Do you ask for directions?

When I travel to places that are in my local area but I haven’t had to get to before, I make it a game to see if I can figure out how to get there.

Life is more fun when I make it a game. You with me?

Here’s what I do:

I imagine myself already there, and then — in my head — map my way back home. 

My brain has been helping me come “home” for years, so it can naturally do that, vs. the (also natural) resistance that comes up when I try to go somewhere new.

And then if my brain can’t get there on its own… yup, I metaphorically “ask for help” and “map” it on my phone.

Why does this “working backward” approach work so well?

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“Charge your worth.”

You’ve probably heard this before. Here’s why it’s a horrible way to decide your prices…

“Your worth” means you’re tying your self-worth and self-esteem to your offer and your prices. So naturally when someone rejects your offer or your price, you feel like they’re rejecting you. 

And that’s a great way for you to get upset and feel unfulfilled as a business owner, not to mention knock your confidence down too. 

Here’s what you do instead: 

Charge for the value you create. 

Remember, earlier this week? We talked about how this is a business and it’s not personal. 

I even went live yesterday teaching you how to do this (and why it can be a game changer in your ability to run your business profitably). 

Since I’ve had this conversation FOUR times in the past week, I know this will help you too!

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Sometimes, we could all use this reminder:

It’s not personal. It’s business.

Each and every day as an entrepreneur we make decisions that support our businesses, our goals, our families, our teams, and more. 

And making the difficult decisions can weigh on us… 

Last week, I had this conversation with one of our students. She owns a bookkeeping company and the new bookkeeper she hired wasn’t working out.

This bookkeeper didn’t seem to have the skills necessary for the job. But still, our student felt bad since she didn’t like the idea of potentially “firing” someone. 

It’s rarely easy to fire someone, and way too often we tolerate inadequate performance because of our fears of confronting the situation, even in a situation like this when the new employee was still during the agreed upon trial period.

I told her: It’s not personal. This is business. Have the person demonstrate the key skills needed and expected for the job — then she will either have them or she won’t.

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