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Your business can only grow as big as the way you think about it

Your business can only grow as big as the way you think about it.

If what you've been doing until now is thinking of it as a bunch of technical things you have to hook together, that's only going to take you so far.

And the self-honesty required to admit this is where you’re really at...that's unfortunately rare.

“I'm making (some) money!” cries the coach.

Yeah, but…

If you want to level up, doing more of the same is NOT what's going to get you there.

Growth Attempts Ending In The Valley Of Death

The diagram below shows you quantities and revenue sizes of companies in the United States. Perhaps, as I was, you'll be surprised at just how few there are at the higher end.

verne harnish scaling up valley of death sales tactics business growth
(Scaling Up, Verne Harnish)

See the Valley of Death between each plateau?

That’s where you learn, adapt, change your thinking...or die.

This is why so many people try to grow, yet fail, collapse and fall back to the old plateau and say, “That didn't work.”

I've been around a long time. Been running my own business since 2012, after a 15 year corporate executive career. I've seen it all.

In the first several years of my business, until around 2016 when I worked for a full year with my main client being a Change Management consultant who only took care of companies of 1000+ staff, I talked “newbie talk.”

Meaning I shared tactics good for newbies. How to bring in your best prospect. How to qualify them. How to turn them into buyers. What to say. How to set up your sales page. What to write. The thing to say in the video sales letter.

All that stuff is still out there, in forum posts, videos and right here in blog entries. It's free.

No More Newbie Talk

Since then, as I scaled up in business, I moved on from “newbie talk.”

The things newbies struggle with don’t interest me anymore.

Instead, what I've been looking for over the past year or so are new ways of thinking.

People struggling with their business often find the treasures I bring back from this search “boring” and “philosophical.” That’s their mistake. And it’s entirely because of their billiard ball, “Newtonian Universe” point of view...that success is a matter of putting the right pieces together in the right order. That is simply not the case. That’s what newbies believe and what they concentrate on.

So anything else sounds like nonsense.

I admit it’s a bit frustrating. But occasionally someone comes along, someone usually with a lot of experience, who “gets it.”

One of the treasures I brought back--I went and Snagit-recorded about 25 minutes of this lecture--was a talk about how Germany, the Soviets, and the USA produced tanks in World War II.

Now what does that have to do with MY business, you say?

Well, it's an example of different THINKING.

Different Thinking About The Same Problem Leads To Different Results

The Germans built these fantastically-engineered war machines. High specifications. Many options. Very expensive...many times the cost of their enemies'. Long turnaround to complete production in factories with work stations rather than a single production line--much like a Boeing airplane today.

german world war 2 tank production scaling up business growth
(German tank production station, rather than automotive-style assembly line)

The Americans, lead by an amazing architect named Albert Kahn, designed single-line factories that made inexpensive, zero options, long production run vehicles to good tolerances.

The Soviets? Well, first of all they borrowed Albert Kahn. They were US allies at the time, seeing as Hitler was invading the heck out of the USSR. And they did a study. How long did a Soviet tank survive in the field?

They found out it was six months, and in combat 14 hours. So why build things to exacting tolerances?

The Soviets made factories that practically spat out good tanks. Made to acceptable tolerances, because who cares--they were going to be dead in six months or less. They focused on lowering costs, and boy did they lower them.

The end result was the USSR and USA churned out a ton of tanks and overwhelmed Germany’s production. The finely engineered tanks Germany produced ended up filled with unexpected road dust and out of commission half the time in the war in the east.

Can you see the differences in THINKING about their work here?

Can you see the TRAP Germany caught itself in with the desire for high tolerance, beautiful war machines?

Can you see how these modes of thinking might be overlaid on YOUR business...and which approach you might have been unconsciously using until now?

Say you're a coach. Have you been, without really thinking about it, running a:

A) highly customized, long deliverable, exacting program?

B) well designed but affordable, easy to fulfill program?

C) "gets the job done" (barely?), low cost, quick and dirty program?

Is this approach you've unconsciously taken on the right one to get you to the next level?

Are you ready to be self-honest, admit where you're at, see reality as it is...and adapt your way out of the plateau you've been hung up on, so you can move to the higher plateau you’ve been imagining?

>> Jason Kanigan is a business strategist and conversion expert. To book a consultation with Jason, click here. <<

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Your Value Creates Your Business Size

Your value: where does it come from?

I'm speaking entirely in a business-rational point of view here: as a human being, you have infinite value independent of anything or anyone. In the marketplace, however, you do have a quantifiable value. So let us explore that.

Your Business Size As A Function Of Your Value

Your value is a direct function of the size of problem you choose to solve.

A couple of ways of approaching this are available to us. One, you could pick a high-priced offer. An example is a lawyer who keeps you away from a conviction and out of jail. You're going to be able to charge a high dollar figure for solving those problems...and you're also likely to be capped on the number of said projects you can handle at any time.

Two, you could pick a low-priced offer. The rub here is this offer is badly needed by masses of people, and you get to fulfill it over and over and over again. An example is a fast food lunch hamburger. Sure, the thing is only a dollar or two—but with your many locations you deliver the burger again and again over the noontime period.

Both can get you to big rational dollar totals, our indicator of marketplace value. One is not "better" than another; however, I will point out that a factor exists that makes one of these approaches better for you.

Money Tolerance. We've looked at this key "thermometer reading" before. And here it is again, this time secretly dictating the value you bring to the marketplace.

Money Tolerance and Business Growth

Say you're OK with the "let's feed 'em lunch" plan. Your money tolerance is low, eg. you believe $200 is "a lot of money".

This might be all right—if you can get yourself past the notion that a mountain of those $2 burgers delivered to hungry customers adds up to a mountain of cash.

But what if you can't?

The defense attorney is by default locked into a pretty decent money tolerance. Try as they might, $1500 or so is a kind of dumb minimum for taking on a straightforward case where the lawyer holds all the cards and the defendant has no idea what's going on. The lawyer has a better chance of creating more value in the marketplace and bringing home more for themselves, simply because of their money tolerance and the chunks of revenue per case.

burger fast food lunch your value low money tolerance low value

Photo by Foodie Factor from Pexels

The burger seller has to pump out a ton more orders to get to the same totals as the attorney can reach with just a few sales.

Again, with the right vision the burger seller can make up for and even well exceed the revenue totals of the lawyer. But they're starting with a handicap.

Your Unconscious Value Cap

The reason why I talk about these concepts is that most people—almost everyone—walk around in an unconscious daze. They have zero clue they're being pushed around, that their lives are being walled in and their daily experience manipulated, by limiting beliefs they don't know they have.

Pull these limiting beliefs out into the sunlight, and you can change your world.

I encourage you to explore the idea that your money tolerance is severely limiting the value you're bringing to and receiving from the marketplace, and thereby your business size...and that you could change all that. If you're happy with where you're at, leave it alone. But if you're not, be aware that you can deliberately shift those money tolerance goalposts. Choose a different size of problem to solve, or a higher frequency of solving it. And then watch the value rise and your business size increase.

>> Jason Kanigan is a business strategist. To book a consultation with Jason to discuss your marketplace value, business size and money tolerance, click here <<