Stop thinking of yourself as B2B or B2C. Start thinking of yourself as H2 H human to human, and then watch the results
Collaboration & Intituion
I’m a massive fan of collaboration with the right people. a great lesson for me that if you give people too many options and it doesn’t matter how good they are, brother, if you give them too many options, they’ll take. When you’re a naturally enthusiastic person and, you know, you build up other people’s energy that you feel that you’re aligned with you, you naturally just want to do things all the time and jump in and to projects together. You trust people and, and look, the reality is they probably are trustworthy people as well. But they’re just until you actually start working with collaborators doing the nitty-gritty in the trenches stuff. You’ve got no idea with the kind of, you know, who you’re actually working with.
People are that align with our core values and we are, they have a good feeling in our gut and, you know, we feel like we energetically aligned with that person or not. I get messages all the time from people and they sound nice and, you know, and then they’ve got a product opportunity and that’s great as well. I always come back to that and I go up, but if I want it to work with that person, Would they be the messages that I would have wanted to receive from that person, those first three or four messages, would that be the ideal person that I would want to work with? So I’d kind of try and look at it a bit sort of retrospectively in the present, and just then just align with my gut feeling as well.
When you talk about collaboration, I used to collaborate with everyone. Now I’ve got probably a core team of 12 collaborators joint venture partners. Like if this was me 12 years ago, that would probably be triple that and I’d be wasting a lot of energy and time and spinning a lot of wheels. Working out who, you know, who’s the best person to approach, but I want to just say, because we do have collaborators everywhere like you eloquently put buddy, and, you know, I think a lot of it comes down to our people. Talking to you like a business, or are they talking to you like a human being first and foremost? And that, that for me is imperative. And I think about some of the partners that have occurred just in the last 12 months, one of the partners over in California guy called Cody you know, we connected on Facebook. Talking about what I have done, what I do, wasn’t offering to ask for anything, but just, just without one, just introducing himself and connecting on that human level. And you know, when someone does that, they stand out like a beautiful sore thumb, and you can’t help, but go.
We live in a world where transactions tend to be the currency. How many eyeballs can I get? How many touch point’s can I get? Whether they’re negative or positive. It’s like, you know, I’ll send a hundred messages out to you to get one response to that.
Start with the successful JVs that have, you know, we just, it’s very clear. It’s very structured. It’s very, the expectations are very clear on, you know, what we’re going to do for each other. There’s a little bit of paperwork involved, but it’s minimum. Know if our core values align. If you can help us with this buy gifts for each other and all that sort of lovely stuff. And that’s the difference between energetically aligning with a successful JV partner, as opposed to just aligning with a name or you know, just focusing on quantity over quality here. 12 months ago, I sort of sat out on this journey and I scrapped all my business connections. Scrapped all of them, because all I was doing was spinning my wheels, going to, you know, different people, wasting time, wasting energy on, you know, Projects that weren’t working out as well as they should have done. And so I scrapped all my connections and I just started again. I accepted the part of that may as well, and how I was relating to people and how I was showing up and how that initial kind of relationship wasn’t working. You have to make those mistakes to kind of go well, either keep having more of this nonsense and BS. Get rid of contacts that are not serving and so-called friends that aren’t serving you as well. So cleanse having a good poach and knocking them out.
One thing that’s 12 hours’ work, four hour work week but the 12 week year by Brian Moran and all that stuff was sitting in there, but I was still wasn’t acting. So at that time it was taking action on a lot of that being more efficient and actually creating collaboration, intensive work blocks as well. Because look, you get what you put your energy on. You get the quality of what you get is proportional to the amount of energy you put into it. So if you’re not going to really bother putting much into collaborations, you’re not really gonna bother showing up the camera on lives or from your Facebook group or wherever it is, then you’re just going to get the results.
So I was actually putting three-hour blocks in at least three times a week, too. Build relationships with like-minded, similar core values,, those types of people that just. Basically a similar type of audience, but they resonate with me on a human level. And a lot of it in the early days was just really jumping on calls and actually just kind of jamming and doing now. Talking about our visions and what we want to do in business, we forget about our actual core purpose. Let’s not forget our collaborators need to align with our core purpose and who we really are and what we really want. But I do urge people to work on that because that’s the only way we’re going to attract the type of people that are going to be valuable to us and vice versa.
No fluff marketing
There’s a whole lot of like might and that’s a lesson that I had to learn. If I’m going to do this relationship thing, if I’m going to do this collaboration thing, I’m going to be intentional about it. You have to water the plant that you plant. You have to attend to it. You have to care for it. It sounds like you were intentional. You have to have that intention. Otherwise, you’re just going to be kind of in that reactive sort of state, rather than that proactive state, which is absolutely essential to success in any business. So the strategy, so I was, you know, no fluff marketing shop was part of that to collaborate with people first and foremost. But also to obviously then provide value as well.
One of the mistakes you made is giving people too many choices. So, you know, the answer to that, the inverse of that is obviously we’ll give them one and a clear path. What I care about and what I think you embody is like, how many results can you create? And how many lives can you actually change at bleep as not, not as a statistic or a dark bit data point, actually, how many people can you actually improve and, you know, as a person and as a business?
People are just guessing what they think their audience wants. This person’s doing it. Let’s test a version of that and let’s get rich, just like the other person. That’s absolute BS. Different audiences, Different sets of needs, different situations, different emotional needs, different everything, different stages of their business, and life journey. So the only way to know exactly what your audience needs right now is to ask them. And so many people don’t do it. It’s incredible. People just set this up, thinking it’s a great idea, or they’ll do the next worst mistake, which is asking a handful of people and they tend to be friends or they tend to be, they’re their best type of client that’s going to say yes. Procrastinating over a service or membership or a program or whatever it is and setting something up that their audience doesn’t even probably want or need at that point.
There is this kind of ego in business in that we know what our audience wants. There is a part of that and we kind of, we’re the expert. We know what our audience wants a kind of nonsense. The other part of it is that people just don’t like to ask questions. And in fact, even better than that should be automated into some sort of sequence that goes out to clients, you know like products do product companies do that well, but service-based businesses don’t do it well. So I think there is this kind of fear or reluctance to ask. People who perceived uncomfortable questions, which actually people love to give anyway. They love to give feedback.
And the success of our customers is directly tied to the depth of the relationship. We create to both understand where they are, where they need to go, and then how we’re going to get them there. Will they feel safe enough to execute that vision. When it comes to marketing being effective or your business or your service or your product is being in a relationship with your customers.
So the first thing you’d recommend is to ask. Like deepen your relationship with your customers, ask them open-ended questions, ask for feedback, like share things before they launched with them and, and get their direct feedback. Ask them what they experience live. How could you make it easier for them? Like, those are things that are there, and then that’s number one, then what’s the next step for people? They ask they get really clear, really connected. They get that feedback.
You’ve got to be very clever with the way that you ask the questions as well. So you the quality of the question is very important there. Fantastic questions that can go out to people and generate like.
- What would have stopped you from using this type of product or service before?
- What was the one thing that you know has really impacted your business and life?
- What changes have you seen from that? How has that emotionally made you feel and why?
- Would you recommend us?
- Would you recommend us to other services now?
They’re looking for that journey, aren’t they, which, you know, under your masters, they’re looking for that before, during after journey. So again, it’s strategic structural you know, make our lives easier, but yeah, so we get the feedback for the program.
Entrepreneurs, business owners to stay stuck for too long because they want more evidence that it’s going to work. Confidence in that you’re going to be able to get a person to their after state and then improve upon the process or the software as you go. One of the biggest lessons we can learn from SAS companies is offering a solution right now. Business doesn’t really connect with humans, isn’t it? Because you know you’ve used so many sound products. We’ve spent probably hundreds of thousands of marketing dollars on SAS products where we’ve just felt like another number or statistic. We haven’t used the software to its full potential and we’ve kind of come away feeling a little bit Blur because we didn’t really get any value from, we didn’t get any education. We didn’t get any sort of customer touchpoints or we didn’t actually feel like we were a customer and a kind of service to business type.
So there is, I feel there’s a great opportunity and, and, and that kind of knocks down to memberships as well for service-based businesses right now, to do it differently, do it better, be more intimate with those lower ticket type customers that you can nurture into higher ticket customers, or if you’re not wanting to nurture customers, then. Pivoting, you know, increasing your revenue each month, just by amalgamating, the existing resources that you’ve got and having a leverageable online membership products that existing customers would happily pay for right now. a unique blend of automation and human interaction, which makes up the best type of membership experience.
I’m not a big fan of automated support tickets and support like bots and stuff like that. In terms of when you’ve got paying customers meetings, I think if they put their credit card details down, you should have enough respect to at least have some human answering a question. And you’ve got to absolutely leverage it, especially in the SAS world. There should be some human experience and within the community itself. And that’s what people stay for, accountability. The community, the support aspects, where people can help each other as much as you can have your own input. People will stay because of the human experience because there’s only so much content and value you can provide through content. No matter how good it is, it will wear off.
Be open, have a relationship with your customers. They give you feedback on something with no fluff that can help them figure out how to fix it, and then not let it happen again. Automate the things that should be automated, automate customer journeys, automate some of the accountability, automate the things that help them achieve the desired result. So you can serve that one to many and create that semblance of safety, and then ensure that you have the time or the capacity to be human customer support tickets, responding to emails, responding to social media, because in my opinion, those are the instances that are going to keep them in momentum and help get them unstuck that automation couldn’t do.
Those people that are helping us on a human level, they need to buy into the culture of the business and the core values of the person behind it, pulling the strings because you know touchpoints better than anyone. Customer experience journey you are the mass weight counselor. But what I see with a lot of businesses, a lot of small businesses is they’re trying to grow and scale without giving a shit about the customer journey. And that’s the problem and that’s coming across inauthentic kind of a bit scam worthy because they’re getting big, but the customer is like their, their revenues going here, but their customer satisfaction is going down.
You’re creating a fake business in a sense because it’s not a business built on happy customers. It’s not a business, just numbers, you’re playing the numbers and the stats game. It’s not a business, just numbers, you’re playing the numbers and the stats game. And it goes back to what we’re saying about, you know, the hype, noisy, inauthentic type businesses, marketers that, you know, across our social media feeds. They’re playing the numbers game, they’re building their business on their bottom line, the numbers, the users, but the customer support is incredibly poor.
There are only two things you can innovate on. You can either innovate on product or customer experience. At the end of the day multi customers have their credit cards in many companies, you know, they forget about you. One thing I also learned about the customer support side of things is every time you get in touch with a customer and they have forgotten about you. That’s actually a tick that’s ticks of credibility, a stamp of credibility in your favor.
Get clear on exactly what your vision is for your business and how that merges with your life. And, you know, look at really dig deep, do the exercises, do the work to find out what your real purpose is and why you’re doing what you’re doing. Because when you’ve got that clarity, then other doors will open for you in terms of what type of platform you should be using, how you should be showing up your own core values, how you want to jam with your audience. Type of audience that you want to connect with. Stop thinking of yourself as B2B or B2C start thinking of yourself as H2 H human to human, and then watch the results.