Artificial Intelligence Podcast: ChatGPT, Claude, Midjourney and all other AI Tools

SNM204: Implement your Growth Strategy Management in the Year of Processes

October 20, 2020 Jonathan Green : Bestselling Author, Tropical Island Entrepreneur, 7-Figure Blogger
Artificial Intelligence Podcast: ChatGPT, Claude, Midjourney and all other AI Tools
SNM204: Implement your Growth Strategy Management in the Year of Processes
Show Notes Transcript

[03:32] Type of project manager software  

● Different project manager software offers different opportunities and they come at different price ranges, so you need to figure out which one works best for you and your team. 

[16:00] Writing down your process  

● Why it is essential to write down and pass on all of your processes  

[22:00] The leader 

● What is the job of the leader 


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Resources mentioned:

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The post SNM191: How to implement a business growth strategy on Serve No Master: Implement your Growth Strategy Management in the Year of Processes 

Connect with Jonathan Green

[00:00:00] Welcome to part three of the be your own boss series. It's time for you to learn about the year process in today's episode!
 Today's episode is brought to you by ClickFunnels. If you've seen one of my sales pages, you have seen ClickFunnels in action. Grow your business at servenomaster.com/clickfunnels today.
[00:00:15] Are you tired of dealing with your boss? Do you feel underpaid and underappreciated? If you want to make it online, fire your boss and start living your retirement dreams now, then you've come to the right place. Welcome to serve no master podcast, where you learn how to open new revenue streams and make money while you sleep. Presented
[00:00:36] live from a tropical island in the South Pacific by bestselling author, Jonathan Green. Now here's your host. I've been building and building towards this episode, and I'm excited. I'm really excited about this mini-series because we all want to be our own boss. That's why we're here. We're really into entrepreneurship and want to do more than just make money online,
[00:00:54] we want to get to that mindset of “I'm in control of my financial destiny.” The reason I built my own company was that when I got fired in February of 2010 during a blizzard I said to myself, I never want someone to be able to do this to me again or make me feel this way again. They fired me for something I hadn't actually done,
[00:01:10] and I so chose not to fight. I said, you know what? I don't want to be here. Why would you want to work for someone wants to fire you, can you imagine finding that? No, thanks.  This year, my focus of being a boss is 100% on process. It's about improving our processes, codifying our processes and organizing our processes to get them better and better, better.
[00:01:29] I read this amazing book someone recommended to me about a year and a half ago called the checklist manifesto by this doctor who really studied as part of a medical experiment how they can decrease preventable deaths in hospitals, especially from surgery. And so they would create checklists that were really short and they kept trying different ways because there's this mindset.
[00:01:51] This book is really, really good, it talks about the mindset of a virtuouso. So the surgeon should be able to remember every single step. Does that sound familiar? It should sound like how I talked about myself last week that you go, I have a six, nine step process, I'm not going to write it down cause I'll remember it.
[00:02:02] What they discovered is that they would decrease infection rates by 90 to 100 percent with five-step checklist. All these little mistakes that would slip through the cracks cause there are a hundred things happening at once. There are three surgeons, there's the anesthesiologist, the main surgeon, the assistant surgeon, multiple nurses in the room, and surgical assistants,
[00:02:19] and there's so many things happening - of course, things will slip through the cracks. It's very hard because of the surgical culture  (sorry If you guys can hear my neighbors, they're uncontrollable). It's very hard If you come from this in the surgical culture, because it comes from the idea of doctors are infallible
[00:02:30] so it's very hard for a nurse to say, doctor, you missed a step. It's unfortunate, but it's true. The inability for that communication step to happen has led to far more deaths than it should have. That's really scary. So we need to have really good processes. And that book really motivate me. I said, oh, if surgeons need processes 
[00:02:46] maybe me, someone writes books should probably have some process in place too. Now, I'll be honest with you. I absolutely positively hate project management software. I have tried multiple times throughout my career, but it's so unnatural to me because I'm a creative type. I like making money, but I don't like remembering how I did it.
[00:03:00] So it's really, really outside my comfort zone. And I've tried multiple times over my career, but what I want you to know is that I'm talking about the process because this is something that if I could go back and start over, this is something I wish I'd done it right from the beginning. Many lessons I'm teaching or things that I'm doing now that I should have done 5, 8, 10 years ago,
[00:03:17] and I'd be making so much more money, I'd be so much more successful. Every single time I improve a process or get better at my project management software, I make more money. Every single time. And I want to maximize your revenue by teaching you the smartest things you could do from the beginning. Now I've tried a lot of different platforms.
[00:03:32] I've tried Asana, Wreich, Trello, Zoho, and Click Up. Let me take you through my experience. The first thing you want to look for is a project management software that your brain likes. What a crazy way to say that, I apologize, but that's exactly how I approach it. The first software I really liked was Wreich.
[00:03:48] I tried that a few times. What I liked about it was it had a cool view where you could forecast how long a project would take so you'd see due dates for each of her part of the project. I put multiple projects in,  I've actually worked with several iterations of my team in the middle of my career,
[00:04:01] we tried three or four times I never got to work right. I never really ran an entire project successfully using Wreich. It just didn't work for me. I've tried, I've used Asana when working with other people's teams, where they go, oh, we're bringing you in on this project, we use Asana. I use it a little bit.
[00:04:14] It just doesn't match the way I think. It's not that there's something wrong with it. When you're making a decision making about which software you're going to use, what you really want to look at is number one, is it scalable? This means you might want to use something completely different that's one person, project management tool.
[00:04:26] That's a time track or a time management tool where you can put in your tasks and it's really designed for single person use because those are priced much more generosly.  Many project management tools, in fact, most charge you per person. And they're great for one person operation, but as you grow, it gets really prohibitively expensive.
[00:04:40] So, you can get really trapped into a system that you suddenly realize was a poor decision. That's why I kind of talked about logical decisions and the previous episode. When we got really serious about project management and had our biggest success as a team was when we started using Trello. My team used Trello for about 14 months.
[00:04:55] What I liked about Trello was that you could see a little card moving from left to right. This is called a Kanban board. I did not know that at the time, but I learned more since then. And you can add tasks to a card. So basically what I had, they have a cool add on called Butler. It's a plugin that Trello eventually bought
[00:05:10] and when a card moves to a new column, it gets assigned to a new person and a new checklist added to the card. And I was like this, I like, I like that. That feature was really, really cool. And we reached to the point where when my team hit about 10 people, then it started becoming too unwieldy. We had too many boards,
[00:05:24] it was very hard for how we operate because sometimes the person has to be on six or seven different boards, and so we started to see limitations that I started to see if the team keeps growing, it becomes cost prohibitive. We can use software that's more powerful that has a higher base rate, but a lower expansion rate.
[00:05:39] So if a piece of software has a minimum of 10 users, right? If I leave a five-person team, it's not a logical use, but now we're in that zone so it's a little bit, and we switched to Click Up. Now,  Click Up, puts out updates every few days,  they are constantly updating their software to try and make it better and better.  There's some good and bad about it
[00:05:54] like everything. They don't have that automatically add a checklist as a thing as you move across a column, but we just train our team when you move a card, add that checklist. And they're going to add that automation feature, we have spoken to the support team. Hopefully, they'll add it soon, but I know, I do know what's on their additions board, but the reasons we switched to click up was that
[00:06:12] it's more affordable as we scale, it's a better pricing model for our team at our current size and budget and it's a lot more powerful, it has different types of views. There's a lady on my team, she was in charge of SEO and she uses this really crazy linear view. Every time she records a video showing me what she's working on
[00:06:28] it's not the Kanban view, It's totally different but it matches the way she thinks. And she's so efficient. Watching her is like watching a virtouso at project management. And so we switched to this platform and we do that because I want something that everyone can use. What's also great about click up is that you can create a custom view
[00:06:44] so even though you have 10 different boards where you get tasks, you can have a view that's just all your assignments, just the projects you're working on and it gives you a totally different dashboard that's custom that only you can see and allows you to manage and load what you're working on.
[00:06:57] I don't really use that feature yet, it’s a little bit sophisticated for me, but I'm trying to work towards it. We're just continually trying to improve our processes and that's part of the things we're working towards. Once you've chosen your project management software or your task manager software, they'll call it task manager
[00:07:11] if it's just you working for yourself. The next thing you want to use...In fact, I'll give you some links to tools that I like for task management if you're working as an individual, but, there are so many options out there, you just want to find one where you look at it and you go: this feels like how I think.  That's what you want,
[00:07:25] something that feels really good for you. The next type of software as part of the year of process is time tracking. I had some employees that I hired before I was using time tracking software. I've slowly, they've moved on to other teams because I need that in place so I can see what everyone's doing so I can get a view.
[00:07:39] You need to track what you're doing as we talked about last week and as you grow, you need to track what your team is doing. The reason we do time tracking is that we are trained as a culture to be massively inefficient. Most companies reward inefficiency. Bureaucracy is built around inefficiency.
[00:07:53] Here's how it works on a high level. If a governor ministry or a government department, depending which country you're from, let's say they have a budget of a $100 million and they only spend $93 million dollars, next year, their budget will be $93 million. The idiots at the top have this mindset of, if you don't spend your entire budget this year will decrease your budget next year.
[00:08:13] So what does everyone do? They go on the old December spending frenzy. They'll buy desks and photocopy machines cause they have to spend their budget or there'll be punished. So efficiency is punished on a financial level at the top levels and this is throughout most corporations as well. They go, oh,
[00:08:29] you only needed 14 employees last year, well then now your budget is for 14, you can't have that 15th employee cause you did it last year, you don't need them this year. And on an individual scale, if you finish a task fast, what happens? What's the reward for completing an impossible task? Another impossible task.
[00:08:44] If you take a two-week project and completed in two days, they're going to give you a three-week project and then say, okay, finish this in two days. Success is punished by poor management. This isn't always true, but this is often true that people are promoted to the level of their incompetence. If someone is excellent at job one, they'll get promoted to the management of a job.
[00:09:00] If they're excellent at that job, they get put to job two and when they're managing jobs, one and two, they're at this job three, they're managing the two levels below them If they're not good at that job, that's where they'll stay. They won't get promoted to another level, but they also won't get demoted.
[00:09:12] Nobody goes, hey, you know what? You were great at your last job, you're not good at this one - demotion, even though that's the right thing to do. Nobody can handle it because the people would quit. You can't push people back. So this is why people have to go to their level of competence, they keep getting promoted until they don't have the ability to prove they can do the next job.
[00:09:28] And so we have companies filled with people that work in a way that's inefficient. There was a study I found that said on average, people spend six hours a day at work checking their email. That's an eight-hour workday. You're spending 75% of your time looking at email and you probably don't need to, unless your job is professional emailer.
[00:09:42]I am a professional email and I don't do that. So if you're not tracking your time, there can be massive inefficiencies. There are things that you can do that are total time killers. I talked about this a lot in some of my authorship training. One of the things you can do is just turn off the internet if you're not using it.
[00:09:55] You would be amazed at how many alerts you get. My phone has no active alerts. It sounds crazy. My phone rings, It doesn't make a noise, it doesn't vibrate. Unless I'm looking at the phone when it rings, I won't know. I don't get alerts on social media messages, but I bet you do. We get all of these alerts and that's okay.
[00:10:10] But when you're in your work hours, you need to start paying attention to when you lose track of time. There used to be this great idea that the panacea of the future work would be multitasking. And so everyone would talk about, oh, I do five things at once, I do seven things at once...turns out - multitasking was a big mistake.
[00:10:25] That's why no one talks about anymore. Massive drops in efficiency, lots of things would fall through the cracks, tons of mistakes. It was a terrible, terrible idea. It turns out we do much better when we do processes in order rather than in parallel. Just the way the human brain works. So those trendy management ideas from 10 years ago, they all disappeared because they did not work.
[00:10:41] If you track your time and pay attention to what you're doing you'll be very different. With almost every single trainer, they make you write down everything you eat or take pictures of it. If you were too lazy to write it down, what happens? Well, I don't want to eat it because now there's a record. It changes us,
[00:10:56] it forces us to stop being so inefficient. Now, eventually, you can train yourself and you'll develop more and more efficient habits. When I was in high school or even younger, I could play a video game for like 14 or 18 hours straight, no problem. Now? Ha, ha, no way! I can't even sit down and network for an hour straight.
[00:11:12] it's so hard for me. That's why I can't really watch movies. I can watch a TV show because movies too much of a commitment and I want to get back. But still, the more you track the time, the more you track your output. Now, because of the way I work and I want to be honest with you guys don't track my time as much as I track my output.
[00:11:28] So I have a series of tasks I need to complete every day and I look at that. I look at how many podcasts episodes do I get the record? How many videos did I get done? How many different tasks did I complete? So I kind of do a list of tasks to measure my efficiency simply because I'm on and off the computer and time tracking it’s not really perfect for me, but I do time tracking with everyone else on the team and it's really, really good.
[00:11:46] I just, I've been doing this for 10 years. It's hard to do teach an old dog every new trick, but the sooner you start tracking your time and when you hire someone to go, okay, this time you can work me, here's how we're gonna do time tracking. You know, it's not a question of trust, I time track myself.
[00:11:57] You can see my hours too. It's just good for the process. Our next step is about creating SOPs. I want to tell you every tool that I use every time I mentioned it, some of these tools that I'm an affiliate for, and some I'm not, I use this tool called Clarify for my SOPs. Clarify is really simple. You push one, it's a, it makes a PDF.
[00:12:14] You push one button, it let you take a screenshot. You can either take a screenshot of the whole screen or you can crop something out like that shape and it puts a number in front of it it makes it a step so I can just do a screenshot, screenshot. It adds it to this PDF, It's totally editable inside their software
[00:12:27] and then I can add a name for the step and sub steps. So as I'm doing something that's visual sometimes I will do that inside of Clarify. I was doing that recently. We're working on creating SOP for my blueprint level products. I love creating blueprints, I'm really passionate about those because those are my most affordable products. Unfortunately, because of the way I built them before it's very time intensive.
[00:12:47] Usually I write the entire blueprint inside my computer. I'm logged into the website and I'm saving it right inside Ronan school, as I'm creating it. Unfortunately, I have a medical condition, which means I can't do that anymore. So now what I have to do is dictate the content that goes in the course, and there's kind of a process of here's the content,
[00:13:04] here's where we need screenshots, here's where we're going to insert podcast episodes, all that stuff. I physically can't do it on anymore. I was trying to do it recently.  I was working on SOP and I go, you know what? The way we create our page templates is inefficient. All these things need to go in place.
[00:13:16] And so I was working through it with Clarify,  sometimes just by trying to record an SOP process, we can see where we can improve a process. The reason that you want to create SOP is, and why we're doing this as part of our year's process it's very simple. I'm constantly trying to promote my team members.
[00:13:31] Once someone masters a process, they learn it, they develop it, they create into an SOP and then they can pass onto someone else to do. This is really, really powerful way to grow your business. When you have SOPs is in place that person can move on to something new and it means if that person quits you don't lose what they knew how to do, their expertise don’t disappear from your company.
[00:13:50] More importantly, you can promote them into being a manager for someone doing that job. I have certain positions in my company that one person is doing, and I'd rather have three people doing them and that person managing those three people cause we could scale. And that's what we're working towards our processes, but we can't do that until we've SOPs in place. SOP
[00:14:07] is another way of talking about onboarding. It's what you will show a new hire and say, here's how to do your job. Here's the instruction manual for what you do. It's so much easier when you get an instruction manual with your new job. Believe me, I've been through a lot of times and the ones that say, hey, figure it out,
[00:14:21] it's stressful, cause you don't know what to do when you're afraid you're going to do it wrong. And you go through those new job jitters. Creating SOP is a three step process. Number one, invent a process. Everything I do, I do in my own “Jonathan serve no master” way. I write blog posts in my own way, I do my research in my own way,
[00:14:35] I do videos of my own way. I have different processes for everything, but they're me, even though I'll go through a training course. I wanted to get better at doing 10 to 20 minute YouTube videos and I went through a really good course on it. They had their entire SOP and their process, and I said, okay, now we need to modify it to match how we operate.
[00:14:51] We need to modify for the software we use, for the project management tools and views for our staff. We don't have the exact same experts that they have, we have slightly different positions, so we need to move some steps to person A and some steps to person B, because we don't have a person C and we have a person D and they don't have that.
[00:15:05] We need to move tasks, some passes around, so we create our own processes that match how I record, how I operate, what my time schedule is like, what my intern schedule is like...I record during the day and I upload during the night. That's my only choice, that's when the internet works. My Internet's really fast at night and really slow during the day.
[00:15:20] So the first part is inventing the process. You go: okay, here's how I'm going to do it. Once you have that process down, then you want to go to step two, which is to record that process. So step one can be where you're learning the process, where you're figuring out the process, where you're testing it and you're making 
[00:15:32] sure it works. Once you have it, you go, this is how I want to do it every single time. When you write down your series of steps and writing down that of that will also often reveal things. You go, Oh, you know what I forgot about step four. The cool thing about having the steps written down is that you can go back and add in a missing step or add steps in later.
[00:15:49] Sometimes when I'm recording the process, I record the video using a loom, which records it automatically uploads to their server, and then I'll download an add to our backup server, but I can get people that loom link right away and it shows them exactly what I'm experiencing so they can see it step by step
[00:16:03] so something I might not have put down in my process using clarify, I might've actually skipped a step it gets everything. The only thing is that when you're recording a video, it keeps track of when you forget stuff or do something wrong, or the mistakes. But it's really, really good to keep recording because you can say to someone watching this. Every time I hired an employee or brought someone on the team, or tried to have someone on board and they have recordings of my process,
[00:16:25] they have massive success. It's really easy for them.  When I don't and I kind of forced them to figure it out, which is a failing in me as a boss, not in them as an employee, trying to become a better boss, we have friction. The ball gets dropped and then I get frustrated and I'm tempted to blame them
[00:16:38] and then I look back and go, I didn't train them right. I didn't provide that SOP is that step they forgot. It's not in there. There's nothing like when you're about to yell at an employee for skipping a step and you look at the SOP and it's not there. The buck stops right here when you're your own boss
[00:16:50] as I talked about last episode. Our step three in this process is to replicate. So we invent a process, record a process, replicate the process. When we're replicating the process, this means you can get someone else to do it. The best example of this is if you're a one person operation, you hire a virtual assistant, I've always failed at hiring virtual assistants
[00:17:08] now you know why. If you give a virtual assistant all of your processes and say, this is what I want you to do every week, follow this series of steps, you're going to go to forums,  you're going to find these questions and you're gonna answer them in this way. Here are our standard answer templates, you're gonna modify them
[00:17:19] and you're going to save them as drafts and then I’ll go in and finalize them. Now I can do 10 hours of work in 45 minutes.  Once you have a process and you're replicating it, you can push it down and then you can really improve your efficiency and start to make a lot more money. You can start to save a lot of money.
[00:17:33] The problem is when you hire someone, you hire a VA because you have a little bit of budget and you don't have your process mastered and recorded, then you can't replicate it to them. They're in a guest space. You're like, Oh, I hope they can do it. What I've discovered is that most VA's come with no useful knowledge. All their experiences are on processes that we don't use, they're from other companies.
[00:17:51] So we have to modify them, even if they have a lot of experience in understanding and developing processes that match our team. So what we want to do is replicate our process so that you can then go back to step one. Let me put it this way. Let's say you're building a business and you're going through my business model.
[00:18:05] No problem with that, you're building your first site, you built a blog and you have your whole process for how you come up with ideas, how you write posts, how you format posts, the more of that process you can get someone else to do. Now you have more free time, now you can start doing a podcast for this podcast.
[00:18:17] The only part that I do is the recording. I don't do the ideas anymore. I outline the episode myself, but my team will say, here's the idea, here are the phrases we want you to say, because these are terms people are searching for right now for once I record the audio, it goes to my video editor. He edits video and audio,
[00:18:33] and he will add in the front introduction and the commercial for the episode, the call to action, the opening and closing music. He adds in all of that stuff, masters, it sent it to someone else. Someone else runs it through the transcription process and makes really good transcription. Someone else makes really beautiful show notes because we have a process,
[00:18:47] I don't have to do that anymore, which means every time you have a process that you master, you can get someone else to do it for a less than it would cost you. If your valuable time is $15 an hour as we used in our previous example, as part of the be your own boss series, and you get someone else to do a task in two hours even if it took you one hour, it would cost $15 for you to do it,
[00:19:06] or $10 for someone else to do it. Now you're more profitable. And when you're on a large scale team, like I am, that's exactly it. I can have someone develop a bunch of processes, then I can move them into management and have them in charge of three people that are all implementing the same process they developed.
[00:19:19] So this is how you grow. I say, okay, you master this process, now I want you to develop a management process. So most of what we work out on my team, most of our conversations are about improving our processes, improving our SOP,  putting in better tracking, putting in better communication. How long should a task take?
[00:19:33] How can we do the tasks right? What is the line, how do we know when it's crossed the 80 - 20 line towards good enough, even if it's not perfect? All of those things, we're constantly codifying. We're constantly improving our checklist and tweaking our checklist and tweaking our language. If someone's working through a checklist and they keep running into a glitch that I might need to change that checklist or change some of the languages.
[00:19:50] And I do that a lot. I don't know if my company will ever reach a point where every single process we have is perfectly codified. But growth is this cycle. Even if you're working for yourself and you don't hire someone else, once you have the process mastered and recorded, then you can just keep redoing it over and over again
[00:20:06] and you just work that checklist so you don't skip any steps and you'll increase your efficiency. And it might seem like some of the things I'm talking about don't apply to you because you're early in your business cycle. That's absolutely not true. It's critical that you start your business with a plan to grow.
[00:20:18] If your plan is to be a one person operation 10 years from now, you put a massive ceiling on how much money you can make. Hiring other people means you get to make a lot more money and it means you get to support a lot more families. You get to help them and all their families, all those people need work.
[00:20:30] We want to help that economy grow. There are lots of people out there that need jobs why not help them and give them jobs. If we fail to plan, we plan to fail. If you start your business and your idea is I don't need to create anything, I don't need processes cause it's always just going to be me, when you do reach a growth phase, as I did...
[00:20:44] There's a reason this is my third large team. The first two failed because of me because I didn't have processes, I didn't know this stuff. I'm teaching you what I wish I'd known 10 years ago, what I wish I'd understood because I could've scaled so much faster. So from the beginning, you have to have a plan that you're going to grow because then these things make sense.
[00:21:00] If your idea is, Hey, I'm just a beginner and I'm never going to have a big team, I'm always going to be beginner then yeah, of course. Why bother doing this stuff? Because you're never going to grow. You got to start believing in yourself. And what you'll find is that when you codify processes it's a lot easier to make that decision.
[00:21:13] Should I do this or should I have someone else do this? Because you can send someone to process and say, do this once, tell me how long it took you. Guess what? That's one of my hiring questions. When I hire people, I'll give them a task. When I hired my SEO expert, I said, I want you to write an SEO brief, which is an article briefest where you choose a topic and you say all the different things we need, whether it's articles we're going to link to from our website or other websites, what are the main keywords,
[00:21:35] what are the main search terms, how long is the article needs to be, hat's the main competition and our SOP for article briefs is really complicated because we're always adding more stuff because. As you grow, the game gets more complicated. And I looked at two things who wrote the best SEO briefs to how long did it take them?
[00:21:48] If someone took eight hours, I was like, that's a long time because someone else did it in an hour and a half. So even if the shorter brief is a little bit worse, it's worth it because now I can get five briefs in the time it takes to have the person to do one. So how long it takes, we can't track that until we have
[00:22:02] our replication in place. And that's where real growth happens. That's why the things I'm doing are constantly changing because I'm mastering a new process, we’re adding a new traffic stream or a revenue stream to the company, and we codify that process, that means someone else can do it, and then I can stop wasting time doing a process that we have to codify because I can focus on the highest value tasks.
[00:22:22] My job is to spend my time making as much money as possible. Nothing else matters. That's leadership. I'm the Rainmaker. I need to bring in the high ticket clients, the high ticket partnerships, set the really big projects, the traffic flowing and get new people finding and getting massive guests on my show and appear on all the people's shows.
[00:22:40] That's what I need to do, use my time in the most viable way. Not because I'm pretentious, not because I think I'm the best of the best, but because I need to bring in as much money as I can so that I can pay my team as much money as I can. And that's part three of the year of the process of being your own boss.
[00:22:58] Thank you for listening to this week's episode of serve no master. Make sure you subscribe so you never miss another episode. We'll be back next Tuesday with more tips and tactics on how to escape that rat race. Head over to servenomaster.com forward/podcast now for your chance to win a free copy of Jonathan's bestseller Serve No Master.
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[00:23:29] Are you ready to make your first dollar online? Grab my free guide, how to make $1,000 this month@servicemaster.com slash one K.