The Jasmine Star Show

The CEO’s Guide to Working ON Your Business (Not Just In It)

• Jasmine Star

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Join the waitlist and be first to know when I open applications for my next 7-Figure Mastermind here: jasminestar.com/mastermind

Let me guess… your to-do list looks like a CVS receipt. You know what needs to get done, but you’re constantly asking yourself, “What should I do first?”

Friend, you’re not alone.

Whether you’re scaling past 7 figures or juggling multiple team members, the question I hear most often in my mastermind is: “I know what to do… but what’s the right order?”

So in this episode, I’m sharing something straight from a recent mastermind call I hosted with powerhouse women scaling their businesses to $5M, $7M, and beyond. (Spoiler alert: their struggles might sound very familiar.)

We talk about:

  • Why doing more isn’t the answer—you need a system
  • The difference between urgent and important (yep, there's a difference!)
  • My 3-tier decision-making hierarchy—think of it like a wedding cake but with more spreadsheets
  • Real examples from actual founders (with permission!) that will help you map this strategy to your own business

This framework has helped some of the most successful entrepreneurs I coach figure out exactly what to prioritize—without getting lost in the weeds.

If you’re tired of being stuck in the bottom tier of your business (read: putting out fires, managing details, being in 87 Slack channels at once), this episode is for you.

Let’s get you back to CEO mode.

🎯 Oh, and if you’re curious about what it’s like inside the mastermind or want to be on the waitlist for when doors open again, head to jasminestar.com/mastermind. I’d love to see your name there.

Click >>PLAY<< to hear all of this and:

[00:00] Why you’re not “behind” in business—and what every 7-figure founder feels but doesn’t say out loud

[00:57] The common pattern Jasmine noticed across multiple 7-figure businesses

[02:48] The three-tier hierarchy framework that helps you decide what to do next

[04:39] How to define your involvement at each tier—top-level strategy vs. bottom-level grunt work

[05:37] Real business examples from Gri and Abby (and how to apply this to your own list of initiatives)

[06:40] How to prioritize based on revenue, not urgency (and why that’s a CEO superpower)

Listen to Related Episodes:

For full show notes, visit jasminestar.com/podcast/episode543

Jasmine Star 00:00:00  Do you ever get caught in the weeds of running your business? Like one minute you're working on high level strategy, and then the next minute you're doing grunt work and you ask yourself, is this normal, or am I doing it wrong? I am here to tell you that you're not alone. I host a mastermind for seven figure founders. These are all empowering, inspiring, incredible women who are growing these massive businesses. And recently, as part of our mastermind as one does, I meet one on one with every single person. And I started noticing a pattern. Now pay attention, because you might fall into this pattern too, that despite the size of their business, if they were doing two, five, $8 million, the pattern was the same. These people founders, entrepreneurs, they know what to do, but they just felt a little bit shaky on the order in which to do it. Maybe you feel the same way, you know, like all the things that need to get done and you're like, oh, but which order should I be doing it? Well, I'm going to walk you through the process of a three tiered hierarchy and how I decide what I need to do next in the business, and I hope that you find it helpful.

Jasmine Star 00:01:02  Now, I just wanted to start off by saying that this right here, this conversation that I'm about to share with you and what you might be experiencing, it's proof that it's normal. You are not behind. You are not doing anything different. It is normal to sometimes feel overwhelmed with what is the next best step. But today, let's chat about how you get out of doing a lot of the grunt work that keeps you working in the business and not on the business. Welcome to the Jazmin Starr Show. Today I'm going to be talking about how to stay high level in your business. My framework to empower you to work on the business and not in the business. Now, I want to also make sure that I'm going to be talking about a hierarchy of how I make decisions. I hope that you take this and you run. Now, also, what you're going to be hearing is a recent clip from a mastermind call that I hosted online. Now, the mastermind is not open at this time, but if you would like to be on the waitlist or get more information, you can find all of that at Jasmine star.com/mastermind.

Jasmine Star 00:01:56  I will be linking it in the show notes, but what I'm going to do now is I'm going to share audio and visual from that call to share the framework that I had shared with the crew. So let's go to that now. I'm very thankful because what I'm about to share, I got permission from Gary and Abby, and so I based on a lot of the conversations that we had, there were so many similarities that what I wanted to do was come up and share my framework for creating a hierarchy of how we make decisions and how we index those decisions. If at a later point in time, I would like to use this content in any other capacity, I would first and foremost have to ask Gary and Abby, and they would 100% have to sign off. That is not my intention, at least not yet. What I'm trying to do is I'm trying to document the way that my mind is thinking, sharing it with you, pressure testing it with you so that you go and apply it to your business and get these really massive results.

Jasmine Star 00:02:48  On the back of the calls that I've been having with you, a brilliant seven figure founders scaling to eight was that there's a lot of people who say, I know what needs to be done, but what do I do first? And if there's one thing that I've deeply understood as a power play of mine is I can see patterns and I can distil order of operations. And so what I saw was GRI had five main initiatives in her business that she wanted to deploy against. And Abby had about five main initiatives, other considerations to take into consideration. Now, many people on this call had a series of sets of things to do, and there was a similar pattern. Now, I know it sounds basic, but understanding the order of operations is a skill. This is not something you're born with. This is something you build. So now what I want to do is I want to prepare you with the skill that you will need, and I want you to highlight it. So now you can see it from here on out.

Jasmine Star 00:03:38  So I understand that we are busy with so many things to do, but guess what? That is the life of a builder. This is the life we chose. So if then this is our norm. What I want to do is to show you how not to waste precious time and energy, but simply identify the order of operations. Now, this is the first time that I'm actually putting words to it. So please help me make it better so that you understand. I want you to think in terms of your business as three main tiers. Think of this as an old school wedding cake. You have your top tier, your middle tier and your bottom tier. Now your top tier or your big initiatives, your goals, your massive considerations for the year. That's top. The middle tier is focusing on one initiative at a time with key stakeholders. And the bottom tier is the ground level work. Your involvement with this is in order of dissension. You are most involved in that top initiative casting vision for the goals.

Jasmine Star 00:04:39  You are somewhat involved in the middle, but making sure your key stakeholders and your leaders are taking it from there. And ideally, you do very little at that bottom level groundwork. So there are three steps in each tier. Every fall we get three tiers, three steps in each tier, your top tier. Those are your big goals, your big initiatives for the year. Step one of tier one list every initiative, project, and goal. You saw me do this just five minutes ago with page. All we did was we listed every initiative and then. So for Greece, Greece had her five initiatives, which she had to refine every SOP for launching her mid-market offer. She had to build a funnel for her mastermind, including sales directors and SOPs. She had a retention initiative for her mastermind. She had to create a social media system for her lead and deal flow, and she needed to create a podcast system for her lead in deal flow. Let's have another example of tier one. Step one.

Jasmine Star 00:05:37  That's Abbey. Now, Abbey didn't have initiatives as much as she had considerations. I'll explain. She wanted to start cultivating relationships with Weil affiliates. Number two, she wanted to remove one of her summits to focus on her own event. Number three, she wanted to revamp her membership. Number four, she wanted to build funnels to her membership. And number five, she needed to decide if her custom built membership should have more investment, or if it should be taken off to another platform. Anybody here understanding where we're at or feeling that same pressure? I know what I need to get done. I now know what I need to prioritize. WTF is the order in which I do it? So what I just shared were two separate businesses and their initiatives. You probably feel very the same way. So list those initiatives now from tier one. Step two to organize the list by an order of operations. And this is where muscle is built. I want you to think carefully about what must be prioritized in terms of revenue.

Jasmine Star 00:06:40  Now there's going to come a point in time where your business is making so much cash that you can dilly dilly. But for most of us, as we scale to eight figures, we're thinking priority of revenue. I want you to carefully weigh what is urgent versus what's important. I think I need to say that again. We need to prioritize, not what is urgent, what's in front of you, what's on fire. We need to focus all of our attention as CEOs on what's the most important. So now let's distill down with GRI Greece membership renewals where 90% and those renewals occur. In September when I had a conversation with her it was February. So while renewals are a huge revenue driver for her, we had at the time seven months before that happened as a result of 90% of the renewals happening in seven months. I was like, let's bring this down because I think there's something else that's going to be more important for us to tackle. So I want you to use the foreseeable future to prioritize revenue streams that have the greatest impact once they are optimized and systematized.

Jasmine Star 00:07:44  So as you're creating the hierarchy, think in terms of revenue. Now let's give and I'm going to talk to you about the systems of how we do that in a second. Now we're still on tier one step two. And we're using an example of Abby. My question to her was how soon could or should she build funnels into the membership, given she has two promotions in three months? Anybody here have all the things to do? And then when we add on one more thing, we're like, where does this fit? Okay. So she knows that ultimately her big move for Abbey through the end of 25 and 26, that big move for her is the membership. How soon can we get that going? So she had one of two promotions that had a beautiful tie into the membership, and I was like, oh man, can we do whatever is humanly possible to get this beautiful promotion as a clean tie into the membership? How soon could you prepare onboarding for the membership for those ideal clients? What needs to be in place for this to happen? Does she have the bandwidth to focus on the membership if the next two promotions are mostly on autopilot? If those are mostly on autopilot? And I'm like, okay, great, can we bear down and not miss this opportunity to go through that revenue driver? Now we're on tier one.

Jasmine Star 00:08:56  Step three communicate to your team, the order of operations, and explain how you arrived at your decision. Tier one. Step three communicate and ask for feedback. So three we had a conversation and she had very clear expectations. And she had a clear way of communicating what she needed from her integrator. She said, great, I have my order of operations. I have a clear plan. Now she talked to her integrator. It was a recent hire. She asked for specifics. She set clear expectations. And as a result of being so clear of what she needed, she realized. And it was revealed that maybe that new hire may not be the right fit for what she needs. But without that level of clarity and expectation, she actually could not have asked from her integrator what she actually needed. So what did we realize in tier one? That's an US job. That is the CEO job. Top tier initiatives, thoughts, layouts is on us and the clear we get, the easier it becomes for our team.

Jasmine Star 00:09:56  And then we communicate. So our team is on the same page. Let's go into the middle tier. And that's where we're going to be focusing on one initiative at a time with our key stakeholders. So we're on middle tier. Question one what is needed from you as a CEO. Looking at this initiative. What is needed from you? Number two of tier two. What is the clear definition of success? How does the team know they did a great job. How do they know they've won. And what are you using to measure that success? Tier two middle tier consideration three A clear definition of what is expected. When we feel frustrated that we're in the weeds, when we feel frustrated that we think that sometimes the team is missing the mark. It's less on them and more on us as leaders. What was needed for us? What was the clearest definition and what was expected? The definition of success and the definition of what's expected. That's what's happening in that middle tier. And lastly, the bottom tier of this cake.

Jasmine Star 00:11:02  Of an order of operations is ground level work. Bottom tier consideration number one is the project plan fully created and tasks assigned. That's the bare minimum. We do not want to start a project without it having fully created and task assigned. That is how we get a true sense of how long this project will take us. The bottom tier of this order of operations, Cake is the project manager keeps everybody on track. That is that person's job. Move the ball down the field. We already have clarity of success. We have clarity of the order operations. We have clarity of what's to expect. We have clarity of definition of success. The project manager moves us for that so that we hit those definitions of success. And then finally, the third consideration of the bottom tier was clear KPIs and projected outcomes or projected revenue. Sometimes they're running the same and sometimes they're very different. If you're doing an internal project, what's the outcome? If you're doing an outside promotion, what is that revenue. And so as we began this call on the back of me having one on one consultations with business owners, this was number one, the pattern I saw.

Jasmine Star 00:12:16  And number two, a muscle that I have learned to build over time, an order of operations, what is expected from the team, the priority of those things. Where am I in the order of this cake? What is needed for me and how do I hold the team accountable? So I wanted to break that down and distill it to have you step more into clarity as you start prioritizing your projects and what needs to be done. If there are any questions or clarity, I am here to answer all of that.

Speaker 2 00:12:45  I think I can find the bottom three. Can you just list out what the three were? Because I have the projects created and clear KPIs, but I somehow missed one.

Jasmine Star 00:12:54  The bottom tier is ground level work consideration when the project plan is fully created and task design the bottom tier. Consideration two Project Manager keeps everybody on track and bottom tier consideration number three clear KPIs and projected outcome revenue. Do you have a.

Speaker 3 00:13:12  Question on how you organize the list? So when you talk about the big initiatives and you're deciding, how do I organize this? What do you look at to prioritize?

Jasmine Star 00:13:22  It depends where I'm at in the business.

Jasmine Star 00:13:25  And so if if we need to prioritize revenue, then that's what I'm putting forth first. And so in the examples that I had provided, we did have to make revenue considerations the most prevalent consideration. Now there are other times that when I'm creating or projects initiatives, and then I look at the size of the team and I say, okay, well, given the constraint that our team is, let's say on the smaller due to the season, then I might not have to do our big initiative. That would require more people because we would need more time to hire and onboard. And so that's another consideration. So it's not like a, a perfect this is the structure I always follow. It's where am I at in the business, and what's going to get me closer to that long term vision. And so I'm prioritizing what I need. Given the state of the business, and if you have any other clarifying questions or if I can deal it down or like parse it down even more, please feel free to ask.

Jasmine Star 00:14:12  But that is currently how I prioritize. But for instance, this morning when we did an exercise with Paige and we said, hey, she has these great ideas for new lead gen and she's like, these are the four that excite me. And I said, great. Well, based on of these four, because I know nothing about where she is. She said, well, this one feels like the lightest. So right now she doesn't have to make a revenue consideration, she has to make a bandwidth consideration. And we went through the bandwidth consideration. And guess what? It was based on a lot of assumptions. And when we saw the work that would be required, I would ask Paige as a coach and as a compatriot, hey, we got to do the same system for all of your other options because there might be another option here that's less bandwidth intensive, even though it doesn't let you up as much, but it's going to get you to your goal faster.

Speaker 4 00:14:57  Jasmine, can I ask real quick? This was pure gold for me.

Speaker 4 00:15:01  I needed to hear this. I need to hear another 20 times. I am finding that I am doing way too much in tier three because otherwise we're falling hundreds of orders behind. So every day for the last like 14 days I've been here till 9 p.m. just filling dum orders. I know I need to hire people, but this is giving me clarity on how to communicate to the team. Maybe they can do the hiring for me. Like maybe they can go out and find some more people to cut fabric.

Jasmine Star 00:15:32  The reason why we're having this conversation is because we're not alone in this. We all hit these very similar inflection points, and some of us can move faster out of them. But I do agree that good people know other good people. So if they can fill your referral funnel, tell your team. If you if they refer somebody and they stay on your team for more than 90 days, give them a finder's fee. Incentivize your team to find other amazing people? I wouldn't abdicate the entirety of your hiring quite yet.

Jasmine Star 00:16:01  You can have somebody do preliminary to save you time, but all of at least right now, I do all of the final interviews. I want to know exactly who's coming on the team. I want to know what they're about. I want to get into their heads. But part of what I think is happening, Natalie, is you can absolutely tell your team. The story I'm telling myself is if I give this up, our orders are going to be messed up. And then you have to say, that's a story I'm choosing not to believe anymore because I need to trust you. So how do we build trust? We build trust by you doing what you say you're going to do. So if our goal is to have a 98% execution, perfect order mark, then what we're going to do is keep track of the orders that are not that, so that we're all on the same page. And so I'm going to trust that you are going to get 98% of our orders. Right? I'm going to trust that these are the expectations.

Jasmine Star 00:16:50  This is how we ensure that we have it. You're going to put your name on every single order so that if it comes back and it's out of alignment, we have a clear identity of who dropped the ball. And guess what, Natalie? It should not be you. It should not be you. And so when we see ourselves in that bottom tier of work, we have to ask ourselves what system is not in place? What story am I telling myself? And or how do I get my own ego out of the way? I don't know if any of these apply to you at all, but those are the considerations and questions that I want you. Always keeping in check if you're working in that bottom area. Thank you. Thank you. Just for the sake of time, we can come back. Oh, Abby. We'll finish here.

Speaker 4 00:17:32  Sorry. I wanted to raise my hand. Okay, so I don't.

Speaker 5 00:17:35  Know if this is going to come out right, but I'm just going to go for it.

Speaker 5 00:17:37  So I am definitely doing way too much ground level work still at my business, which is why it's been hard to get some of these other initiatives off the ground. And I need to figure that out and get out of the freaking way and stop being the bottleneck. So when you're in a place where I think we've heard the theme of, like, you know, profits are just weird and things are up and down, and one day it's like everything's great, the next day we're all like, at the end of the end. How do you prioritize speed of getting it done, with the investment of paying more people to get it done, with the risk of return on investment for what you're paying those people? I have no idea if that makes any sense, so let me know. But I feel like I need more people. But I also know it's going to take X amount to get those people. And when you're kind of starting a new initiative on certain goals, you don't necessarily know what the return might be yet.

Speaker 5 00:18:18  So how do you prioritize how much to spend to get get yourself there faster? Does that make sense?

Jasmine Star 00:18:23  Absolutely. So if it is a completely brand new, never been marked territory, I'm very, very cautious with how much money we allocate to that because we actually don't know the ROI quite yet. I feel a lot more confident bringing on people to other projects that are already producing money. So in our case, let's just go. Apples to apples. We know your membership is producing money. Is it producing as much money as you would like or is a viable option? Absolutely not. But we know that there's margin there for somebody to come in on an already proven concept and only elevate from there. So if I had to hire, I would be looking at what can I safeguard against from revenue and take more of the risk on myself. Because I know you, you're a you have a high capacity, you can work. So peer to peer, I'd say I take most risk on an offer that has been untested so I can build the system so I can understand the SOPs so I can do it before I hire somebody in to take the job that I know that I'm doing now.

Jasmine Star 00:19:20  Other people do it different ways, and there's not a right or wrong, but I kind of come from the scrappy school of belief that if I'm going to hold you accountable to do something, I need to know how to do it. Like, I can hold our launch manager, our director of marketing, I can hold Katie as we do content. And now Katie's so good she can hold me accountable. So now we have two counterparts in everything that I'm doing to make sure we're holding each other accountable. But for new efforts, it's only a proven team or myself to take off those new things if I'm not quite sure what the ROI is, thank you. And for in this instance, you have two other events that are on quasi autopilot, but you know them so well I would absolutely bring in somebody to do PPM work the least amount of training, the least amount of bandwidth, the least amount you can get a strong PPM. Not for, you know, 60 or $80 an hour. You can bring in a strong PPM offshore.

Jasmine Star 00:20:08  Explain the process. If the SOPs are there, this person can move the ball down the line that is moving cog work. Get a high functioning cog mover. Oh, you get your life back. But the systems and SOPs have to be there. And I know that for most of these independent launches that you're having, you have that in place. I would turn that over if if this person can do 80% good job in what it is you're doing to free you up to get on a bigger platform to make more money, I would 100% do that.

Speaker 5 00:20:29  Okay. Thank you. That helps a lot.

Jasmine Star 00:20:31  Thank you. Welcome back. There's a couple things I want to clarify that perhaps wasn't as clear on that call since I've been working with these entrepreneurs for over eight months. They know a few things, but I just want to make sure that things are clear here. Every business has its own org chart. They're all constructed differently. But I can walk you through an org chart of how the business has grown throughout the years, and it starts at the top with the CEO.

Jasmine Star 00:20:55  That is currently where I sit. And then we move into a CEO and. Oftentimes this is called an integrator. Perhaps you call it a director of ops or chief operating officer. That is where currently on our team, a woman by the name of Jade sits. Now, underneath the CEO are a series of divisions. And each of those divisions we have a division director. So a division director for marketing, a division director for finances, a division director for different aspects of the business. Underneath the division directors, we would have a series of managers. And sometimes a division director doesn't have a series of managers. Sometimes they're working directly with a PM. But for the larger divisions, like for marketing, there's managers in there who are making sure that things are moving down and we're moving different strategies. We have a marketing arm for the podcast and a marketing arm for our Legion, and a marketing arm for social curators. We want to make sure that all of these things are running synergistically. Below that, we have our project managers.

Jasmine Star 00:21:54  Now, not every organization will have a project manager. We have just found that due to the nature of what it is that we do. A project manager has worked best. Now the project manager is the person who's watching the team get the tasks done. And we have created projects in asana where the project manager, so the division director will cast a vision, will lay things out. We'll be working with the managers to say, you guys are going to be responsible for the projects that you are creating, and then if that department has a PM, that PM is going to go through the asana project and lay out every single stinking task. Those tasks are then assigned to people. And that project manager every morning is saying, are we on track? Are we on track? Are we on track? Are we on track? And then if we're not, is communicating to the team why having dependencies. Things can't get done without this department getting it done. And we're making sure that we're all on the same page.

Jasmine Star 00:22:40  I just wanted to make sure that when I talk about a project manager, some people might have a project manager, some might not have division directors. But I just wanted to give you an overview of what it looks like in our business. And the second thing I wanted to clarify is people might be wondering which could have been a subsequent question is, am I ever in bottom tier tasks? And the answer is yes. Absolutely. At this point in my business, I am absolutely doing bottom tier tasks. So what are examples of bottom tier tasks that I'm doing? I'm doing things that nobody else in the organization can do even if they're at the bottom. So for instance, when I record podcast advertisements, I'm doing that. It is a bottom tier task, but I'm doing it because I'm the only person on the team who could possibly do that at this point in time, because it's my podcast and my name is attached. Also, I personally respond to my direct messages does everybody need to do this? It is a bottom tier task.

Jasmine Star 00:23:33  It could easily be outsourced, but I like to respond to DMs because I truly like to get to know who's listening to the podcast. I like to know what content is resonating. I want to know the biggest pressure points for entrepreneurs. I like to know what content is actually popping off or what content is not doing great. And so people talk to me and I get to say, what words are they using? What is their language? What are things that they're okay sharing a DM that they probably wouldn't be sharing out on a comment here. Again, my personal decision, but it is a bottom task that I am still doing and working on. Okay. The third thing that I want to take into consideration is if you are in the weeds and you're not in my mastermind and you don't have a one on one call with me. Well, that would be a disservice if I just said, okay, so don't be in the weeds. What I want to do is I want to give you a framework for how to get out of the weeds.

Jasmine Star 00:24:20  Now, I am not saying it's fast, and I'm not saying it's simple and I'm not saying it's easy. I'm just saying this is what needs to be done. The best way for you to continue to grow your business without being in the business is let's see five steps. Step number one is to create an SOP. This is a standard operating procedure. Basically this is a work manual for what needs to get done. So let's just say you're like, listen, I absolutely need to get out of handling my social media or we use a different example. I absolutely need to get out of handling my calendar and my inbox. Great. What we're going to do is we're going to create a standard operating procedure. How do you like your emails responded to? What emails do you respond to? What emails do you not respond to? What's the protocol for passing it off to somebody else on the team? How do you archive. What's your folder system when somebody is scheduling something on your calendar, what do you say yes to? Do you do morning meetings? What time do you stop working? All of these things need to be put out in a document so that when you hire somebody, the document already exists, and they're not asking you a billion questions so that it makes you feel like, gosh, are you just terrible at what it is you do? No, of course not.

Jasmine Star 00:25:27  They just don't know what they're working with. They they don't know your preferences. If you write all of your preferences in an SOP. Boom! Off to the races. Now let's go into step number three. And that's to create a job description based on the SOP. You want to hire somebody based on what they will be doing. And that job description is so much easier to get done once you have it SOP. Step number three is to block time to interview on your calendar. So a common mistake for me is I would be really excited to hire somebody, and then I would look at my career like, when am I going to fit in these interviews? Well, if I've created an SOP and I've created the job description, then what I'm doing in the future is I'm blocking out specific times for interviews in advance, so I don't have to, like, move my weekly schedule because I'm reacting to something. No, I'm planning for it. As we have created our job description and as I've created time on the calendar, I'm also adding time because most, if not all of the positions we hire for we're requiring somebody to do a test.

Jasmine Star 00:26:24  If you join our team, not only did you make it through our job description and our interviews, we're actually having you do a test in relation to the thing that we do now. We pay for these tests. We do not use these tests in our businesses, but we pay for them because we want to understand how do you work? How do you think? What's your skill set? I want to see if you can do what you say you can do in a test, does it easily. Step number four is to block time to train on your calendar. So step three was to block time on your calendar to interview. And step four is to block time on your calendar to train. The minute we hire somebody, we have to make sure that we're giving them a positive infrastructure so that they can take our SOP and start applying it, but they just don't take an SOP and immediately start doing it. What we need to do is we need to set up time to say, let's walk you through the SOP.

Jasmine Star 00:27:09  Do you feel confident? Watch me do it. And then the next time I'm going to watch you do it, and then the next time you're going to do it on your own. But if you have any questions, ask me. And the last time you do it, I'm just going to trust you to do it. That's it. At once heard this coach tell me it's a let for let's when hiring. Let me show you. Let me watch you. Let me be here if you have any questions. And then I'm going to let you do the work. Lastly, you want to plan a 30, 60 and 90 day check in. When you hire somebody, we can never assume that they're going to be a perfect fit. So in the first 30 days, what we do is we assess we had an SOP. Are you running against the SOP? How clearly are you hitting the SOP metrics? And then if we are hitting or missing it, we have a conversation and we say, great, in the next 30 days I'm going to need you, just need you to do X, Y and Z.

Jasmine Star 00:28:03  We're going to go back to that SOP so that you know what to do. And we know by day 60 if they're going if we're going to continue them to 90 days for that final check in, or if we're not, it usually takes about 90 days for us to understand, like, are you pacing with the level of team that we are on? And so we create these podcasts. I am sharing an inside look into the mastermind, because I want you to be working on your business and not in your business. I want to save you all the time and the energy in the years that I wasted trying to hire people, the mistakes that I made when I didn't adequately prepare a team and say, let me shorten your learning curve so you can go and do big and amazing things in your business. As you build a team to step into the next version of yourself, I want to say thank you for watching and listening to The Jasmine Star Show. If you'd like more information on the mastermind, you can go to Jasmine's dot com forward slash waitlist and I hope to see you in the room.