The 6 Biggest Mistakes Business Owners Make—R U Guilty? Ep 54

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In Episode 54 of Transform Your Future, Ken Kilday joins Eddie Isin to reveal the 6 biggest mistakes business owners make that hold them back from achieving real success. Ken shares his journey from corporate America to executive coaching, discussing the pivotal lessons he’s learned along the way. If you’re feeling overwhelmed, frustrated, or stuck in your business, this episode will help you identify the blind spots that are costing you time, money, and growth.

Ken breaks down the common pitfalls entrepreneurs face, from poor time management to ineffective delegation. He explains why passion alone isn’t enough to sustain a business and how a lack of clear strategy can sabotage your success. With real-life coaching stories, Ken illustrates how small shifts in leadership and mindset can create massive results.

Key Takeaways:

1. No Clear Vision: Many business owners don’t define an end goal, leading to aimless decision-making.
2. Lack of Strategy: Operating without a documented, actionable business strategy can stall growth.
3. Hiring Mistakes: Poor hiring processes lead to the wrong people in critical roles, causing operational chaos.
4. Weak Marketing Plans: Relying solely on referrals without a proactive marketing strategy limits business potential.
5. Sales Inconsistency: Without a clear sales process, businesses struggle to convert leads into loyal customers.
6. Time Mismanagement: It’s not about having enough time—it’s about focusing on what truly matters.

Ken dives deep into why these mistakes happen, how they show up in daily operations, and what you can do to fix them. You’ll learn why delegation isn’t just about assigning tasks, but about empowering your team with the right tools and trust to succeed.

Notable Quotes:

• “I like the people development part.”
• “It’s not the way it has to be.”
• “Time is often where I start.”

Chapters:

00:00 – Introduction to Executive Coaching
02:43 – From Corporate to Coaching: Ken’s Journey
05:25 – The 6 Biggest Business Mistakes
08:23 – Time Management Secrets
11:29 – Smart Hiring Strategies
14:05 – Leadership Skills That Matter
16:57 – Trust and Delegation: The Hidden Keys to Growth
22:39 – Success Stories and Hard Lessons
35:21 – Addressing Business Pain Points
38:02 – How Coaching Drives Real Change
41:00 – Final Thoughts: Awareness and Growth

Ready to identify and fix the mistakes holding your business back? Tune in to this episode and learn how to shift from surviving to thriving in your entrepreneurial journey.

Ken’s Ebook:   Are You Making These Six Critical Mistakes In Your Business?               https://makingthecut.biz/ebook 

Subscribe to Transform Your Future Newsletter Where Eddie writes about personal development, reinvent & identity: http://transformyourfuture.com

Transcript

0:00

Papaya. Ken, how you doing? Welcome to Transform Your Future podcast. I'm so happy that you had a few minutes to come and join me. I want to talk about your executive coaching and your leadership practices. I'm really interested in kind of rounding it up. Why don't we just start out, why you just introduce yourself and tell us a little bit about why you got involved in doing what you're doing? Yeah, thanks for having me on, Eddie. I appreciate the time as well. Yeah, I got into this, it was a conversation over dinner when I was talking about leaving corporate America. I worked in financial services for 20 years from entry level, created a book of business all the way up to executive leadership, and I just kind of had enough of that. And I think anyone who's worked in corporate America knows what I mean when I say that of toxic relationships and all that can go with that. And so I was just having dinner one night with my husband and he said, Hey, what do you want to do next? I said, I'm not sure. I don't know that I want to stay in the industry. And he said, well, what do you love about all the roles you've ever had? What do you love to do? And I said, I like the people development part. The whole element of helping somebody figure out what they're naturally good at and just honing in on that and developing that piece. That's pretty awesome. He says, well, there are businesses that do that. You could just do that. And that was the beginning of me sketching out an executive coaching practice that it took me three, four, maybe a little bit more Bob, six months to really sketch it out and get it launched. And that was six years ago. Congratulations. A difference in life when you're doing things that you like to do as opposed to being forced to doing things that are annoying. Right, right. Exactly. Yeah. Doing things somebody else's way that is maybe even less effective if they just tell me what they want done, I could do it. Yes. Well, middle management's job is just create more busy work. That's what I hear. So yeah, I decided I was going to focus on small business owners. I loved the idea that there were lots of people out there starting businesses just using their own grit, getting things going, and understanding that there's a certain point where they need organiz and execute around priorities. They don't ever have to be corporate process driven, but if they come up with processes to run money, people in time organize those aspects that are challenges for every single business owner. They get a lot more of what they want out of their business, the whole reason they start a business in the first place. Right, right. So let's dive in a little bit and talk about is there in small business, is there any particular small business aspects that you focus on more than others or it's just all small businesses? Where I have found some focus, even though I was pretty agnostic when I first started, just based on my own network of business owner friends, I didn't even know I had until they became my key clients. But where I've really honed in is the medical professions and the trades. So the professions, accountants, lawyers, doctors, and the trades plumber, electrician, hvac. Because what they have in common across the board is every one of those owners is likely doing the thing. They are the physician, they are the attorney, they are the plumber. So they're working. They have the founder founders. Yeah, they're actually one of the workers and they're really good at it. They have a lot of hard work ethic, that's why they're successful. And then there's the whole running of the business, there's the practice of medicine, and then there's the medical practice and there are really different aspects of the same thing. And that's where I've been able to help these owners, these founders really get a lot of traction around how to run the business part. They already know their trade or their profession. Yeah, so that's good. So more professional type of individuals that often get caught in that founder led trap where they have to do everything. They got to be involved in everything, and if they don't come to work anymore, then nothing else happens. That's right. Yeah. It's. Like you've sat in on my calls. So when you're working with these guys, I know that you like to focus on those three things. You mentioned time, money and people. Let's talk a little bit about how you help them in those areas and what kind of resources you offer them. Yeah, so one place study that I start with, and the reason I wrote an ebook about it is because I think there's kind of six mistakes. My old profession, financial services, I was a certified financial planner. I still am. So I still think that way. I still think that way. Even though I'm coaching in business and have new certifications to back that up, I still organize the same way in my mind so that we can get to what is the plan. So I know there's six mistakes that business owners tend to make. They don't make 'em all, but they make some of them. But start with they don't have an end in mind. They don't know what they want to do with that business because a founder who intends to sell it, we have a different kind of plan for creating very specific kinds of value that make it valuable to someone else. So that's number one. Second mistake people make, they don't have a strategy about a tactical strategy for doing business. It might be up here in their head, but they haven't written it down, and it's not a guiding document for all to follow. For sure. Hiring, hiring is like the third mistake people make. There's not a process behind it. So the way a lot of founders in particular do it in the early days and then it continues is, gosh, Sarah gave notice. I have to hire somebody. And it feels like they're always starting from scratch because, so that's mistake three. Mistake four is a good marketing strategy. Every business has to market, even though one of the common things I hear is, oh, I get tons of referrals. I don't need to market. And anyone in business who's been in business long enough knows that the thing that may have worked, especially initially may not always work. So we'd always have to have a blend of things going on to help us drive that top line. A third is the sales strategy, professional sales. How do we connect with a potential client and guide them for what is their issue? What do we offer and how those things connect. Sales. And then last, and it's really not the least, but I put it last anyway, is time. It is the most common push complaint, however you want to frame it that people bring up, is I just don't have enough time. And what I would challenge them with is it's not time they lack it's focus because it's the great equalizer. We all have the exact same 168 hours a week. It's just how we use it. And in that moment, I'll always say, Hey, just think of somebody that's a lot busier than you that runs a busier company that has kids or more kids, something, all the things that you think would make it even harder to do what you do, but they're doing it and that means they're managing time. So time is often where I start, even though it's the last thing on the list, we start there so we can get a handle on how we're using the most precious element of our day every day. The thing that expires on us is irreplaceable. So that's where we always start is. So when you say the six biggest mistakes, what kind of mistakes are people making with time? What they're making with time is they're majoring in the minors for one thing. They've got their hands in every little thing, every little piece of operation. You said it first. They think that, right, they have to do it all or it's not going to get done correctly. And that's just not true. Or they feel like they have to learn everything. Like I told you, I sell all the time and I run a sales team and we do marketing and advertising and a bunch of other things, but mostly marketing and advertising. And it's just amazing how many times I took to owners of the business and they want to go figure this out and learn how to do this and rewrite this and play with this and sit down with somebody. And I'm like, why do you do that? I don't understand. Do you have a lot of time? You had nothing to do or something for me? I'd much rather pay somebody to does something for me. I don't have to learn how to do everything. I like to stick in my lane, which is what I'm really good at. And let me just do. That. Yeah, and to your point, I have one of the coaching outlines that I use is the six keys to great leadership, those six skills that we're always working on to be really effective leaders. And that is it's communicate, delegate, motivate, recruit, collaborate, develop. We need to be able to do all six things. And what you're speaking to is the delegate part. Founders struggle, at least initially to delegate well let go. And I mean the skill of delegation, not assignment. I asked Bill to do it, but he didn't. Well, delegation is about making sure they have the resources and the ability and the training and the checklist. That said, once you finally get something off your plate that maybe we were doing well but shouldn't be doing anymore, it frees up our time to do bigger and other things to make other decisions we need to make as the owners. Interesting. Yeah, I could see that. I could see that. So tell me a little bit more about your book, your ebook. Yeah, I go through the ebook. It's a place to give a couple of tips, strict truths to help people understand this is the mistake, but this is some of the elements of why you would want to be really intentional about, for example, creating an exit strategy. You create an exit strategy so that you make good decisions, understanding what you intend to do with the business. I use the example of selling the business. A more common one in small to medium sized businesses is they want to be in the family. Well, then we're going to need to identify who else in the family is both interested and has the ability. And then make sure that we have a development plan so that the daughter is ready to assume the helm once mom steps aside, retires or passes away, however she exits the business. But that's an element of, so for every mistake that people tend to make, there's also some background to, and here's how you avoid it by having that plan in place. And we go through each one of those in the book. I go through each one of those and just talk a little bit about how the business owner can negate that so that it's not a mistake. And of course all the way through, I always invite people to choose their own adventure. They can engage with me or not all the way through. So it can be a DIY, map it out for yourself after you read it, or if there's places you can text me, you can message me, you can email me, you can call me, you can schedule an appointment. You. Can do all those things to decide how you want to engage, if at all. There's also templates throughout the book. So for example, building out a strategy, I believe in simplicity. I think simple is an important part of business. We don't have to be complicated. Simple is not easy. Actually, it's harder to be KISA. That's right. That is absolutely right. That actually feeds all the way through those skills communicate in a simple, straightforward, clear way. But we go through each one of those. I go through each one of those mistakes and talk through why it's important to a business. And then the elements of creating or answering or negating each one of the mistakes. And so I'm just imagining that you create a plan, people read the book, they get something out of it, they want more, they contact you and then you'll help them to actually develop a plan to maybe improve in those areas. That's exactly what we do. So when we get to meet, we create the coaching plan. What are we trying to get to? Which one of those elements or which several of those elements are missing or lacking in the business? And then what's our coaching plan to get you there? So it's never as nebulous as sometimes I think coaching sounds to a business owner like therapy, which it's not. We're just going to chat for twice a month or whatever the frequency is, and we're just going to have this conversation and just kind of shoot the breeze. It's far more structured than that. And it starts with what are we tackling? What are the mistakes if any that you're making? How do we negate those? What are the leadership skills you'd like to hone in on? And what impact would that have on the business? For example, getting great delegation will solve a lot of that time issue. Making sure that we are honed in on a really great hiring plan helps with motivation and development of people. Far better to keep your high performing people is than it is to be in a constant state state of trying to find people lately. Right after time comes people, and even when there's a ton of applicants to choose from what I see with business owners is hiring really isn't afterthought. And what we want to turn it into in our work together is a really specific intentional plan to find people that are going to fit in your organization. It's going to obvious when I say it, but it happens all the time. And as somebody who used to hire this way, I appreciate it. I think we have a tendency, we're trying to hire a skill, but we don't hire core values. So we get somebody that is capable of doing the thing, but they don't seem to fit in or they rub people the wrong way or there's just something not quite a fit. And that's usually its core values issue. And I don't mean they're not good people. I mean they just don't fit in our organization. That the values of the organization, the mission of the organization, they're not in alignment with the other person. Which by the way is part of the strategy. Eddie of a lot of business owners have never written down all the stuff that's up here in their head about why did they start the business? Why is their mouse trap better? Why is their environment a better one to work in? What were they trying to create when they launched the thing in the first place? Articulating that is key to creating a really good hiring strategy. If I can't articulate why I do what I do and why I'm passionate about it, it's hard to draw the right people into my ecosystem that are going to help me do the same thing. When I was younger, I've always been an entrepreneur. There's very few times in the last 40 years that I worked for anybody. Instead, I worked for a lot of people, each one of my clients, but I didn't really have a job. But when I was younger, what I wanted to talk about was just that when I was younger and I ran the business, I had a lot of issues. Number one, for some reason I felt I had to prove myself all the time. So I got involved in a lot of things. I felt like I had to prove that I could do it. It was like a test. I had to get over that eventually. And the other thing, because when you don't, what happens is you get burnt out. If you're somebody who has to be involved in things and keeps pushing yourself and has to make everything happen and feels like it all has to filter everything through you, you get burnt out. That's what happens. And the other thing though is I didn't trust people. I didn't have the capacity to just trust that if I tell you I want this done a certain way or please take care of this thing, I couldn't just tell you and leave it alone. I didn't trust you, so I had to bother you about it. So those were two things that really were hurting my business back then that I had to get over. And I actually was lucky that I was able to reinvent the whole business in so many different ways to just make it better for me and for what my vision was, for what I wanted for both my life and for my clients. So yeah, there's a lot of things that I felt that really I had to get over personal things in order for me to be a better business person, to run a business better, to create a business that makes money without me, that I don't have to be there for things to happen. And for entrepreneurs, there isn't a separation between Work is work and home is home because it is. We start the business. It's a piece of us in a way that is very, very different than a clinical corporate environment. And I think one of the challenges for entrepreneur leaders is to give some space for people that they're going to have some really good employees that don't think like an owner because they're not owners or just they're not and they can still be outstanding employees. To your point about there's always personal things and work. Things that we bring into the personal, all coaches have some sort of personality assessment. One of those types of things I do, we all do. I use two, I call it it's nature and nurture. What is your natural, your native org genius. I use a mechanism called talent dynamics. There's others that are probably more well known like Myers-Briggs and disc and such. I use talent dynamics. I love the language of leadership that's inherent in it. And I love the approach that everyone has a natural genius. There are things that we just gravitate to that we're awesome at. And once we understand that, we know that we can bring people that are awesome at things that we're not good at, to your point, and then let them do the things we don't want to that they seem to just go to. Yes. The other half of that, that is really, it's an experience of self-awareness, is positive intelligence. I'm a pq, as we call it, positive intelligence coach inside my own practice. And what we do is a saboteur assessment. Take assessment, and these are your self saboteurs. They were probably coping reward mechanisms that we developed is little people and then we carried them into adulthood and they tend to sabotage us rather than support us. So there's lots of reflective work that happens in the leadership aspect of coaching. Great leaders are self aware. We need some introspection. We got to look at ourselves and see what we can do differently and improve on. For sure. That's the great non mystery is as leaders, if we think we're going to change other people but are unwilling to change ourselves, we are the only ones that we can actually impact. And when we demonstrate that, that's why. And how other people also change. We always have to be, when we're running our companies, we all have to demonstrate the ethics or values, the behaviors that we want other people to copy. The best thing we can do is role model what we're looking for. We want people to have a great work ethic. Then we have a great work ethic. And that doesn't mean throw extra back to time. The answer always, I'll just work long. We're so far down the path of these great researchers proving to us that working longer hours makes us less effective now. So we all want to show our employees, Hey, you know what? Don't miss the kid's soccer match. You're going to regret it. You're going to wish he'd been there. So go. And on occasion, when we have a key client and there's an issue and we need to work a little later or do a little more, we also do that ebb and flow and that most business owners would love that, but most business owners are challenged to demonstrate the part where they go home on time. Right? Yeah. I can name several clients, which basically means all of them at one point or another are just working burn the midnight oil. And when we really dig in, that's not the best use of their time because they're probably exhausted. Well, I have mixed feelings about things like that, but I do know that studies show that working four days a week is the most productive, that working less days a little longer hours is more productive than working five days a week or working seven days a week. But I agree that a human being is not designed to work seven days a week, 16 hours a day. I agree with that a hundred percent. That's again headed to burnout. I think the furthest I've gone was 60 days without a day off. That's the furthest I've gone. And then I was like, okay, don't talk to me. Leave me alone. I'm going away for a week. Yeah. And you know what I. Would add to that? That was because I was really hyped up on reaching certain financial goals and I was just on a tear. And then when you do it and you hit it and you hit this ridiculous number and you're like you for the next 10 years, nobody's ever going to beat that number. Nobody's crazy enough to work 16 days. But no, I agree that we need to take care of ourselves because if we don't take care of ourselves emotionally, physically, mentally, obviously we can't work at a peak performance. We got to treat ourselves like athletes. Sleep is the big thing that actually helps us recover in all that, and we need rest. We can't just be thinking all day about work. For sure. Yeah. But Stuart, I'd also add there when we talk about the four day work week and a few other things, I heard Simon Sinek on a podcast recently. His comment was, I don't think we've settled on what full-time means anymore. I think the key is flexible. I happen to be a morning person, which is why I always frame burning the midnight oil. It's negative because I don't function that way.

If you schedule a 5: 24:01

00 AM meeting, I'm fine with that. I'll be up anyway,

a 7: 24:07

00 PM meeting. I don't think I'll be at my best. I just think it's important people really understand what is their best. Do people like to power through 10, 12 hours and get stuff done, or are they more five hours, take a few hours break and whatever else? More so just creating space for people to just get work done when they're best at getting that kind of work done. And businesses are really different. I can't run, you can't run a medical practice that way. You have to be there when the patients are there and that sort of thing. And I certainly understand that. However, I think there's probably more flexibility than we give ourselves space to think about. And I think proved that. I think Covid proved that we weren't thinking with a lot more creativity until we had to think with a lot more creativity, suddenly everyone will deliver groceries to you and anything else you want. You never have to leave your house, Et cetera, et. And all the businesses said, work at home. Don't worry about it. Stay home. Just work at home. It's okay. Yeah, yeah. And they're kind of all over the map on that one, right? There's great, we don't have to lease these expensive office Philippines anymore. And now they're caught in. Some of them are caught in traps of, okay, we're coming back to the office. You all have to come back to the office two days a week. But they're not all there on the same two days. So instead of taking the zoom call at home where they're comfortable, they have to drive an hour to go into an office to sit in a closed office by themselves all day, taking Zoom calls in an office in the building, so they're not getting to the root of the problem. And boy, if you want to circle back on work, I do. When business owners, were always looking for the roots, not just Right, okay, if you're calling everyone back in, what are you trying to solve with that? What's the missing thing that you think that solves and get to the heart of it? Entrepreneurs have an easier time rather than executive type leaders. Entrepreneurs have an easier time getting to that creativity because that's what got them in business in the first place, was creatively approaching something and the way their industry worked, the way they delivered a product or service, they have a unique take. So they're very open to getting to the heart of the issues because that's how they founded business in the first place. So another reason that it's a lot of fun to coach entrepreneurs because there's both strong-minded for sure, they wouldn't be doing what they're doing. They're also pretty good at taking clear, straightforward feedback as well in ways. Interesting. So what's some of the turnarounds that you've witnessed? What are the success stories that you could tell us? Yeah, success stories. You know what? Don't do that. Tell us some of the bad stories. Let's hear the bad stuff. I got fired last month by a client, so I probably worked together about a year, and that was like, Hey. And I know the exact session where they decided they were firing me because they said, aren't you getting exhausted? We've had this exact conversation several times a month for a year. Literally nothing has changed. You're literally defending your own exhaustion, your people. Nothing is different now than a year ago when we started. And I say, what I would say is I say, here's my question. Do you want to own a business and run it? What do you mean when you talk to me? All you talk about is doing the thing. We never talk about running the business, the marketing strategy, the hiring strategy, the managing time more effectively, running the actual practice. We talk about working in the practice but not managing it. And you are never going to get a different outcome if this is what you're going to do. No, you're just never going to see a different outcome. You're always going to feel exhausted. The money's not going to be there, and you are going to be working 70 hours a week like you are right now. And I got an email, Hey, I need to be in there watching what my team is doing. Micromanaging just, okay. And that's it. If you think everything is perfect, exactly the way you've got it, don't hire and spend money on a coach or anything else because it's exactly. The way you, if you're satisfied, if you're satisfied with the way things are, you're happy, then just keep doing what you're doing. Yeah, yeah. Just take a friend out to coffee that'll tell you you're doing a great job. I think that's what we were looking for, wasn't a change plan, but what they were looking for was validation that they're doing everything. Maybe he really wanted you to just be the guy that he could bitch to a couple times a week. Could be, yeah, probably. Yeah. I have a friend who is a trained psychotherapist and sort of the tongue in cheek joke is, Hey, when your patient's not making progress, you just double the fee and suddenly, or a cure. It's obviously joke. But yeah. I mean maybe that was the role that he was hoping I'd play was just, yeah, complain away. It's no fun for me either, because that's not what I enjoy doing. And I'll tell you why. Because what I know to be true, because I've spent a year with this person, he is talented in a way that not everybody is and cannot get out of his own way. That's the rule of whole, right? When you're in one stop digging would not put down the shovel. Not only would not stop digging, would not put down the shovel. And that's hard as a coach, that's hard to see that level of talent that just doesn't want to make the behavior change. Just a couple of really subtle shifts would change everything for him. That's everything. That's a tough one. Yeah. My thing, I turn away more clients than I take on. I'm very particular about clients I work with. I don't have a desire to work with a lot of people. I'll refer them to somebody else. I won't just say, don't call me no more and hang up the phone. I'll refer them to somebody else to get help. But I tell 'em I'm not interested in working with I understand. Yeah. Well and fit is important. I would also counsel when I've got my consultant hat on, when I first got into financial services, there was kind of the guru who wrote books, Nick Murray, who used to tell us, never confuse the client you want for the one you've got. Make sure that we're working with people that for whom we want to be in that relationship and that we can serve that is ready to work with us. So you're right. I mean, that's what I talked about. Hiring help for values match is it's just important for a client to choose me and me to choose them. It's a two way street of do we click, is this going to really work? Do we trust each other? You said trust. Are you ready? Yeah. Trust when I tell clients, let's have a call and a screen share, whatever, so we could see if this is the right fit for both of us because maybe you don't like me or you don't like the way I approach things, or maybe I don't like you or the way you approach things. But I think of it, I want long-term relationships with people. The best clients I've had are clients that I've had for many, many, many. Because they were right fit people that we fit together well. And it didn't bother me when they called me at nine o'clock at night and texted me and whatever. You know what I'm saying? Because it was the right fit of things. So that's awesome. Alright, so I know I kind want to hear something negative because I'm always asking for positive things. And every once in a while I thought guess should talk about some negative experiences. But let's talk about some successes. Tell me a little bit about some of the successes. You've had with Sure. One of my longer term clients that I met after my first year, so we've just hit our five-year anniversary working together. So by the end of last year, by the end of their calendar year last year, they had, in our time together, they had tripled, tripled, almost quadrupled top line. They're coming close. They've got a triple on the way to quadruple top line holding staffing level the same. That's good. That's getting every segment of the leadership behaviors that's making sure we've got a process articulated, designed everybody on the same page for money, people, and time. It's making sure that we have a clear plan for not the six mistakes, but the six components of executing a clear business strategy. And that took their co-founders, it took the co-founders committing. It's easy to say that this is what we achieved in that chunk of time, but man, there were some angry voices here and there. It was really a test of just how willing are they to are you to be out of your comfort zone in order to change. But we met at an event in our city and basically other people who were years ahead of them in business were saying, Hey, if you really want to want to take your business to a different level, hire a good coach. They will help you. They'll give you the objective perspective and if you'll do the work, you'll get the result. And they did. So they got the result. It's like all sports analogies applied to what I do, and they really got some very positive results from committing to make the changes that they want to make. And the best part was they got really clear about their own values and that's what's been so impactful to their growth is we have the same number of staff, but very different staff. Can. You still hear me? Barely. I had something go on in here. I don't know what happened. I lost my system. Something is wrong since the hurricane. This is the second time this happened to me. Yeah. I still show this recording on my side, but I don't see you. I can hear. You. It's working. It's working, but I'm not in it anymore, so we'll have to edit that out. Let me go out and come back in to wrap up. Okay. Okay. Let me figure out how to turn it all back on. I apologize for that technical difficulty. I don't know exactly what to say. We're back. Okay. So Ken, nuts and bolts. Let's maybe dive a little bit deeper. Let me see how to set this up here. Why don't you tell me a little bit about if you had somebody right now who's interested in, they have some pain points in their business going on right now where maybe they do feel overwhelmed. They don't have enough time. They want to spend more time with their family that I'm making the money that they really thought they could make. They have maybe issues with staffing. And so they're interested, they read your ebook and now they're going to contact you. What would you say to that person who now has some interest in working with you and finding out more to see if they can, you can help 'em to fix some of those? Where I always go with clients if they know what their issues are and they want to know what kind of plan we put together, I recommend they just schedule one of my breakthrough strategy sessions. I'll use profiling tools I mentioned earlier. I'll demonstrate for them, it'll be a real coaching session where we talk about the gaps they have, what they're trying to achieve, what coaching will look like as a framework to get them there. And they're going to know at the end of that 90 minutes, number one, if they want coaching and that they will get them where they want to be. And number two, if I'm that person. So they'll be in a position to say, heck yes or heck no by the end of it. And that's the best place to do it, is try it before you buy it if you will really get in there, get invested. It's simply for 90 minutes worth of their effort and sharing that information. They're going to have an answer as to whether or not this is the vehicle that gets from the business they've always hoped to have. What do you think the general feelings are of these individuals when they're in the mess, when they're in the problem, when they're in the gaps, what do you think they're feeling? Are they feeling like there's no solution or. Yeah, I think they read enough people on social media that they figured that's just a grind. It's just the way it is. That's just owning a business. This is just how it feels. It's just part of, right. Hey, start your own business and you too can work a hundred hours a week. Work as much as you want. They feel like that's just the way it is. And what I would share with them is, I worked with enough business owners. That's not the way it has to be. That it's a choice. And they don't have to feel frustrated. They don't have to feel overwhelmed. And they certainly don't have to feel like that's the way, or that no one understands what they're moving through in the moment. I absolutely do understand what they're going through. Yeah. Yeah. That's interesting. That's interesting. So a lot of people out there are stuck in these kinds of ruts and they just think that's the way it is, and they need to come across somebody or something that tells 'em, Hey, do you know that there's another way? There might be another way. It might just not be just the way you're doing things. That's awesome. So we need to get that word out. We need more people to know that there's a better way. I believe a hundred percent in coaching. I've spent a lot of money on coaching. I've had many, many coaches. Currently I have three. Exactly. It's like for me, my philosophy, the last 10 years has always been like I am at the top of my game. I want to stay at the top of my game. And so somebody who wants to be at the top of the game and really be good, have somebody to coach you, how else could you be at the top? If you don't have a coach, you got to shoot. You got to shoot 300 baskets a day. If you want to be a star player and you need to make sure you stay at a form and you eat right and you sleep right, and you take care of your physical needs properly so that you can perform at the highest level. Yes. So you need help. To your point, Eddie, I think any football coach is not telling their players how to play the game. They're observing them and say, Hey, did you know that if you moved your arm back two inches, you'd get another 10 yards out of that throw. It's perspective and observation and support. It's the support that we get. And you're right. Yeah, I too have coaches. I've always had coaches for different things. I see the results in myself in my own business and my own practice and certainly in my own clients. Yeah. And most coaches, my advice to anyone looking for a coach is shop. Ask us anything you want to ask us, we don't have a problem answering your questions. And if we do, that's probably not your coach. Move to the next one. You got to dive with us or it's not going to work. There's going to be some partner conversations if you'll some animated conversations. They're not hard at all. They're animated, they're exciting. We're working through stuff. You got to trust that other person in both directions. So I'm going to drop in the show notes, links to your ebook and your website so that people can get in touch with you. I know I've asked you some funny questions and some interesting questions. Is there anything that you would like to talk about that we haven't discussed so far? Or would you like to expand on anything? Yeah. Even though I, I've listed many people time and some of the other frameworks I use for coaching, the one thing that I want that I would like any listener to understand about coaching my job is first to always help you and be focused on you to of local awareness so that you as the owner, as the one who actually has a lot of answers in your head, can find them. That's what I'm doing with that awareness piece. And the other component that I would every single person to know about coaching is as a coach, what I'm presenting you with observations that I can see, I'm not attached to your answer. In other words, if it doesn't fit, that's fine with me. If it does, that's good too. It really is all about my client and what they're trying to achieve. That's the focus. So that should help with any sort of misconception that I've arrived with the secret sauce to make all of your business issues go away. They're actually in your head. I'm here to help you find them. Exactly. Excellent. Well, listen, Ken, I appreciate you. I would like to talk to you some more, but maybe we come back and do something a little different in the future and come on again. Oh, I'd love to. Yeah, be great. Excellent. Alright.