’re doing. And a lot of that comes down to more emotion and
psychology of contentment and enoughness. And God’s just designed for rest to say,
do you trust me enough to rest? Yeah. All right. So I have a question for you. Uh, what do you do
for fun that helps you be a more happier,
productive person at work? We were having this conversation before we hit record.
So it’s like, this one’s hard one for me. I mean, well, define fun for you and then answer the
question. I mean, for me, fun is enjoying my life. Right. To me,
it’s not. What does that mean? It means that like, I’m happy with the life that I have. It doesn’t
mean, oh, when I’m at the beach, that’s fun. But when I’m on my office, that’s not fun to me.
That’s a, that’s a losing life. Yeah. Like I go, it doesn’t matter how much time I have at the
beach. If I hate what I’m doing in my office, like. You just always want to be at the beach. Yeah.
You always want to be at the beach. Like Seth Godin had this great quote where he’s like, build a
life you don’t need a vacation from. Amen. Like. I go, that’s it. To me, that’s fun is to go.
What does that look like every day for you? I mean, here’s, I think what it looks like is, you
know, my source of fun would be the things that we do as a family. Okay. And I think we decide as a
family, we were going to invest into experiences and go, we’re going to go to games.
We’re going to go to concerts. We’re going to go to events. We’re going to show up at birthday
parties. We’re going to try to go to water parks. We’re going to try to do stuff that.
creates memories and we’re going to focus more on creating memories than just having possessions
and largely i think that was your influence which uh you know you do a great job of making our
family fun and i think making brand builders group fun like if I think Brand Builders Group would
suck a lot more to work at if it were just me, for sure, because you do prizes and recognition and
tacos, this tacos thing that we do. It’s fun. It’s fun,
yeah. Separate from our family, the way I would have to answer that question is I don’t think I do
fun. I think I do rest. One of my goals was to get to where I could afford a massage every week.
I do that almost every week. I want to be able to,
on Sundays, I am completely unplugged. Sundays is truly a Sabbath for us.
For you. For me, yeah. Saturday is more when you Sabbath, and that’s only because you’re spending a
lot of Sunday working to prepare to host Bible study on Sundays. But I think…
know, we wake up, we go to church, we have brunch as a family, we come back, we get ready for Bible
study. We have family Bible study from 3.30 to 8. And then we go to bed and,
you know, maybe read the Bible some in between there. That’s like our Sunday. And I think we,
you know, do that even though there’s work in preparing for that. Fun for you is rest. I think fun
for me is rest. I would second that. Our kids call Rory the master napper.
Their whole idea of a fun day is telling dad, you can’t nap today.
Napping is fun for me. I can nap right now. I can go to sleep at any moment.
I think what I do have the ability to do is… off work from my brain and like go rest um and i
think that has been a learned skill which is also i think a demonstration of faith and this is a
difference between our first business and our second business in our first business it was like if
it is to be it’s up to me we’re going to work all the time non-stop i think when we started brand
builders group we made a resolution that we’re going to work hard from, you know, nine to five.
And at five o’clock, we’re going to shut the laptop. We’re going to stop answering the phone and
go, God, I’m turning over my business to you. That’s how I’ve had to process it to go.
There’s a bunch of urgent things that need attention, but it’s five o’clock. God, I’m handing this
back to you. It’s the same thing you do with your money. When you give a tithe, a tenth is to go,
God, I’m, I’m, I’m, I’m turning this money. back over to you because I trust you to do more with
it. And so I think that rest, that enoughness, that separation, that picking a life you don’t need
a vacation from. Those are the things of how I do rest.
You know, other than that, it’s it’s swimming and reading. But I think for everybody, it’s like you
have to first define what is fun for you. Yes. Right. And fun isn’t going to necessarily amusement
parks or concerts or whatever. It’s like you get to define like and I think I think how I would
define fun in this regard of how do you make fun? A business strategy is what brings joy back to
your life. Right. And like when I think about what is fun for me, not as a mom,
not as a business owner, not as a wife, but what is fun for me is I like to be out in nature.
Like that is fun for me. Like I love going on a long walk or a hike. I love yoga.
I love being physically active. That is fun for me. It can be a yard game.
It could be a walk. But it’s like what is fun for me is to be physically active. And so for
everyone who’s listening, I’m just going like, well, I don’t have the money to, you know, go do X,
Y, and Z, or I don’t have that time. It’s like, no, no, you got to redefine fun as what brings joy
back into your life or what gives you mental reprieve. Like we have come to know at my house,
like if I don’t have some sort of physical release, the whole family feels it. And it’s like,
I’m like, I need to go on a walk. I shall be back. And I will come back a different person.
And it’s like, so I’ve just realized like fun for me, what brings me joy is just having physical
activity. It doesn’t matter what it is. I just need to be physically active every single day.
It could be a walk. It could be yoga. AJ is a high energy burner. I am. But it’s like, that also
brings me joy. It’s fun for me. I love that. It’s like, I actually really love working,
but I also love not working. I love both. Like, I think one of the greatest gifts of being a parent
that I never expected was how much joy I get from doing nothing.
It’s like, it’s like, it’s like, it’s just, they make everything fun.
And it’s like, it’s not about productivity. It’s not about, it’s just, we’re just doing it to do
it. And that has been a really important business and life lesson of not everything has to be about
productivity. It’s like sometimes you can just do things to just do them. And that has been like a
really good gift that I think is really important for us all to realize. It’s like I can easily.
Make yoga a competition. It’s like, how good can I get? How many poses can I learn? I can do that
with the books I read. You can do it with anything. How fast can I walk? How many steps can I get
in? Those are all things that we can do. And I think the greatest thing about having something that
just brings you pure joy, that to me is fun, whatever it is. And it’s like, really think about the
things that are fun. something that doesn’t have some sort of productivity measurement tied to it.
It’s just something that gives you a release, a reprieve. something that gets you back in alignment
those are things that are fun that’s what makes it all worth it because there’s hard days you got
to have something that will give you a release on a really hard day and I think those are the
things that when you think about fun as a business strategy that it’s not you’re glued to your desk
right you’re peeing on mute you’re eating on calls like that’s not sustainable For the long haul.
Peeing on mute is kind of fun because it’s a challenge.
From the mouth of Rory Vane. I have an important question. This is a really good one.
So I want to talk about not working for a second. Because in addition to running our business and
running our household and being a mom and spending time with our kids. What is the lie that most
high achievers are telling themselves about why they can’t slow down?
And specifically. Have you been there? How did you get past it? What have you,
how did you resolve that? Yeah. I mean, I come in and out of that every single day of,
you know, I can’t take a break. I can’t have lunch. I can’t do this. I can’t stop at five.
And I think the lie is that I have to do it. It has to be me. That is the lie that we all somehow
believe is like, somehow there’s like this magical power that we possess. That no one else does.
Only I can figure this out. Only I can do it. I can only do it this fast or it has to be this way
or it has to be this good. It has to be X, Y, or Z. The lie we’re telling ourselves that it has to
be us and it has to be right now. And neither of those are true. And so I constantly have to be
checking myself of what, and I think the practice that I have in the morning is what’s my priority
for the day. And as long as I get my priority done for the day, I’m good for the day.
That doesn’t mean there’s not urgent things. I mark them as urgent. I get to them as quickly as I
can. But that’s also learning how to use a team. And it’s also giving yourself permission of like,
I set forth a goal of the day. Have I completed the task of the day? If the answer is yes,
my priority has been completed. Check. I can check out now. But then the other thing is really
learning how to use your team. I think a lot of people hire a team and then they’re frustrated that
my team isn’t producing. And it’s like, well, are you giving them things to produce?
And it’s like, why are you still holding on to all these things? And some of that is,
I believe, one of an entrepreneur’s greatest skill sets is to hire people who know more than they
are, or know more than they do. To hire people who are better than they are at something. To hire
someone who knows more than something they do because… One, I think it’s a really important skill
set for you never to be the smartest person in the room. That is a dangerous place to be always
forever, no matter who you are. Like for me, for example, it was a really scary place for our
business and for me, for me to be the smartest person with our accounting and financial team.
I didn’t go to school for accounting or finance. Yeah. I mean, we should have known we had a
problem when the art major was the CFO.
Technically, I graduated as an advertising major. Okay, well. But it was like,
you know, I need to hire someone who is smarter than me in this. And if I’m the smartest person in
the room when it comes to our money, we’re in trouble. And it’s been so amazingly enlightening and
surprising in the best way possible to hire someone who knows so much more than me.
in this skill set, because what it is, it’s giving me the confidence of, uh, I can give this to
you. I don’t have to do it. You know what? I’m not the smartest person on this. It’s I’m not the
only one. And that it’s, um, that’s almost like, um, an addiction.
It’s like when you realize, Oh shoot, what else am I doing that someone else could do better? So
now I’m constantly looking around of like, wow, am I doing this? you’re so much better at that.
Why haven’t I given it to you? So I think there’s something in there that there’s a lie that we
believe that it has to be me and it has to be right now and neither are true. What would you say to
the entrepreneur who hasn’t had a day off in like a very long time? Like if somebody is listening
right now and they are like, they don’t know how to give themselves permission to take the time.
Like the only thing they know is, I do everything. I grind.
I make this thing work. And they feel like if they stop,
it’s going to fall apart. What do you say to that person?
I think there’s a lot of things I would say. But the truth is,
is you’re never going to realize that it’s not going to fall apart when you stop until you stop.
And then you realize it didn’t fall apart. Um, that’s the truth. And especially if it’s a day or a
week, it’s like, may there be a pile of things to come back to? Sure. But is it all going to
completely fall apart because you stepped away? No. And if you really feel that way, what the real
advice I would give to you is you need to look around at the team you have or the lack of and go,
why do you feel that way? Because there’s a reason you feel that way. It’s rather you haven’t
released control, you haven’t provided the necessary training, or you haven’t hired the right
people in the right seats. And that’s a you problem, right? That’s a business owner problem.
But a lot of that is I think we’re conditioned and some of it,
it just becomes a habit. And it takes a minute. And sometimes it takes abruptness to break a habit
like that. I have been in those seasons. And what I needed that is I needed accountability. I
needed someone else to come alongside me and go, no, we’re doing this. It’s phone-free,
device-free. This is what we’re doing. And so maybe that’s what you need. But I think for the
first, most important part, if you feel that way, there’s a reason. It’s rather you haven’t
released control. You haven’t trained up the team to help. You haven’t hired the team or you
haven’t hired the right team. Here’s something I want to say that is going to make some people mad.
But take this from someone who was a workaholic. I firmly believe now that overwork is a sign of
underfaith. I really believe that. And I don’t mean to offend you, but if it offends you,
I’m okay with it because I think you need to hear it. If you are overworking. It is a demonstration
of a lack of faith. It is a demonstration of going, I don’t trust God to fill in the gap.
I don’t feel like I’m going to be taken care of, which means you’re demonstrating a level of
exertion that probably carries into other areas of your life where you feel like you have to
control everything. And ultimately, you’re not in control. Like you can influence things, but you
can’t control it. The benefit that you get is to is to feel like you’re in control.
But the price you pay is a never ending soul crushing weight and stress.
It is a prison of your own construction and you will never break free from it. Because I would say
to you, I would say, how’s it working? Right. You’ve been working. How long have you been working
all day, every day for? How’s that strategy working? Did you get, is your inbox at zero?
Do you have things finally under control? Do you finally feel caught up or do you feel less caught
up? Do you feel more behind? Do you feel more busy and buried? And I go, because there’s no amount
of work that’s ever going to make you feel caught up. The only thing it’s why we talk about in
wealthy and well-known peace is the new profit. And that peace doesn’t come from spending in.
an infinite number of hours working on your business. At some point, it is a matter of
relinquishing control and saying, I will do my best and God.
I’m trusting you with the rest. And until you get there, you’re just going to keep in the pattern.
And that’s why overwork is a sign of under faith. And I believe that the pressure you’re feeling,
the stress you’re feeling is God trying to get your attention to go, hey, give some to me.
Give this to me. And it’s the same thing with a team, right? So if you don’t believe in God and all
that, it’s like a similar, it’s a, it’s a similar dynamic with your team. One is a spiritual, one’s
a practical. It all comes down to trust and surrender. Trust and surrender. It doesn’t matter which
angle you take, but it’s like, one of the things you have to realize is that the more you work, the
more work you create. And it’s like, until you rest, like, it’s like, there’s always going to be
more to do. Always. At home, at work. And you don’t even have to be in like.
a professional career to experience that. The same thing goes for a stay at home mom or like it
doesn’t matter. It’s like there is always another load of laundry, another load of dishes. There’s
always something to pick up. There is always more to do. It’s never going to go away. It’s your
choice to go. That’s not my focus right now. So I have one last question for you before we go into
the community segment. Then what are the non-negotiable fun moments that are the things that you
protect in your calendar no matter what? Every year we make an annual calendar and we,
I think, have done a pretty good job of this. So first thing that comes to mind, Sunday,
Sabbath, we’ve already talked about that. Second thing that comes to mind is Wednesday date night.
We’re relentlessly protective about one night a week for us. Third thing is we take birthdays off.
Um, and we celebrate, we just celebrated, uh, our youngest son’s birthday. Uh, you know, this week
we were out like, and, and I’ll tell you what, I was more exhausted at the end of that day than at
the end of the work day. Cause man, keeping up with the kids, man, they are nonstop. We were,
we were moving and grooving and playing games and doing stuff all day long. I was exhausted. I was
like, let’s play soccer. Can I please just have a day of meetings? Uh, cause it was, it was, it was
fun though. Um, so I think we, we, we celebrate. A lot. Like we celebrate.
You’ve built a culture in our family of like we celebrate things. And then I think the other thing
is you and I, and a lot of people don’t do this, you and I get away,
just the two of us, at least two weekends a year. We used to get like four a year. Childcare
coverage is the biggest obstacle and challenge. to it but i think ideally we’re getting away three
to four times a year even if it’s for one night or two nights and i am shocked at how many of our
friends will take a trip and they’ll be like is this the first time we’ve had a trip with just the
two of us and no kids in six years nine years 15 years and it’s like How can you stay connected to
your spouse if you never have time with just you and your spouse? Like those are non-negotiables
for me. And I think for us that have made a huge difference.
Yeah. And I would just add to that, regardless if you’re single, married, kids, no kids, empty
nester, it doesn’t matter. But it’s like you have to schedule it in. It’s just like you prioritize
the meetings and the tasks and appointments that you have to do at work. our personal life the same
way. It’s like I will book activities, fun things, whatever it is, six months, nine months,
a year out to go. It’s in the calendar. It’s we’re committed to it. We paid for it so that we can’t
be too tired or too busy to get to it as because we’ve already put the money and it’s already been
on the calendar. And those are things that we have put it as and it doesn’t even have to cost money
to do that. It’s like, hey, we’re doing a picnic at. xyz park and it’s like it’s in the calendar
that we schedule it we plan it we treat it like a meeting we treat it like an appointment because
if we don’t it’ll never happen and i bet the same is for you so it’s like what are those non
-negotiables for you uh that are fun right so i think that’s the first thing is just like what
brings you reprieve what brings you joy what are those moments of fun that you can bring back into
daily and i do think they need to be daily Not weekly, not monthly. I’m talking about daily.
You need to have moments of fun every single day. And maybe it’s just like you have a really fun
friend that you call or you’ve got it. You’re you’re on a friend text chain and it’s like, hey,
when we share these things every day, it’s so fun. Find the thing. that gives you joy and do the
thing every single day. Because I do think that helps you last longer. This is,
again, it’s not about how successful you are, it’s how long can you last. And those are things that
really matter. I love it. All right, it’s time for our community question. So this is where our
Brand Builders Group monthly members who are in our formal program get a chance to ask questions in
the community and they each vote up on their favorite questions. So the question for today is from
Mark. Mark says, I’m four months into working with Brand Builders Group and I am absolutely loving
it. I’m grateful for you both. We’ve been in the coaching space since 2017. I was inspired by
something you shared at one of your recent events, which is that the future vision of brand
builders group is to become a business operating system. I am wondering if you have any
recommendations on software platforms, teams, or phases of development for how we could also become
an operating system for our clients. So it’s a little bit related to systems and structure.
Um, you want to go first and share your thoughts or no. You want me to take this one?
No, I sure I have lots of thoughts and ideas. And I think, again, you have to for whatever your
business is. I think the conversation that we’re having at Brain Builders Group is how do we go
from being a luxury? business. In other words, a nicety, something that is not fundamentally
necessary to the function of our client’s day, right? So that’s what I’m going to call that a
luxury business to an essential business or a necessity. So you could either word nicety to
necessity, luxury to essential. That is the conversation that we’re having at Brand Builders Group.
And we are making a strong pivot towards being a strategy firm to a firm that helps execute
strategy. That’s how we’re going to become an operating system. And so that’s really what Mark is
talking about. So when you think about that, whatever your business is, and this isn’t going to be
a technology platform conversation. This is more of a structural mindset of going,
how do you become essential to your client? Yeah. So I would starting high level,
I would say the question that we ask is how do we help our clients get results faster?
So that’s the guiding question is to go, what tools, technology, systems,
techniques, templates do we need to create to help our clients succeed faster?
That’s the overarching question. The second thing I think you do is you go, what are the systems
and tools and technologies and templates that we use in our business? And how can I recreate those
and document them, codify them, extrapolate them? out of your head and your team’s head and get
them onto paper get them documented and go ah this is the system and then go what technology or
tool can we use to create to make those scalable and interchangeable
And that is what we’re doing, right? So in our case, we have been investing heavily in creating a
tool that does marketing automation, CRM, workflows, you know, drip email.
sequences to help people execute on the backend, all the systems and structures we do along with
content management systems, along with lead generation systems. So those are the three main areas
that we’re building tools. And I would underscore something you said, strategy matters way more
than the technology. You can get whatever technology you need to do, like to get it to do the
thing. What matters is you figure out what’s the strategy. How do we templatize that? And then just
go find whatever technology is available that’s kind of the closest and most affordable and meets
the number of things. And then make it work and do that work. But we’re trying to do as much of the
work as we can for clients so that when we teach them something, it’s like 80% executed already.
And then all they need to come in and do is tweak it and tailor it. And that’s been a long journey.
Mark said he is an eight-figure business. So this is not something you do on day one. No, and I
would just say too, it’s like you can become an operating system for your clients. sans technology
sure like you don’t have to have technology or platforms or softwares to actually become an
operating system uh becoming an operating system for your clients has everything to do with
answering this fundamental question which is what does your client need what do they need and
you’re giving them the playbook and you’re giving them and that could be a playbook could be a
playbook it could be a system there’s so many but that system doesn’t mean it’s software You have
to have the answer to these two questions. What does my client need? And what would make me
essential? Right? Like, what do they need? And what’s going to make me a line item on their budget
that’s like, can’t cut that. Gotta have that. It’s a fundamental part of our business. This is how
we do it. This is what we need. And so I think those are the two things that then you can come
with. Hey, what are the softwares or technologies or what are the things that we can have 80
percent done or what can we do for them? Those are all the fill in the gap after, you know, the
answer to those two questions. Absolutely. So if you want more help with that kind of thing or if
you have specific questions about how to customize strategy for your business. If you go to
freebrandcall.com slash podcast, you can request a call with our team. We will do the first call
for free with you. We’ll connect you with one of our strategists. So we want to invite you to check
out freebrandcall.com slash podcast. The other thing is I would encourage you to share this
episode with the busiest entrepreneur you know and maybe highlight, send them the time code of
whatever your favorite part of this episode was and just see if you can be like, hey, go listen to
these two minutes. and see if you can add value to someone in your network that way. And that would
be a great help to them and to us. And also it would be a way for you to build relationships before
you need them. So hit subscribe while you’re at it and you’re on the show and stay tuned for next
week. What do we got coming up next week, AJ? Oh yeah, I was just going to add, it’s like, hey,
let’s not forget that you did not build the business that you’re building to miss your whole life.
That wasn’t the point, right? A part of this, we started the conversation with like, we believe
that work was created in the original perfect design of human beings and so was rest.
But you didn’t build a business to miss your whole life. That’s not it. You’re building it so that
you can enjoy life to the fullest. So that is the point of this episode. And it’s a little bit of
what we’re going to even talk about on next week’s episode, which is how to protect your most
important asset in your business, which is you. So how do you do that? Come back next week and
you’ll find out.

WWK Ep 032: Another Year Wiser

AJ and I are going to share some insights of our biggest wins and our biggest losses over the last
12 months. What we learned, what we’re leaving behind, and what we’re taking forward so you can
apply the same kind of review at mid-year or at the end of the year. If there are problems in your
company, it’s looking in the mirror and going, what’s my part? What do I have to own of this? We’ll
show you how to take radical ownership, rethink how you lead your team, and rebuild a healthier
business from the inside out. Ever wonder what it actually takes to build a reputation that
generates revenue? Rory and AJ Vaden are the powerhouse duo behind Brand Builders Group,
NYT best-selling authors, and the strategists who have helped some of the world’s most influential
leaders scale their personal brands. Now, they’re pulling back the curtain on how to capture
attention, build massive trust, and turn your expertise into a lasting legacy. Get ready to elevate
your influence and your income. This is Wealthy and Well-Known.
Most people determine the success of the year by whether or not they hit their empirical goals.
But I’m going to argue and we’re going to argue that that is not the most important way to measure
success. In fact, in this episode, we’re going to make the case and we’re going to share some of
our personal insights about why success is not what happened to you. It’s what happened in you.
And this is the part that almost nobody tracks. It’s not what you did. It’s who you become.
And AJ and I are going to share some insights of our biggest wins and our biggest losses over the
last 12 months. For example, a year ago, I actually believed that nobody would show up for live
webinars. I kind of thought that people were over and done and finished with live webinars and that
they just weren’t worth doing. And I have completely, radically flipped my belief on that this
year. We know for sure that as much as ever before, people are showing up live.
They’re wanting to build a relationship with you. And if you want to activate your email list, you
want to invite them to live webinars. That’s an example of just one thing that has happened. Today,
we’re going to give you a whole bunch more. Now, today is an episode where we’re going to be
talking about the last 12 months, but it’s not a year-end episode for you. It’s a year-end
episode for Rory and I because this is the end of the last 12 months as Rory and I are approaching
our birthdays. Happy birthday! We’re only one day apart, July 25th and July 26th.
For most of you, this will be an opportunity to have a mid-year check-in. But for us, this is an
opportunity to review the last 12 months with you and help you understand how you could do your
own. you know, year-end review, whether it’s your birthday, the end of year, or is this just a mid
-year check-in? So we’re going to do some reflections on what did we learn? What are we leaving
behind? And what are we taking with us moving forward? And hopefully you’re going to pick up some
of the same things along the way. All right, Vaden. So first question is for you. What is one thing
that this year taught you about yourself that you genuinely did not expect to learn?
I have so, so many things. And I actually was in a mastermind meeting yesterday.
And one of the biggest ahas that I’ve had actually in the recent months is that most of the
problems in our business start with me. It’s like I am the biggest problem in our business.
I’m glad they told you that and not me.
Well, it’s not just me. It’s we. It’s we. Oh, shoot. Me too. And it was interesting to have that
moment of reflection because it’s been an interesting start to 2026. The last six months,
it was definitely a year that I was not expecting to have as much stop and starts,
trying new things, things that aren’t working. The market is changing. The industry is changing.
Technology is changing. It’s been moving at a rapid pace. And then on the personal side, we moved
houses. you know, way past our move in date. We didn’t have time and plans for that. There’s just
been a lot of transition. And I’ve literally been looking around going, what is wrong?
What’s the problem? And literally the last 30 days, I literally have had the realization that all
problems start with me. I’m the problem. And it really hit me yesterday. We were in a team meeting.
And so any of you who are listening to this, who have teams of any size, maybe you can relate to
this. And we have a board, we follow traction and we have rocks, which are just like our quarterly
goals. And every week we have a weekly tactical, a check-in. And on that we put issues and
opportunities and people can bring like, what are the most. pressing issues that we need to discuss
as a team. But this particular issue was brought that was a question for me. It’s like, hey, I’m
not clear what you want for this agenda at our upcoming mid-year meeting. And it hit me.
I’m like, oh, this is what I’ve been journaling about.
I have conditioned our team that I have the answer to every question. And so I am not allowing them
to think for themselves. I’m not forcing them to think for themselves. And I think there’s a part
of it of like, I enjoy having the answer. I can make quick decisions. And so we get to that part of
the meeting. And the person who asked the meeting was like, I just, you know, what do you want
here? This is what I have. But like, what do you want? And I said, you know what, team, I’m going
to try something new today. I’m not going to tell you what I want. And they all literally stopped
what they were doing and said, come again. And I said in the meeting, we have this on recording.
I said, actually, I don’t think that’s working very well. Me telling you everything. So I’m not.
How about we try this? You build out the entire thing the way you think it should be. And then you
tell me what you think it should be. And the person who was asking the question literally paused
and said, everyone, can you please document this? This is being recorded. Can someone confirm that
everyone else heard her say this? And then it really hit me. Oh, this isn’t just I have the
problem. They know I have the problem too. So I think that’s one genuine thing that I have learned
recently. Can I ask an additional question on this? So as the leader, how do you overcome the fear
of going, if you don’t tell them exactly what you want, then they might produce something that was
different than what you wanted. Because there’s a, you know, the benefit of articulating exactly
what you want is you get what you want. But that’s what I’ve realized. I often don’t get exactly
what I want. Even when you say it. Even when I say it, because I didn’t take the time to give.
Every specific nuanced thing. I have the curse of knowledge. They don’t have all the inner
knowledge that I have to produce what makes it so clear to me what I want because I didn’t give
them a three page instruction manual because who has time to do that? But are you letting go of
actually what the finished result is as well? But I think that’s where this was where the big
realization happens. It’s like I can’t continue to be the source of all answers.
I don’t know it all. Surprise. I don’t. And I think one of the things that’s happening is,
you know, the end result yesterday was you complete your entire draft. This is your deadline. Then
we will review it together. I will give you simple feedback and we’ll carry on. But I’m not telling
you what I want because that’s not actually working and it’s not helping my team grow as leaders.
So what you have to be doing here is also yielding a little bit that the outcome will be.
something you create together, you’re giving up the power of saying, this is going to come out
exactly as I want or close to what I want. And I’m going to yield that power. But the payoff is I
don’t have to make all the decisions. But what if it comes out so much better than what I thought I
wanted? Because I don’t have the same opportunity. to have the same thought process,
time, expertise that everyone on my team does. So that was something I learned this year that I
genuinely did not expect is that if I have problems in business at the end of the day, I own the
business, I lead the business, the problem starts with me. That’s a good one. I like it. Okay. All
right. I’ve got a question for you. Hit me. Okay. If there’s problems in the business,
it’s not because of me. That was my… That’s your key takeaway. That’s my key takeaway. That’s
great. Okay, so if you reflect back 12 years ago to our birthdays last year,
okay, that’s where I want you to start. Where did your plan and your reality diverge?
And what did that gap show you about what you actually value?
Ooh, that’s deep. Okay, so 12 months ago, the biggest thing going on in our world professionally
was our book launch. And we were launching Wealthy and Well-known.
And the goal was to hit the New York Times, which we did. And that was powerful because we
established this book as like our flagship. Here’s who we are. This is what we believe.
It’s the anchor. It did that. I thought it was going to bring a flood of customers.
That’s right. It didn’t bring us a flood of customers. It did bring us a flood of leads. But that
wasn’t what I was expecting. I was expecting people read the book and they’re like, OK, I’m in. I’m
buying like we’re sold. And what it actually did was it brought us a bunch of leads.
Now, the part that is here’s an honest thing to share.
We’ve had a harder year financially in the last year than in the last several years.
And part of that was because we had a hole in the back door of our business where people were
leaving the program. faster than they used to. And I think what we realized is there were some
things that we changed operationally. We were the problem. We were the problem. And I think this is
a we thing, is you and I both said, we’ve got to fix the backdoor first.
We’ve got to solidify keeping our current customers over delivering with the people who are here,
and then we’ll work on bringing more people in the front. And so when I think of the big last 12
months and to the point you said, what we’ve realized time and time again in our meetings is we did
this to ourselves. Every ratio that has changed in our business, we can point to a decision that we
made, a change we made in technology, a change we made in leadership, a change we made in protocol,
process, belief, something we wanted to try. And then we just didn’t monitor the data and error
correct quickly. And that is the theme is going, crap, we did this to ourself.
We are the problem. I liked it better when you were the problem.
So a question for you, give me a moment, a specific moment where you realized we need to change
things here. Roughly January 31st, our accounting manager came to me and said,
I can’t be a manager. I need to be managed. And this is I’m over my head.
And we made the mutual decision to part ways. But what hit me is like,
why did it take her having to come to me when I knew six months ago that she was in over her head?
I knew well in advance of her coming to her own realization, which I so appreciate because she
didn’t have to do that. Right. Because how long would it have gone if she didn’t bring it up? To
go, I am not a manager. I need to be me. I need to be managed. And I was that was the moment of
like she said it and I’m like, oh, I know. But I had known for months. And that was really the
turning point for me of like I have not faced the reality of the hard things to do because I’ve
been so I’m using bunny ears. If you’re listening. busy doing other stuff that I didn’t have the
time and capacity to handle the bigger things. And I think a lot of that was there was two
realizations. One, it’s like, oh, I’m not doing things proactively. I’m having to react when they
finally come up, even though I know well in advance. Wow. This isn’t working.
And I’ve paid the price a lot this year of inexperience and reactive leadership.
OK, so. One of the things that’s really a delicate nuance of this that I want you to comment on is,
so this marketing manager was a young woman. Accounting manager. Sorry, accounting manager.
And as a leader, you want to give people a chance, right? There’s a positive part of this where
it’s like, I want to give someone a chance to step into what we need. But then you got to reconcile
that with the going, oh, they’re in over their head. So, you know, you were you were doing you were
trying to do a good thing for that person and for the business. Well, I would caution that I don’t
necessarily reflect back and think I was. OK, interesting. And I think that’s more of an honest
reflection of for all of us as leaders. Are we stepping people into leadership who aren’t ready
because we need them to be ready to get things off of our plate? because we need them to be ready
because we need to fill that seat? Or are we stepping them because they’re actually ready? Like
qualified to do it. I think about this a lot. I’ve been, you know, as you know, but maybe others
don’t, I have a really specific journaling and prayer time every morning with the Lord. And like
one of the things that I’ve been praying a lot about is a good father disciplines his children.
And a good father doesn’t give his children every single thing that they want. And I pray for a lot
of things that God says no to. And then later I’m like, thank you so much. Thank you for knowing
better than me. And if I were to give my kids every single thing they want, it would be a disaster.
And I think a lot of times as leaders, we relent to what our team members want,
even when they’re not ready. And that does more damage to them and the team and the company and to
you as the owner than it does giving them what they want. See, I put this person into leadership
before she was ready. I should have taken the time to go, here’s a path to leadership. Here’s the
training and the knowledge that you have to have in order to embrace that one day. And that would
have given her the opportunity to opt in or opt out, which she later did. at a much larger
detriment to me, her, the team and the company, because now I have this huge open wound in the
company that I had to step in and fill. Because I think if I had done it that way, she would have
never said yes. She would have been like, oh man, I’m so glad that you made me take these classes
or read these books or step into this slowly because I would have realized that’s not for me.
Right. You mask it as like, hey, I’m creating this opportunity. But in reality, what’s going on is
this person’s not set up to succeed for what we need. And ultimately, we all know that.
And then it eventually fizzles out. Oh, yeah. Like how many times am I going to have this exact
same encounter before I change how I’m leading my leaders? Yeah. That’s good.
I mean, I will say I have become a different leader, a different business owner in the last five
months because of this. One of the things we say a lot is what got you here as a performer won’t
get you there as a leader. And I think what got you here as a leader won’t get you there as an
owner. And I think you’re really stepping into being an owner and going in order for you to be the
owner, you’ve got to have. real leaders. And so it’s like, it’s like a second rung of a big
transformation that we’re going through. We teach the stuff. We’ve had a fair bit of success,
but it’s like, it’s, it’s hard. It’s hard. And we’re learning, we’re learning lessons. It’s always
easier to see the log in someone else’s eye than it is yours. But that’s what you have to do as a
business owner. You have to look in the mirror and go, if there’s problems in your company or as a
parent, if there’s problems with your kids or as a spouse, if there’s problems in your marriage,
it’s not about pointing fingers. It’s looking in the mirror and go, what’s my part? What do I have
to own of this? And that’s humbling and that’s hard. And it’s overwhelming to go like,
crap, right? This all starts with me, but. I just believe a healthy friendship,
a healthy marriage, a healthy body, a healthy family, healthy kids, a healthy business. They all
start with someone raising their hand and taking personal accountability of going, this is my part.
I’m not going to own someone else’s part, but I’m going to start with mine. And I think that’s a
hard pill for a lot of us to swallow. Yeah, definitely. That internal locus of control is
definitely one of the things that successful people have in common. It’s like it’s on them. But I
would say it’s like as hard as I would say the last 12 months have been in terms of transition and
change and unmet expectations. There’s also been other things that have happened that have been
amazingly positive. But I just I’m a big believer and I hope that everyone who’s listening who can
relate to this. I have a ton of friends in the entrepreneur community that it’s been a hard 12
months. It’s been a hard six months to the year so far. Every conversation I’ve had,
it’s like, whoa, we’re flat, we’re stalled. We can’t do business development the way we used to.
We’re not getting leads the way we used to. We’re having to pivot. There’s been a lot of transition
across the board in at least the circles that I’m a part of. But one of the things that I just
believe, it’s like, for all of us, we are made better and stronger through the challenges.
And it’s like, if I wasn’t forced to become a different leader, then I wouldn’t become a better
leader. It’s like I would stay the status quo and growth is never fun.
But that doesn’t mean it’s not necessary and there’s not fruit on the other side of it. And I just,
I firmly believe that for all of us, all of our character is built in the valleys,
not in the mountaintops. And it’s in the valleys where a strong team is made and the valleys is
where a strong company is made, a strong family is made. But that also means you gotta muscle up.
And you got to grit through it. But when you do, it’s always going to be better on the other side.
I might take a minute, but it’s always going to be better on the other side. So that’s what we’re
going to talk about next is on the other side. I want to ask, I want to ask the next question, but
I want to answer it first. I’m going to ask it. Okay. So you want to answer your own question?
And then you can answer it too. But here’s the question. What is the habit? or discipline that
proved itself again this year what is the one thing you are never going to cut again oh i know my
answer oh my gosh okay oh i know my answer so here’s what i did i we did as a company a law that we
violated and it is the first law of sales and i learned this going door to door when i was 17 years
old it’s a numbers game It is always a numbers game. No matter what you’re selling, no matter what
the economy is, no matter what industry, no matter what price point, no matter what type of
customer you’re selling to, sales is always a numbers game. That is the law,
the first law of selling, and we violated it. And here’s how we violated it this year.
We convinced ourselves. that we knew good enough about who would buy that we could use a fancy
filter application in our free call pipeline, that we could filter out who the buyers were based on
how they would answer some questions. And when we did that, the number of people who requested a
call with us in one year who got on the phone with us was like 65 or 70%.
That was like 2024. And then in 2025, that number went down from 70% to like 45%.
And that’s because we convinced ourselves that we had enough data to be able to predict who was
going to buy. Well, in all fairness, that’s not exactly why we changed the filter. Okay, well, you
can give your story. But my story is going, however we want to slice it, we turned down a huge
percentage of people who asked to talk to us for whatever reason. We filtered out. and didn’t talk
to them. And that was a mistake because people will answer things on an application that are
different than when you have a human conversation. And I will never do that again.
So that’s how I interpreted it. Yeah. And that’s not the full story, but. That’s your version of
it. It’s my version. It’s my version of the whole story. But the thing that you’ll never cut again
is not just working the numbers. Just the numbers game. Never forget that sales is a numbers game.
Sales is a numbers game. And if you did anything, if you did anything that just reduced the number
of people you were talking to, you are setting yourself up for failure and you can’t blame it on
the economy. You can’t blame it on your team. You can’t blame it on anything else. I agree with
that. If you violate that law. And we violated that law, law number one. Yeah, so many of the
people that we talked to, they’re like, well, my conversions are so great, but my business isn’t
going. And I’m like, well, then you have an activity problem. It doesn’t matter how good your
conversions are if you’re only talking to five people. Like, that’s why your business isn’t
growing. It’s an activity problem. Mine is similar to that. And I would say one of the things that
we have always believed in our entire professional careers in sales, which is now 20 years,
is that there is power in a one-on-one conversation to make a sale.
Oh, yeah. And I think mine is very similar to this because, again, I think this is really important
that sometimes you can take the advice of one person or you can hear the desires of your sales team
or a team member and you hear it even if it’s in micro. environment,
it’s like, oh, well, this consultant said that, or, you know, I heard that on that one podcast and
now my team is saying it. But in reality, that’s a very tiny group of people. Very tiny.
But you can do that. We did that and we’re like, huh, maybe there’s something to it. This
consultant said that no one is requesting one-on-one calls. This viral clip, this random
paragraph from that one book, this speaker. It’s like what happens is your reticular activator
kicks on. Yeah. And it works against you. Because you internalize bad advice as good advice because
you hear it in a few places. Yes. And I do believe like this, it happened with a consultant saying
it, then it happened in a small room. But ultimately, why we changed our application was actually
in coordination with a back to a good father doesn’t give their kids every single thing they want.
A good leader doesn’t say yes to every idea their team has. Yeah. I said yes to an idea that was
presented by our team that was like, hey, we can’t be doing one-on-one calls with everybody.
That doesn’t scale. But we have built our entire business, the last one and this one,
on one-on-one calls. And we said, okay, well, how do we start to do this in a group environment?
How can we scale something that we actually don’t believe in? And really got disillusioned to the
idea of, well, let’s. make this easier for our sales team. Let’s help make this,
this, this, this. And instead of doing one-on-one calls, what we did is we invited people to join
a small group and we tried to do it in small groups. And it, I mean, I think we can say it failed.
Oh, it epically failed and blew up in our face. And at the same token,
it’s like in this, you know, also. Cost us a relationship with another individual because it was
like we made these changes based on an individual’s desires, based on what was healthy and right
for the team and the company. And I will never make that mistake again. So there’s two things.
It’s like, no, there is a power in a one-on-one conversation. So much power. It’s a fundamental
value that we hold that we will never waver on again regardless.
And if you just don’t agree with that, then you’re just not a fit for this team. It’s like we
believe in a power of a one-on-one conversation. That means something because we’re curating at
Brain Builders Group a community, not numbers. And you cannot curate like-minded individuals that
you don’t talk to. So that is important to us. And I think we got away from that a little bit.
But then the second thing is that I will not ever make the decision for the benefit of an
individual over the benefit of the group ever again. So that’s really two things I learned in that.
But man, I will not do that again. It’s been a painful, long lesson that’ll take us a hot minute to
recover from. Okay, here’s a question for you. Talk to us about a relationship,
a mentor, a team member, a peer, a friend, me, whoever that showed up for you in a way that you did
not anticipate in the last year and how it changed the way you think. The first thing that came to
my mind, was all of the people who spoke at our event for our book launch. So that was Eric Thomas,
Trent Shelton, Amy Porterfield, Michael Hyatt, Jasmine Starr,
Julie Solomon. Will Gadara. Yes, Will Gadara was like, we’ve spent years building relationships
with these people. And they came and they spoke at our event. And we did an event with the Wealthy
and Well-Know Book Launch. And this was an important moment for us because this was our first book
launch since starting Brand Builders Group. It was your first book. It was our first New York Times
run with Mission Driven Press, our sister company, our imprint that’s distributed by Simon &
Schuster. And this was like becoming our flagship book. And so it was a really important moment for
us. And I would say both the speakers and the customers who were in that room.
We had so many, because I don’t remember how many books you had to buy.
It was like a package, but you had to buy a lot of books. 250. 250. And we had a lot of people,
like that package sold out pretty quickly or relatively easily. Like we had a lot of people show up
for us. And that, when I think of the last 12 months, that’s the thing that jumps out to me.
And one of our mantras is build relationships before you need them. Build relationships before you
need them. Build relationships before you need them. And I think we do a pretty good job of not
keeping score, of like, oh, hey, you owe me this because I did this for you.
And we try not to ask for a lot of stuff. We try to give more. But man, it meant a lot to me,
the speakers that showed up. because there’s no way we would have been able to afford to pay all
their normal speaking fees. Like we would not be able to afford that. And there were only 30, 40
people in the room. I mean, did you say Michael Hyatt? I said Michael Hyatt. I’m trying to like
make sure we didn’t forget about it. But it’s like when I was thinking about speaking fees, I was
like, definitely cannot afford all of these people. No way. I mean, just, you know, Eric Thomas and
Will Goodere alone. And it’s like, we’re out. But they showed up and then all of the people in the
room, that was a magical room. It was some of our most loyal customers, our longstanding customers.
our BBG OGs, as we say, the Brand Builders Group OGs. That was a special moment.
And it, you know, it meant a lot to me for all of these things, but also, you know, our book launch
meant a lot to me because it was your first book. That was really important to me, our team, our
community.
That’s the moment for me. Yeah. I think one of the things before you tear up and start crying over
there. Um, as he often does, uh, one of the things that’s probably a good challenge for all of you
who are listening right now, it’s, uh, who has been that person that showed up for you in a way
that you didn’t expect in the last year or even this year or even last week. And it’s like, take a
moment today and just text them or even better pick up the phone and call them, um, and let them
know that like, Hey, you showed up in a way that I was blown away by, or maybe you don’t even know
how much this meant to me. I just want to say, thank you. I think it’s a good reminder to never
take for granted the power of a thank you because so often we just assume people know.
They don’t. You still have to tell them. So maybe that’s a good action item for you to do today,
Rory. And then for everyone who’s listening is like, hey, as you’re doing this mid-year check-in
with yourself or maybe it’s your birthday in July and you’re doing an annual review, it’s like,
who are the people I need to make sure know how grateful I am? for what they’ve done for me in the
last year. Yeah, that’s good. All right. Well, I’ve got a lot of text messages to say now.
All right, let’s do community question. Okay. So community question. So this is the segment of our
show where the Brand Builders Group members, so our actual monthly members, get to ask their
questions and they vote up on which question should be answered on the show. Today’s question comes
from Carlos, one of our longstanding members. Carlos just spoke and actually crushed the stage at
one of our events called the Member Showcase or the Speaker Showcase. So once a year or so,
we have an event where our members apply to speak at this event in front of all of the other
members. And so they get live coaching. I think we have like 16 or 18 speakers who will speak.
They get like 15 minutes each. They get multiple camera angles and they get all the photography and
the footage for their demo videos. And then they get coaching from me and AJ. And Carlos’s question
is, what advice would you give to someone who is about to speak, who got selected to speak at the
next Brand Builders Group Speaker Showcase? So although this is super specific to our community and
our members, I would say for any of you who are listening, who are like, okay. I have an upcoming
speech or a presentation. It could be a sales presentation, a presentation at the Chamber of
Commerce. Maybe you got booked for a TED talk. Like it doesn’t matter what it is, but through the
mental of like, what advice would you have? So we’re going to make it specific and general at the
same time in order to prepare for an upcoming presentation. I will hit the specifics of ours.
I’ll let Rory hit the general of anyone who’s going, hey, I have a very important presentation
coming up. What advice would you have for me? But specifically to our member showcase, one of the
things that I would really encourage anyone who’s listening, who’s a member of Brand Builders
Group, in order to prepare for what we do at the speaker showcase, I think there’s three things
that are vitally important. And I think for anyone who’s listening, you can take these and apply
them across the board. But number one, as we say this all the time, is that the most important
thing about your speech is that it’s a great speech. The content has to be good.
And so make sure that the content is tight. This should not be the first time you do it.
It cannot be, not should not. It cannot be the first time you do it. And that may mean it’s like
you’ve done it 100 times on video to yourself or to your parents. to your friends or to your spouse
or to your kids. Like, but it can’t be the first time. If it’s that important, you’re not going to
lay it on the line and let it be the first time. So that’s the first thing is the content has to be
tight. And then the second thing is it can’t be the first time. The third thing is that delivery
matters and you can have amazing content and lame delivery and the content totally gets overlooked.
I have seen so many of my favorite thought leaders on stage. and totally dozed off or left early
because the content was so rich and so good in the book or on interviews. And I’m like,
I cannot wait to see this person. And then I get there and I’m like, stay awake. I’m like totally
zoning out because their delivery was so not there. And so it’s like,
you have to remember, it’s like, this is edutaining. It has got to be part education,
part entertaining. It has got to have a mixture of story and laughter and emotion and variety.
You can’t just stand up there with a microphone and expect people just to get it. It’s like,
no, we have to take them on a journey. So those would be my three things. It’s like the content has
to be good and tight. You have to have practiced it. It can’t be the first time you deliver it. And
then it’s got to be edutaining. Yeah, that’s good. By the way, just a little secret nugget.
Ed Milet and I are going to be teaching a two-day event called Presentation Mastery this fall.
We haven’t announced it, and I’m not officially announcing the details on it yet. But if this is a
topic you’re interested in, you need to stay plugged into the podcast for when we announce it.
We’ve never done this. We may never do it again. But we’re going to be hosting an event in
November, Ed Milet and I, on this topic specifically. So stay tuned for that. I want to give you
the single greatest secret of master presenters. And it still holds true today.
And it is something, whether I’m listening to a sermon, a TED talk, a keynote speech,
here is the mistake that every presenter makes. They try to communicate too many different things
inside of one presentation. And when you have diluted focus, you get diluted results.
Here is what you need to do instead. Start planning your presentation by answering this one
question. What do I want the audience to think, feel,
or do when I am done? Period. If you cannot answer that question,
you’re not ready to start writing your speech. You start writing your speech by answering that
question. What is the one thing I want my audience to think, feel, or do when I am done?
Not 10 things, not five things, not three points. One thing. And if you have to have that as the
clear backbone and spine of the presentation, and it becomes the litmus test by which you filter in
or out all other stories, details, anecdotes, quotes, facts, illustrations, frameworks against that
as the litmus test. So that must be there. It is the most advanced and most simple technique of all
time, but it continues to be the thing that every speaker fails at. And I just cannot say it
enough. Like most speakers can talk for an hour, but cannot answer that question in one sentence.
And that’s why they fail. And that’s why they don’t break through the wall. And that’s why they get
absorbed by the noise and they don’t become famous. It’s not because they don’t have enough good
ideas. It’s because they’re not clear enough about the one great idea that they have.
So you got to be clear on it. Otherwise, you’re going to get absorbed. in and among the noise. So
if you are somebody who wants to grow your business, you want to become a better presenter, you’re
learning from the lessons that the mistakes that we’re sharing here and also some of the tips and
techniques, we would love to talk to you and we would love to meet you one-on-one. So if you go
to freebrandcall.com forward slash podcast, freebrandcall.com forward slash podcast,
you can request a call with our team and we will connect with you one-on-one. And I would just
remind you for everyone who’s listening, as you have listened to us kind of do our own review of
the last 12 months, I think this is a good reminder. It’s like, you’re not behind and you’re not
late. And this year is still being written. This story, your story is still being written.
And there is so much to learn. There’s so much to celebrate. And there’s so much to also leave
behind. And I think those are really important parts of doing this mid-year check-in and going
like, What have I learned? What do I want to carry forward? What do I want to leave behind? And
make sure that there’s a lesson in all of it, right? And so I think that’s a really important
thing. It’s you’re exactly where you’re supposed to be. And there’s a lot of your story left to be
written. Now, as a tee up for next week, it’s going to be a lighter, brighter episode as we talk
about how having fun is a business strategy. So come back next week and we’ll see you then.

WWK Ep 029: Are You Using AI… or Is AI Using You?

RORY (00:00)
There is an area where I feel like AI is cheating and it pisses me off. I used a bad word.

AJ (00:04)
Due to the

RORY (00:07)
When people literally clone verbatim scripts of other people’s stuff where they go, this is happening everywhere. They’re going, here’s a video that went viral, use AI to transcribe it, then feed it into a teleprompter and read it yourself, or feed it into your AI avatar and read it. That’s not cool. And I go, that’s not cool because it’s it’s stealing. Yeah. It’s stealing.

AJ (00:27)
Yeah, that’s

Somebody else’s

RORY (00:34)
It’s lying if you’re not disclosing it. I it it’s lying. And most of all, it’s unoriginal where I go You’re not a thought leader. You’re a parrot.

AJ (00:47)
welcome to the wealthy and well-known podcast. I’m joined here today with Roy Vaden, ⁓ who is my better half on most days. No, sometimes. ⁓ sometimes every once in a while. And today’s gonna be a really awesome and interesting day because we, like everyone else on planet earth, are gonna talk a little bit about AI, but really specifically.

RORY (00:59)
Every once in a great while.

AJ (01:12)
Where to draw the line with using AI when it comes to creating and producing content for your personal brands? So, what are some of the things that we’re using it for? What are some of the things that we’ve drawn our own personal boundaries? Of this isn’t for us, and here’s why. So, we’re gonna talk about ⁓ the powerful use of AI because there’s a lot of really great uses. And and when, where, and how do you create your own boundaries, your own lines of engagement?

To make sure that AI is a supplemental tool and it doesn’t become the creator of your own content. Rory?

RORY (01:50)
Yes. Let’s talk about that. Okay. Is that a question?

AJ (01:53)
We are gonna talk about that. So ⁓ I think this would be a great place to start is just how are you using AI when it comes to content creation?

RORY (02:04)
Yes. So we are using AI in terms of research and synth in terms of choosing the topics that we should address, right? So we’re trying to take large amounts of information of things we could talk about and trying to pinpoint and identify what topics we should.

AJ (02:25)
So

I think this is worth pausing of going, that might sound familiar to some of you and some of you are going, well, why would you do that? So can you talk about like what’s the point of doing that and how does that actually help you when you’re trying to grow your following?

RORY (02:39)
All right. So yeah, that’s good. There’s there’s two different reasons and ways we use AI for research. Okay. So one is to identify popular trends. Okay. The other is to identify needs. The purpose of identifying popular trends is to grow organic reach and sort of try to catch the more viral wave.

AJ (03:08)
Topic wise. Just what topics are trending.

RORY (03:09)
Topic wise,

the reason to answer people’s biggest needs and their questions is more of a long term ⁓ and it’s actually to try to show up in AEO answer engine optimization to show up and search. So that’s why we do and what we’re doing. One is kind of a short form viral game. The other is more of a long a long term, you know, AEO game.

And it’s very similar to the difference between social media is trends, but search engine optimization is long term. It’s just the new iteration of that.

AJ (03:45)
So you’re using AI to help you analyze and to provide some research support to know what topics are trending, where to spend time on, and then what questions we should be answering.

RORY (03:58)
Right. Okay. I think one of the important things there is to go, what are we not using AI for?

AJ (04:05)
Before you do that, I want to recap this so just for everyone, so we can make this a very tactical, ⁓ bullet pointed ⁓ podcast episode for you. It’s step one, we are using AI as a research assistant. Okay, so as a part of our content creation, SOPs, it’s like bringing on a

Research assistant. That’s what we’re using it for. Someone to scour what’s happening out there, what’s trending, what’s working, what are the most commonly ⁓ asked questions so that we can be aligned with what people are actually asking for. So research assistant, step one. Yeah. Now continue.

RORY (04:41)
Definitely.

Yes. Okay. So I think an equally important question is what are we not using AI for? We are not using AI to write the scripts that of what I will say in terms of what I think about the popular trends or what AI thinks I should say in answering the question. So we’re using it for research. We’re not

Outsourcing my personality or opinion. And that’s where I think people have to be super careful because when AI creates content, it gravitates towards the middle. It literally takes everything that is out there in the world and it sort of like migrates towards this middle mesh of what like the general population is saying. It’s it’s literally triangulating all of these things that people are saying.

And to be unique, uniqueness is about having a perspective and a point of view and a sort of strong conviction that things should be done in a certain way based on your actual experience. It’s almost the opposite of going, what does the whole world think? And let’s do that. Uniqueness is going, I don’t care what the whole world thinks. This is what in our expertise and our experience of actually doing the thing, this is what actually works.

So we’re not outsourcing or allowing AI to write our the script for what we’re gonna

AJ (06:12)
Yeah, so here’s ⁓ I I would say so step two is really what we’re not using it for, but in that same vein of like we’re not using AI to actually write scripts, think for us, create content for us, establish our thought leadership, which to be clear is no longer yours. It’s AI’s, it’s not yours. but I would say a caveat to that, a caveat to that is a few things that at least I’m doing that is really helpful when it comes to that. So like here’s a couple of best practices around where

To use AI to help with content organization, not content creation, but content organization. So I think this is a really important.

Concept that a lot of people, it’s nuanced, but I think it’s worthwhile talking about. So what I mean by content organization is I’ll ask AI, ⁓ and this doesn’t matter, whatever your preferred thing is, Gemini, Claude, Chat, like whatever, it doesn’t matter. ⁓ to go out there and say, Hey, can you please go out and review all of my top performing posts, categorize them by topics, and then tell me why those are in line with all of my thought leadership that you can find.

In my blogs, on my podcasts, on my website, and through my own personal brand documents that I’ve uploaded to store there. And so that is a very helpful thing. If it’s like it’s giving feedback to me of, hey, what your audience really enjoys most from yours when you talk about these things. So categorically, I have a topic list that I’ll go through. And then from that, I will say, hey, can you please help me create 10

Additional questions that you think my audience would like to hear the answer from from me based on these trending topics. Now, from those questions, it’s not creating my content, it’s just saying, hey, this is what I have found that your audience really wants to learn about or hear about from you. So it’s just helping me compile the questions. So it’s content organization. Then I can take those questions and I’ll rewrite them. Sometimes I’ll be like, I don’t like those, they’re too.

formal, I’m more casual. I want these to be more lighthearted. And I’ll just give it direction. But now all it’s doing is it’s curating a list of questions for me that I can then go grab my phone or schedule some content film time. And now I have a list of questions of like these are questions that feel super aligned to something I want to talk about for my audience. This is what they have actually said they like from me based on what they engage with, what they like, what they share, what they comment on. And so I’m going to take that, I’m going

to organize. I’m going to use AI to help me organize my content so I can then go and have a more streamlined and efficient and effective film day based on topics. So it’s content organization. So I do that a lot. That just helps me be really efficient and effective with the time that I have so that I’m actually creating content that people want.

RORY (09:15)
Yeah, that’s cool. And it’s almost like a second layer of research. You’re you’re researching the best of it’s like what you’ve put out there and it’s going, here’s your greatest hits, like talk more about this.

AJ (09:24)
So wait, well hold on. I have more. I have more. Okay. So it’s not your turn yet. ⁓ so part two.

RORY (09:30)
I’m in timeout. I’ll

stay over I’ll stay over here.

AJ (09:32)
Part two of content organization is this is actually how I’ve been using my drive time. ⁓ and this has been a really helpful thing because ⁓ when being a content creator is not your full-time job like mine, I’m literally having to figure out like how do I use every minute of my spare time to fit this in. Because I’m not a full-time content creator. That’s Rory’s job. At VBG, it’s not my job. Full-time is

RORY (09:57)
Part time. Yeah, part time.

AJ (09:58)
Strong

word, strong word. but so here’s what I’ve been doing is I just use the voice activation component on I so I use Chat GPT. I have found that for this sort of thing content I like it better than Claude. I Claude for other things. But this is what I do is I just talk it out and I’m I literally it’s almost like a voice memo, ⁓ but then I give it some very specific instructions. I’ll tell you, hey, here are some topics and themes that have been showing up in my life that I feel really passionate about talking about.

and I’ll say, hey, I’ve recently had conversations about faith in the workplace, or hey, I’ve been getting asked a lot of questions about how do you get rid of mom guilt or work guilt, right? When I’m with the kids, I feel guilty, I’m not working. When I’m working, I feel guilty, I’m not with my kids. Or, hey, like you’ve had this health transformation. Tell me more about that. Or, you know, all whatever it is. And I’ll just talk it out. And I’m like, hey, these are things that are constantly coming up in my personal life, social life, ⁓ business life. And I just talk

them out and then I just start ideating and I’m like what I’d really love to tell people is this or this or this. Sometimes these messages to ChatGPT are like 10 minutes long, but I’m just doing it in my drive through

RORY (11:08)
In other

words, you’re using Chat G BT as a therapist? Is that what is that what I’m just picked up?

AJ (11:13)
And then the at the end I’ll say, I need you to take all of my thoughts, all of my random commentary, everything I just shared with you. And I need you to organize it for me in questions and categories that I could then go create content for my audience. Love that. And so it is totally unorganized. I have no agenda. I am just using it to be like, okay, here’s my 10 minutes of everything that’s been going on in the last week or through conferences I was at or

client conversations or internal meetings and I’m just it is literally a free it’s a brand

RORY (11:49)
It’s like a brain dump, but you’re but

you’re using it to organize

AJ (11:52)
But

at the very end, my prompt is all please take my random splattering of thoughts, ideas, questions, and content and organize them for me. Help me create a very clear list of how these could be turned into questions and do them categorically speaking. And then for each category that you come up with, give me five, two, ten questions. And again, it’s all about the question. And I’m not saying create my content. I’m saying give me questions that I can then authentically and

in my own voice, go and answer these. So I don’t want your help with any content. You’re good? No thanks. I just want you to organize all my thoughts and create a strategic plan that I can then put on a Word doc printout and use as my as my outline.

RORY (12:36)
Yeah. So one of the things I was thinking about as you were talking about how we’re using AI and I personally am excited to use AI, which I think gives a strong distinction for what we use it for and what we do not. I’m a fan of using AI for the packaging, but not the product. So if you think about a candy bar, right, there’s the candy bar and then there is the then there’s the wrapper. I know we don’t need candy bars, but ⁓

Do I look like I eat candy bars? No. Okay, you’re whatever. Some health bar with no no sugar added. RX bars. Okay. Rx should sponsor the show now. but you’ve got, you know, the thing and then you have the wrapper around the thing. AI is great for take this thing that I wanna say and turn it into hooks so that we can use the opening screen or the opening frame.

AJ (13:28)
Create a CT.

RORY (13:28)
Or create a call

to action out of this. the other thing is like I’m perfectly comfortable having the team use AI to create thumbnails for Instagram posts, for YouTube, or titles, whatever. And yeah, and title ideas. So it’s like, I’m gonna say the thing that I’m gonna say. That’s the product. I’m not using AI for the product, but I’m perfectly comfortable with using AI for the packaging to go, how do you, you know.

wrap this up in a way that is really attention grabbing, that is really enticing, that is is is really eye opening. And totally happy with that. And that

AJ (14:04)
Say,

I would say that’s category three, right? So category one, research assistant, category two, it’s content organization. Category three would be use it for the packaging, right? Use it for titles, thumbnails, hooks, CTAs. It’s to create all the marketing assets around the content, but not the content itself.

RORY (14:26)
Yeah. And we have for our members, if you’re listening, you’re one of our members, you have access to brand bot, which is all of the bots we’ve created. We have a title bot, which is specifically to help you come up with the titles. We have ⁓ something called topic bot, which does this exact thing is it it reads your brand memory of what everything that you’ve the work you’ve done, and then it says, Here are some content ideas, and it gives you like different title options and hooks. Yeah. So that that that’s awesome. And that’s not only how we’re using it, we’re now

Institutionalizing and operationalizing those use cases for our clients.

AJ (15:01)
with our specific methodologies layered on top.

RORY (15:04)
Right. But but even there we’re not we’re not writing the script for them. We’re just creating the packaging of of the piece.

AJ (15:12)
Now I will tell you, so I would go then to category five. Did we say four? Four. Four. Category four. I skipped category four. Category four, I would also say is I do use chat to help me create opening lines. And I’ll say, okay, here, so I’m gonna be talking about today, ⁓ you know, I’ll just pick this one set or how to share your faith in the workplace without alienating other people, right? And it’s like, hey, can you create an opening line?

So that because I think that’s a really important thing. That’s kind of like on the hook. Yeah. but so I will use it to help with that. I will say often though, I’ll just use it as ideation and I’ll go back and I liked this piece, but this is how I’m gonna edit it and make it mine. So again, it’s not creating the content, but it’s the marketing components around that. So I would say on that note with other things I would put in category four, I would just use it for outlines.

I think those can be really good. So if you’re someone who doesn’t create a lot of content, again, this is not creating a script for you. This is not creating your thought leadership, but it’s going, hey, I want to do a topic on, you know, how to keep your metabolism going well into your 50s, right? Maybe you’re a health coach or something like that. And it’s like, hey, this is the topic I want to do. But what I’ll be very specific so you don’t get tempted to like let chat do the thought leadership for you is like, give me.

a three point bulleted outline.

That I can use with these are the big points that I want to hit based on my content. So you can also do it with just like bullet points to keep your I guess your train of thought focused so that your content doesn’t linger to five to seven to 10 minutes when you’re trying to make a 90-second post. So I think those are really helpful. You can just do bullet point outlines if this is something that you’re new to and you’re like, okay, well, this is what I would say. And so again, this is where I use, you know, my voice memo activation.

is I’ll talk it out and then I’ll just say, hey, can you put those into three bulleted points so I don’t miss anything I just said. I’m personally not a big fan of having every single word scripted. I think it’s great to have outlines so you can add lib, right? And I think that’s where some of like the thought leadership is really helpful, but you can use it just to create bullet pointed outlines to help you stay focused and on track, mainly for time purposes.

RORY (17:40)
All right, rapid fire questions. Let’s do it. All right. Let’s talk about video specifically. Okay. So AI generated avatars and voice cloning are becoming normalized. Where do you draw the line on what’s authentic versus what’s deceiving to your audience?

AJ (17:57)
Okay. I’ll just start with a blanket answer because we used AI to do our first round of our audiobook. Yeah. Right. So we wanted to get our audiobook out before we actually had time to go in studio and actually record our real voices. And I think the difference between, you know, what’s real and what’s deceptive has everything to do with what you’re willing to tell people. It’s disclosure. And it’s like at the very beginning, it was like this is read by A.

RORY (18:21)
Disclosure.

AJ (18:26)
AI. And it’s like, and you could there were some parts where you couldn’t tell, and then there would be other parts where it’s like, what was that? Right. And it’s like AI is not perfect in that. But I think the most important thing is to disclose it. Now we did it for a short-term temporary basis to give us enough time to get in studio and get the real voices activated, but we were just very upfront and disclosing.

RORY (18:48)
Which

is way better.

AJ (18:49)
Read by AI. Absolutely. AI is never going to be able to imitate the unique, the uniqueness of voice inflection and human emotion. And thank goodness that that’s good for us. ⁓ we’re still needed ⁓ in many ways. And so I think that would be one, it’s just disclosure. It’s only deceptive when you’re letting people think AI is you. And that goes the same with content creation.

Right? That’s the part where there’s the line, right? It’s like, are you letting people think this was you when it’s not? Or are you being up front and saying, Hey, this this voice audio is, you know, provided by AI or, you know, it doesn’t matter. So that to me is

RORY (19:29)
What whatever

whatever you gain in the automation of creating something, you’ll lose a hundred times that in trust if you don’t disclose it. So don’t think of this this is a classic trap of the escalator mentality, the shortcut seeking, I can just like have AI answer all my phone calls and make and and do all my chats and my DMs and like, yeah, you can, but you better disclose that. If you do not, I’m telling you, there is gonna be a tidal wave that hits you where you lose all.

All the trust from your community because they’re gonna be like, wait, what? This you were this was AI the whole time? This wasn’t even you and you didn’t disclose it? Like that’s a stupid idea. Don’t do that. So if you’re using AI for voice cloning and for video, just disclose it and tell people and let and let them know ⁓ otherwise you’re gonna you’re gonna pay a price later.

AJ (20:23)
Yeah, so I think that that to me is the line of delineation of are you disclosing it upfront? And as long as you are, then everyone knows. No problem.

RORY (20:32)
Yep. Okay. Next question. ⁓ for someone who has been resistant to AI, there’s still a lot of people out there on this, a lot of people. For someone who has been resistant to AI because they feel like it’s cheating, what would you say to shift their perspective on this, especially in a competitive content landscape?

AJ (20:51)
I guess my return question would be, ⁓ depends on what you’re using it for. Cheating how? Like is having an assistant cheating? Right? Is, you know, like what’s cheating? Like is getting support cheating? So I guess the question would be like in what context? So we can make our own assumptions of

RORY (21:10)
I I think this is like people think ads is cheating. People think, you know, yeah, you have a you win because you have a big team. That people think, ⁓ y you know, just i I I think really what’s going on there underneath the surface is a fear about something or also an annoyance of having to adapt and change and learn something. That’s what I think. I think if it if you’re resistant to AI, I think a lot of it is just going

I’m I’m resistant to going having to learn something new. It’s like I don’t have time to learn this new thing. And and so I think often we’ll use things like, cheating as a defense mechanism to write off is like, I shouldn’t have to do it. Is that protects me? The payoff is it protects me from having to like get uncomfortable and dig in and do something new. And ⁓ you know, so to that person I say, I feel you. Like I feel you, like I’m so

it it’s like by the time you feel like you get your hands on one thing and figure it out, it’s like it’s already changed and different and it’s been that way for decades now. And so I’m frustrated by that. But I I think you gotta beware. I think this is how you become irrelevant. I think you become irrelevant by being annoyed that you have to change. And so you don’t and the world moves on and one day you look up and you go, my gosh, like I’m I’ve I’ve been totally left behind. So that’s how I process this question and

⁓ but I feel you and but and I go like I think the resistance is is a is a fear and an annoyance and I think you just gotta be careful about what that really means deep down.

AJ (22:49)
Yeah, I think not to go too deep psychologically, but I think a lot of people who think it’s cheating to get help, it’s really that it doesn’t matter where it would come from. It’s like if you think getting help is cheating, then there’s something probably inside of you that’s like, I have to do it all by myself. Right? and that’s probably where I would lean. I actually I think about my favorite, y’all, little known fact, my maybe it’s a big known fact at this point, but my favorite television show of all time is Modern Family. Ever. Greatest show ever. And

RORY (23:17)
Greatest show ever.

AJ (23:19)
There’s this one episode where Claire has become CEO of Pritchett’s Closets. She has taken over for her dad, and she has been borrowing the marketing assistant as her personal assistant behind the scenes, but no one at work knows, and no one in her family knows. And the entire family keeps saying, I just don’t know how she does it. And she’s got the marketing assistant making, you know, brie and apple sandwiches and wrapping birthday presents and doing laundry and fill her

Is just like overwhelmed with like, how are you doing this? And the kids are, you know, like, Mom, you’re the best, you do everything. And Phil’s like, How is this happening? And it’s just, it’s a great reminder of like what what she doesn’t want to admit to anyone is that she has help. And I think where I hear cheating is a very strong parallel to the same person who refuses to get that assistant or hire that house cleaner or hire someone who’s landscape.

That’s my job. I’m supposed to be able to do it all. Or the mom who refuses to get help or accept a meal or to, you know, it’s like we have this burden of we have to do it all by ourselves. We have to do it. We can do it. I don’t need any help. And I think that this question and from some people that I talk to, it’s like I think it innately comes from more of that place. when the truth is is like we all need help. Like I don’t

think using AI is cheating at all when I disclose it and when I use it for the right things. In fact, it’s it’s helped me become more proficient and efficient at things that I was like, when am I ever gonna find time for this? And now I’m like, my gosh, I can actually do this. This is amazing. And so it but to me it’s like having an assistant.

And it’s not replacing my assistant, but I have support in the areas. And so in my opinion, if you’re struggling with like it feels like cheating, I would say like what other areas in your life do you also feel like are cheating? Because I think this would fit in there too.

RORY (25:17)
Hmm, that’s good. There is an area where I feel like AI is cheating and it pisses me off. I used a bad word.

AJ (25:23)
Due to the

RORY (25:26)
When people literally clone verbatim scripts of other people’s stuff where they go, this is happening everywhere. They’re going, here’s a video that went viral, use AI to transcribe it, then feed it into a teleprompter and read it yourself, or feed it into your AI avatar and read it. That’s not cool. And I go, that’s not cool because it’s it’s stealing. Yeah. It’s stealing.

AJ (25:46)
Yeah, that’s

Somebody else’s

RORY (25:53)
It’s lying if you’re not disclosing it. I it it’s lying. And most of all, it’s unoriginal where I go like, you can’t be a thought leader. You’re not a thought leader. You’re a parrot. Like, like don’t steal other people’s stuff and then try to position yourself as an expert. You’re not an expert, you’re a parrot. You’re cloning, you’re cloning other people’s stuff and going, that’s not cool.

So that is a place where AI is cheating and I’m I’m I’m clearly I’m clearly feisty about

AJ (26:22)
I’ll

say AI isn’t cheating. Humans are cheating. AI is just a tool. Like anything else. It’s a tool. ⁓ can be wielded for good or for bad. It’s a tool. humans get to decide how to use it. So don’t be blaming AI. It’s just a tool.

RORY (26:39)
That’s true.

You’re right. It’s like For now. Yeah. Yeah. Gosh, I hope there’s somebody out there that’s building like happy robots and positive, you know, anti-cyber scamming, ⁓ AI stuff, man, because it’s

AJ (26:53)
I subscribe

to this account on Instagram that only shares happy news. Like it’s it. They they’re only like what good news in the world happened in the last 24 hours. And it’s like pandas are no longer an extinction. Did y’all know that? The great panda is no longer an extinction. And it’s only feeds me positive news. Like the state of Florida just banned ⁓ animal abusers from owning pets. That’s amazing. That’s so great. They shouldn’t get to have pets. ⁓ so

Here listen.

RORY (27:23)
Is there anything

on there about positive AI robots and like AI ⁓

AJ (27:28)
It’s all about

animals. Okay. but it was good. It was positive. So I’m just saying it’s like there’s good things happening no matter where you look, and there’s bad things happening no matter where you look. It’s just you’re gonna find whatever you look for. That’s

RORY (27:42)
All right, community question. You’re supposed to read it this time. Are you ready? I yeah, now everyone’s thinking about pandas. We were talking about AI now.

AJ (27:46)
I am ready. I was thinking about pandas.

Big

deal. Like they were on the verge of extinction and now they’re no longer. Thank you. That’s awesome. That’s really awesome. All right. this is one of our favorite segments of the show. Every week, V BBG members vote up. ⁓ one of the most pressing questions from the community, and it gets featured here, and we get to answer it. So let me read the question to you.

RORY (27:58)
That’s great.

AJ (28:16)
This comes from Danielle. I’ve started using ChatGPT to help me write my content. And honestly, my captions have never been better. But my best friend told me it’s inauthentic and that I’m basically lying to my audience. Am I doing something wrong or is she overthinking it?

RORY (28:40)
This is balance of what we’ve been talking about here. It’s a really good question.

I think if you’re using AI to write your content, I think you’re lying to the audience. But if you created content and you shared your own original ideas and your own original thoughts, and then you transcribed it and you said, AI, turn this into a well-written caption for me. I don’t think that’s lying at all. I think that’s a great use of it. So I guess what I would say here is a way that I could maybe summarize a lot of my opinion on AI. If I’m using AI to outsource my thinking, that’s a problem.

Don’t do that. If I’m using AI to outsource the doing, I’m okay with that. What do you think?

AJ (29:22)
Yeah, I would say it it kind of goes back to like those four categories that we talked about earlier. It’s like use AI. I what did did I say AI? Use AI. I can’t hear my own accent. Sometimes it gets strong.

RORY (29:33)
A sound use A. This sounds really close to I ⁓

AJ (29:38)
Really strong.

I can’t even hear what I’m saying. but if you’re using it as a research tool to help you be like, what are the topics? What what’s trending? What are the questions? That’s fine. If you’re using it to organize your thought and your content, we talked about that. That’s fine. Right. If you’re using it for the packaging, right? And that could be the titles, the thumbnails, the hooks, the hooks, the CPAs, some the captions, that’s okay. ⁓ and then even in, you know, category four, when we were talking about

Hey, are you using it in a way to help you, you know, like kind of pace things out and create bullet points and even my write the opening line? I think that’s okay. That’s all an organization and packaging. ⁓ I think those are all things that are okay. What’s not okay is it actually becomes the source of your thought leadership. That’s not okay. That’s where it’s like the whole reason for you that you’re in BBG is so that you’re coming up with your own content based on your own experiences, your own expertise, your own

Thoughts and those are valuable. You do not need to use AI to create your content. It’s yours. Like it doesn’t know what stories to tell or what life experiences or what emotions you felt or the failures or the victories. Like that’s yours. And that’s actually what people want. And that’s also specifically to you while you’re while you are a member in Brain Builders Group. It’s like I feel called to share something to an audience that really needs to hear it in a way that only I can share it.

A I can’t do that. So the only person you’re cheating by doing that is cheating yourself of letting the world hear your true message, your real life story for hearing from your real life events and the real life feelings. Like it can’t imitate. And and when it says like the captions have never been better, it’s like, says who? Says you?

We’re always gonna be the hardest judge on our own stuff. and so I would just encourage, it’s like a little imperfection is quite beautiful. ⁓ what’s what’s really most important is that people can relate to you and that it’s personable and that it’s real. And you’re only cheating yourself if you’re not letting your real message, your real story, your real thoughts come out. That’s who’s being cheated in this. And so I would just say there’s plenty of ways to be using AI to help you be more efficient, more effective, ⁓ research, organization.

⁓ but when it comes to the actual content, that’s yours. Let it be yours.

RORY (32:08)
It just dawned on me as you were talking about like such a powerful reason for BBG to still exist. Is you go, what does AI do? AI consolidates, reviews, analyzes everything that’s out there that’s ever been created. What can it not do?

Create your original thinking about how you solve the problem from your own vantage point. Your own anything that exists in your head becomes truly valuable and truly unique as the world just gravitates towards more and more noise.

AJ (32:38)
Totally. It’s like it can’t go in and recall all of the stories and the memories and that’s that’s the human experience and it can’t do that. So don’t let it.

RORY (32:49)
Yeah. So ⁓ if you want to have some help doing that, create original intellectual property, to extract your own original thinking, to create your own ⁓ frameworks and proprietary IP, then you should request a call with us. If you go to freebrandcall.com forward slash podcast, we’ll talk to you about that, exactly what our process looks like to help pull out that uniqueness from your own lived experience to create, you know, more human emotion, more human connection and establish.

Your place as a thought leader in the world today and in the world of the future. Again, freebrandcall.com forward slash podcast. This has been a great episode, four ways to use AI and good news about panda bears. That is gonna be on the title and the thumbnail of this.

AJ (33:35)
say like if you’ve been listening for a while and you liked this content and this podcast is resonating with you like do us a favor and write us a review. That would also be really helpful in helping us reach other people who are looking for this kind of content in this way. So if you if you’ve been a fan, if you’ve been following and if you like this, do us a favor and write a review.

RORY (33:54)
And if you hate us, write a review, but don’t hit publish. Just email it to us so that we can see it. ⁓ that’s it we got for today. Welcome. thank you for tuning in to the wealthy and well-known podcast. Subscribe, share this with someone who needs it. We’ll see you next time.

AJ (34:17)
this one go viral. How do we make this one go viral? And then you go, idea. Chatbot, make this go viral. And then you’ll be like, did you say spiral? And then I’m gonna add a chatbot going, initiating spiral. And you’re like, no. Okay. And then we’ll cut it. Okay. Okay. Got it.

RORY (34:34)
What am I s what am I supposed to do? A little more

So you’ll be like, All right baby

AJ (34:45)
Has rained down?

RORY (34:52)
Say it a in in as much of an accent as you can. And then you’re gonna be like, did you say spiral? ⁓

AJ (34:55)
Give. Okay. And got it.

Got

it. Cool. Got it.

RORY (35:06)
All right, babe. We need this we need to come up with some ideas. How do we make this episode go viral?

AJ (35:11)
Hmm. I know. Chatbot, how do we make this episode go viral?

RORY (35:19)
Did you say spiral? No.

Can you can you can you also do so so if that comes together, do it. But the other is go, okay, when you say say say one, just say, I got an idea, mm-hmm, panda bears. Just say that. Okay.

AJ (35:38)
Okay.

So you’re gonna start it again? Okay.

RORY (35:45)
All right, babe, we need to come up with a great idea for how to make this episode on AI go viral.

AJ (35:51)
I know exactly. Panda Bears.

Okay.

RORY (36:06)
All right, babe, we need an idea. We need to come up with something to make this episode go viral.

AJ (36:11)
viral. Ha ha. I know exactly what will make this go viral. Panda bears.