A few weeks ago, someone asked me a question that I get quite often…

“How do you do it (all)?”

And, she has a point. From the outside, as a person – I am working inside of all of these spaces on every given day:

• Make It Online
• Mastermind
• Our 1:1 clients
• Live launches every 3-4 months
• Conversion events that are basically mini-courses (and take a LOT of backend prep as well)
• Last year, the brand redesign (thank you High Moon and ByAriel)
• Bungalow Coffee Co
• Bungalow Catering (you can listen to a podcast episode where I break down us working with Hormozi)

Not to mention…

• New products in development
• Content planning, editing, scheduling
• Podcast recording
• Team management (peep our org chart, here)
• Handling and following up directly with leads in the DMs
• Backend builds for funnels.

^ & That’s all just off the top of my head.

Yes, sometimes I look at my own calendar and think, “This is… a lot.”

But here’s the honest answer (which I lovingly replied to that client with a full Loom reply)

I don’t “do it all.”

I architect it.

And the architecture starts long before the week ever exists.

Allow me to explain this further….

The Year Is Decided Before the Week Exists

Sure, you can certainly manage your business on a weekly level and in fact, I find most businesses I step inside of do (when we start working together).

They open their planner on Monday morning with their latte and ask, “What needs to get done?”

That works for some – but, it often will leave you struggling to keep up on a weekly level too.

So, what I like to do is start with the year.

I sit down before the start of the year and put pen to paper and map it all out. 

I simmer on what our primary sales engine is, our goal revenue per quarter, how many launches we need to hit that goal (and the units per launch to facilitate this).

This gives us our projected revenue for the entirety of the year.

After that, we can get clarity on the “it’d be nice” to have pieces: when can we hire, where we can we re-invest, and how much can we re-invest, etc.

We don’t map things out this way at TSB to be rigid – but to have an actionable framework and structures in place to hit the goals we set out to achieve each new fiscal year.

But, the part that you don’t see from the outside is that – all of this is possible because we have a signature offer in place, Make it Online. This is our sales engine.

Everything else in our year supports it, extends into it, or feeds into it.

If you found me in 2022 you would have seen a VERY different offer suite at hand. But, I speak from first hand experience – that a lean, dialed in offer suite with a  reigning signature offer will give you the bandwidth to do more, make more revenue, and to see more time in your schedule to pencil in any other life and business needs you have on your horizon.

One last thought on the power of a signature offer before I move on:

A simple offer suite makes it clear how and who you help.

It takes the analysis paralysis away.

You’re [NAME] who does [YOUR NICHE SPECIALITY -ISM] and you do it through [YOUR PROGRAM].

Leads convert more highly when this is clear for them. 💅

With that being said – your first step should be to get clear on what this offer is or will be (and if it doesn’t exist yet, start the creation process). 

Need support working on your signature offer topic, position, and sales structure? RSVP for the Million Dollar Offer Blueprint, here! *We’re meeting March 3-5th @ 11am PT!

Then I Zoom Into the Quarter

Once I’ve mapped out revenue goals, months where I want launches, and units needed to hit that goal…

I dive into the quarter and its individual needs.

For an example:

If I know I am launching in April in Q2 I build my quarter’s needs around this. If I am launching in April (say mid-month) – I would structure the following:

• Dates for the launch 
• I would structure dates around when I want to host a conversion event
• Decide on what additional launch milestones we need to focus on as a team

Then, we reverse engineer the tasks that need to happen to make all of this a reality.

Again, for reference:

• Dates for the launch
  • Say we decide on April 9th we’ll launch our signature. We decide on an open cart from 4/9 – 4/20.
• I would structure dates around when I want to host a conversion event
  • This means we could host a 2 day conversion event on 4/8 and 4/9
  • In order to have the conversion event ready we’ll need to map out content leading up to the event, write the teaching materials, and design the deck. We’ll need to set timelines for use to hit all of these needs with bandwidth for me to practice (iykyk)
• Decide on what additional launch milestones we need to focus on as a team
  • Oftentimes we’ll use a private podcast, a freebie, etc! 

So essentially – we map out within each quarter’s launch – what our needs are, the time we’ll need to achieve each task, and then as a team we delegate it to the appropriate team member inside of ClickUp!

When that happens – each quarter naturally has its own focus as part of the yearly plan. 

When you know what the season is for, you stop trying to make every month do everything.

That alone eliminates half the stress most entrepreneurs feel.

Then the Month Gets Its Assignment

So when it comes to the month to month we know exactly what units we need to hit to make our revenue goals.

Most people think “hustle” is the antidote to a slow month. I disagree. The antidote is clarity.

In my business, we know exactly what units we need to hit to make our revenue goals. It’s not a guess; it’s a map. If we want 25 Make It Online enrollments, we know the upstream requirements. This also means we track our conversion rate, so we also know how often we’ll get a no for every ‘yes.’

And when our Mastermind applications feel light, we don’t panic! We step back, take a look at what’s happening and why, and start implementing adjustments internally (brainstorming high touch ways to chat with leads, etc) and then take action from there. We also use segmentations greatly to support this process (in Active Campaign, ManyChat, past warm leads in DMs, etc)

There is always a lever to pull if there is a dip to expected sales. But the lever is useless if you don’t have a target to aim it at. Segmentation always comes to the rescue here!!

Our *Week-by-Week*:

Full transparency…

I wrote this blog earlier this month (nearly two weeks ago). But, I sat down yesterday to make my final touches and get into WordPress for you fine folks.

It’s okay to do this! 

But, the idea is that when you have your year mapped > with quarterly focuses > and monthly > and weekly…

This eliminates the top of Monday ask: “What should I work on?” energy.

I know that each week plays a part in each month’s focus and has tasks prioritized and assigned to me (and the team) based on hitting those quarterly and monthly goals.

This way each week we know exactly what we each need to do as a part of the team to move the business forward. Not an endless list of 47 micro tasks (hey, it happens). But a set list of actionable, needle moving to-dos that make each month’s assignment cross the finish line!

If you’re in survival mode, it’s usually because you’re managing tasks instead of direction.

There’s a difference.

The Founder-Dependent Trap

Now, let’s get into the part that isn’t exactly glamorous… “builder years.” 

Sometimes as a business we are in a phase where you are deeply, inextricably involved in every moving part. You are the IP, the creative ethos, and the primary voice of the brand. And honestly? That’s not a flaw. It’s a necessary season of growth. I encourage you to embrace it. But, also start crafting SOPs and messaging docs for brand voice so you can eventually outsource this!

You don’t want to stay in the founder-dependent arena forever. The goal is to move your brand and business to being founder-led.

Founder-dependent means the entire machine grinds to a halt the moment you step away to take a breath. That means if you go radio silent on anything? The business stops functioning because you are deeply needed in every facet of the business. You become the bottle neck.

Founder-led, on the other hand, means the systems run and the team executes while you focus your energy on vision, visibility, and high-level strategy. This depends on you releasing what doesn’t absolutely need you – so that your full energy can live where it is needed (in that vision, visibility, and high-level strategy space).

The only way to actually make that shift is to standardize your IP first – which brings us back to the importance of a signature offer. You can work with me on this for FREE 3/3 – 3/5. Click here to save your seat!!

When your methodology is clean and centralized, you can systematize it.

So, when people see the scale of a business and ask, “How do you do it all?” 

The real answer is actually quite boring: 

I don’t.

I build the systems. Then, I build the team to run those systems so I can step into where I am needed.

It looks like a lot from the outside because it’s layered, but on the inside? It’s simple and systematic.

Builder Years vs. Scaler Years

There’s another piece to this that we don’t talk about enough: seasons in business.

Some years are “builder” years. These are the seasons where you’re scrappy, deeply involved, and probably a little tired. More of your business is dependent on you to function. You’re laying the infrastructure, maybe even rebirthing the entire brand from the ground up. It’s easy to look at that manual labor and feel like you’re backsliding, but that isn’t failure – it’s construction. You can’t move into the penthouse until the foundation is poured. If this feels like where you are, this is your builder year or season. Embrace it.

On the flip side..

“Scaler” seasons are defined by metrics, heavy delegation, and amplification. The danger is trying to force a “scaler-level” ease when you’re actually in a builder year. If you do that, you’ll feel perpetually behind, wondering why things don’t feel “automated” yet.

A huge part of the calm I feel right now comes from the fact that I finally know exactly what season I’m in. I’m in a scaling year (in case you’re curious). I’m not confused about the work required, so I’m not fighting the process. 

If you want more insight on if you’re in a builder or scaler year, I wrote a blog on this. You can read that, here!

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If You Feel This…

You’re seeing the market as it actually is instead of how it used to be.

Most people are still trying to out-market a maturity problem. The advantage right now belongs to the business owner who understands buyer psychology and adapts to where leads are now.

That’s a big reason I recorded the newest season of WTF Is Happening in the Online Space?!, to unpack what’s shifting beneath the surface and how to respond without burning down what already works.

Because this era isn’t about starting over, it’s about adjusting your business model to sell to a smarter buyer.

Listen here!