How to make a living while you’re making a difference. A weekly show for independent professionals who want to go from six-figures to seven while increasing their impact on the world.
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Monetizing Your Positioning
How most freelancers and independent consultants monetize their expertise in their first year or two—and the signs when your revenue model might need an overhaul.The link between your positioning and monetizing your business—and why you want to be open to new ways of packaging your expertise.A “typical” consulting/speaking/book revenue model and how it can become a trap (and some ideas to avoid it altogether or get out while you can).What to do when your revenue model isn’t working.Quotables“It's very common for people to just go out on their own and do their job, but for clients instead of a boss, and the obvious business model is to just rent your hands out by the hour. And that's fine. That'll get you going.”—JS“And then at some point (after you’ve positioned yourself) you come smack dab up to your business and revenue model and you say, oh, these don't fit anymore.”—RM“The competition is increasing and you start to realize that you need to, you might not call it positioning, but you start to realize that you need to appear different in a meaningful way.”—JS“The real money is coming from the other two revenue streams (consulting and speaking), so he is on what I would call a gilded hamster wheel.”—RM“The typical business model for a consultant is write books, speak at conferences and make your money on consulting…He couldn't sell that business—he is the business.”—JS“This idea that you're stuck with this business and revenue model that you created for something you no longer do is insanity.”—RM“I love posting prices on your website because it puts you into a slot in the prospect's mind. So when new clients come along, they already have the expectation, at least in a ballpark way, of what it would mean to work together.”—JS“Of course, there are things you're going to do for free. But when you're working in your genius zone, delivering to your ideal audience, most of those should be paid.”—RMLINKSInequity aversion
Patterns Of Authority
You’re spending considerable time thinking, writing, speaking, publishing and socializing your point of view.You discover the forms of publishing that fit with your talents and audience and produce regularly, no matter what.You’re building a niche that not only allows you to charge more for your specialty, but gives you the ideal audience to continually feed your curiosity and work from your genius zone.You’re positioning your business and expertise in white space—a target market that you don’t share with anyone else.You’re building a business model with seductive levels of flexibility: what and how you charge; how much and how often you work; and a suite of leveraged services and products that optimize how you spend your time.Quotables“If you are renting your hands out by the hour to do tasks for your clients, it can be difficult to carve out time (to build authority). That feels un-billable, it feels like you're losing money.”—JS“Authorities have a point of view: what is your belief system about how your expertise impacts your world?”—RM“Freelancers are basically selling their hands where authorities are selling their brains. It's all about the intellectual property."—JS“Obviously you can make a lot of money specializing, but in addition to that, you really can go where your curiosity takes you.”—RM“Since I've got a daily deadline to publish something…for a bunch of people who are waiting for it, my brain will gravitate to what I should consider for that vs. thinking about say what should I wear tomorrow.”—JS“If you're looking for ways to prime the (authority building) pump…read!”—RM“Writing is like the sort of cohesive, coherent long form. It’s the crucible almost that you go through to bake your idea into something.”—JS“A lot of us need to socialize things with other people to really get at all the things in the dusty corners of our brains.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Patterns Of Authority
You’re spending considerable time thinking, writing, speaking, publishing and socializing your point of view.You discover the forms of publishing that fit with your talents and audience and produce regularly, no matter what.You’re building a niche that not only allows you to charge more for your specialty, but gives you the ideal audience to continually feed your curiosity and work from your genius zone.You’re positioning your business and expertise in white space—a target market that you don’t share with anyone else.You’re building a business model with seductive levels of flexibility: what and how you charge; how much and how often you work; and a suite of leveraged services and products that optimize how you spend your time.Quotables“If you are renting your hands out by the hour to do tasks for your clients, it can be difficult to carve out time (to build authority). That feels un-billable, it feels like you're losing money.”—JS“Authorities have a point of view: what is your belief system about how your expertise impacts your world?”—RM“Freelancers are basically selling their hands where authorities are selling their brains. It's all about the intellectual property."—JS“Obviously you can make a lot of money specializing, but in addition to that, you really can go where your curiosity takes you.”—RM“Since I've got a daily deadline to publish something…for a bunch of people who are waiting for it, my brain will gravitate to what I should consider for that vs. thinking about say what should I wear tomorrow.”—JS“If you're looking for ways to prime the (authority building) pump…read!”—RM“Writing is like the sort of cohesive, coherent long form. It’s the crucible almost that you go through to bake your idea into something.”—JS“A lot of us need to socialize things with other people to really get at all the things in the dusty corners of our brains.”—RM
Do You Need An Exit Plan?
Situations where designing an actual exit plan makes sense and how to think about it.The mindset required to move from trading time for money to creating assets with value independent of your presence.Client exit strategies and why they worked for their situations.Creating a business where the value isn’t 100% tied to your name—and when/how to start the shift.
Do You Need An Exit Plan?
Situations where designing an actual exit plan makes sense and how to think about it.The mindset required to move from trading time for money to creating assets with value independent of your presence.Client exit strategies and why they worked for their situations.Creating a business where the value isn’t 100% tied to your name—and when/how to start the shift. LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
The Post-COVID Reckoning
Channeling that sense of dissatisfaction to make big, small and/or pivotal change in your business.Deciding which aspects of your work/life are ready for change and how to keep moving forward.Dealing with status and identity challenges as you evaluate what next steps will work best for you.Leaning into small changes that can have an outsized impact on your happiness.How to let those clients and employees you’re leaving behind go with integrity.Quotables“I like to think optimistically that the whole thing was a wake-up call for people—who are now feeling the malaise as a desire to have more of a purpose or impact.”—JS“Our elbows are rubbing up against the sides of our cage. And people are saying, what else is there? What can be next?”—RM“Everything's in motion. So any rut that you're stuck in, you're going to have a lot of helpful momentum to pop you out of it.”—JS“Don't worry about the process. Worry about where it is you want to go to get really excited about your work again.”—RM“If you could wave a magic wand and put whatever you wanted in your calendar, what would be in your calendar?”—JS“Change begets change. We do one small thing and then it energizes us, it gives us confidence to make another change.”—RM“Look at your product and service mix and ask: am I getting bored with these? Am I getting better at these? Are they aligned with my mission?”—JS“We like the changes that we initiate far more than those that somebody else puts on us.”—RM
Avoiding An Expiration Date
Evergreen expertise and content vs. those with an expiration date.How to distinguish yourself with evergreen content—and why your voice and point of view are clear difference makers.Avoiding the purist view that we absolutely have to invent something that's never been thought of before—and what to do instead.Side-stepping the eventual conversion of your hot market knowledge into a commodity—or worse (our sympathy to Flash developers).The magic of moving up to a higher level topic that is relevant to your current audience—and how to do it.Quotables“Maybe you localize a topic about marketing or sales into the technology landscape that didn't exist five years ago. If you’re careful about how you straddle that divide, you could still create very evergreen, but up to date content that stands the test of time.”—JS“It's really easy to say let's go do evergreen content, but to distinguish yourself, you've got to really slice and dice it in such a way that you've got something new to say, or it’s new to a different audience.”—RM“I've probably read 200 books on sales and marketing. It's stuff that software developers would rather eat glass than read. So if I can bring that to them in a funny way, or a way that resonates with them, or using language that doesn't repel them, then that's super valuable.”—JS“We can't come from this purist view that we absolutely have to get something that's never been thought of before.”—RM“Some of these more evergreen topics are going to be like fundamental truths of human nature, human behavior.”—JS“It's a lot easier to get attention when you've got the newest sexiest whistle—everybody wants to go hear it.”—RM “When you’re being cutting edge, you're co-opting the hype that some product or technology has built up and you're just strapped to that horse.—JS“When your consulting is based on a new technology, over time more people are going to know what you know, so the price of your expertise goes down and eventually becomes commoditized.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Avoiding An Expiration Date
Evergreen expertise and content vs. those with an expiration date.How to distinguish yourself with evergreen content—and why your voice and point of view are clear difference makers.Avoiding the purist view that we absolutely have to invent something that's never been thought of before—and what to do instead.Side-stepping the eventual conversion of your hot market knowledge into a commodity—or worse (our sympathy to Flash developers).The magic of moving up to a higher level topic that is relevant to your current audience—and how to do it.Quotables“Maybe you localize a topic about marketing or sales into the technology landscape that didn't exist five years ago. If you’re careful about how you straddle that divide, you could still create very evergreen, but up to date content that stands the test of time.”—JS“It's really easy to say let's go do evergreen content, but to distinguish yourself, you've got to really slice and dice it in such a way that you've got something new to say, or it’s new to a different audience.”—RM“I've probably read 200 books on sales and marketing. It's stuff that software developers would rather eat glass than read. So if I can bring that to them in a funny way, or a way that resonates with them, or using language that doesn't repel them, then that's super valuable.”—JS“We can't come from this purist view that we absolutely have to get something that's never been thought of before.”—RM“Some of these more evergreen topics are going to be like fundamental truths of human nature, human behavior.”—JS“It's a lot easier to get attention when you've got the newest sexiest whistle—everybody wants to go hear it.”—RM “When you’re being cutting edge, you're co-opting the hype that some product or technology has built up and you're just strapped to that horse.—JS“When your consulting is based on a new technology, over time more people are going to know what you know, so the price of your expertise goes down and eventually becomes commoditized.”—RM
Addicted To Being Busy
Tackling the mindset that says you must be constantly busy or you’re not worthy of success.Busyness as a form of procrastination—and what to do instead.Why defining a clear goal and strategy (with pre-planned tactics) can help you side step unfocused busyness.The joys of creating leverage—and what to do with the time you’ve freed up.How intentional, goal-based action will naturally identify the most high impact moves to grow your business.Quotables“When you actually get productive instead of just busy, you're producing better output with less input.”—JS“There is busyness that is not productive in some way or creative, but that is really designed to take up space—it keeps you from facing decisions you need to make.”—RM“Strategy is what helps you understand the difference between an opportunity and a distraction.”—JS“Not checking or responding to email constantly really changed my life.”—RM“How do you get productive instead of busy?”—JS“Putting some limits on what you do in a day helps to improve productivity and outcomes.”—RM“If you find that you can't eliminate the busyness, you have to ask yourself: what's going on here? Am I hooked on it? Is it some kind of worldview? Is it my identity? Do I believe deep down that if I'm not toiling all at all times, then I'm a bad person?” —JS“If you recognize that maybe there's a little addiction going on with your busyness, before you start to shift gears, just stop and breathe for a moment and just ask: is this the best thing for me to be doing next?”—RM
Addicted To Being Busy
Tackling the mindset that says you must be constantly busy or you’re not worthy of success.Busyness as a form of procrastination—and what to do instead.Why defining a clear goal and strategy (with pre-planned tactics) can help you side step unfocused busyness.The joys of creating leverage—and what to do with the time you’ve freed up.How intentional, goal-based action will naturally identify the most high impact moves to grow your business.Quotables“When you actually get productive instead of just busy, you're producing better output with less input.”—JS“There is busyness that is not productive in some way or creative, but that is really designed to take up space—it keeps you from facing decisions you need to make.”—RM“Strategy is what helps you understand the difference between an opportunity and a distraction.”—JS“Not checking or responding to email constantly really changed my life.”—RM“How do you get productive instead of busy?”—JS“Putting some limits on what you do in a day helps to improve productivity and outcomes.”—RM“If you find that you can't eliminate the busyness, you have to ask yourself: what's going on here? Am I hooked on it? Is it some kind of worldview? Is it my identity? Do I believe deep down that if I'm not toiling all at all times, then I'm a bad person?” —JS“If you recognize that maybe there's a little addiction going on with your busyness, before you start to shift gears, just stop and breathe for a moment and just ask: is this the best thing for me to be doing next?”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Engineering Confidence
How confidence plays out in growing your business—and the role of daring and initiative in your success.Why you need a handful of marketing processes built around your expertise and your market position—and a few examples of those that work. How to think about and design your selling systems with both fixed and fluid components. Ensuring your delivery processes support your selling and marketing and deliver your promised outcomes.Why your behind-the-scenes operations need processes too—including project management, invoicing and client/team communications.Quotables“It's not confidence that allows me to launch (something new). It's that if it doesn't work, I'll try something else.”—JS“Well-placed confidence says, listen, I've been through this before. I don't know if it's going to be successful, but I'm confident that I'm going to do my best to make this work.”—RM“What is the market telling me…is this thing I created not selling at this price? What am I learning from that? And how do you build a system around it?”—JS“It's hysterical how those checklists save us time, but they engineer confidence. Because you can focus on what's important vs. the miscellaneous stuff that has to get done.”—RM“If you have to learn the lesson every time…you're not engineering any confidence in your process.”—JS“When it comes to selling, you want to absolutely systematize every possible thing.”—RM“You’ve already burned the creative energy to come up with a really good way to say this—why reinvent the wheel?”—JS“Process is absolutely a critical part of being a believable, repeatable, successful consultant.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Engineering Confidence
How confidence plays out in growing your business—and the role of daring and initiative in your success.Why you need a handful of marketing processes built around your expertise and your market position—and a few examples of those that work. How to think about and design your selling systems with both fixed and fluid components. Ensuring your delivery processes support your selling and marketing and deliver your promised outcomes.Why your behind-the-scenes operations need processes too—including project management, invoicing and client/team communications.Quotables“It's not confidence that allows me to launch (something new). It's that if it doesn't work, I'll try something else.”—JS“Well-placed confidence says, listen, I've been through this before. I don't know if it's going to be successful, but I'm confident that I'm going to do my best to make this work.”—RM“What is the market telling me…is this thing I created not selling at this price? What am I learning from that? And how do you build a system around it?”—JS“It's hysterical how those checklists save us time, but they engineer confidence. Because you can focus on what's important vs. the miscellaneous stuff that has to get done.”—RM“If you have to learn the lesson every time…you're not engineering any confidence in your process.”—JS“When it comes to selling, you want to absolutely systematize every possible thing.”—RM“You’ve already burned the creative energy to come up with a really good way to say this—why reinvent the wheel?”—JS“Process is absolutely a critical part of being a believable, repeatable, successful consultant.”—RM
Battling Invisible Risk
Understanding how bad things could go—what’s the worst that could happen and how are you protected?Pricing your work based on the amount of risk you decide to shoulder.Saying no to high risk, low return client requests.The role and value of defining work processes to manage your risk exposure.Using peers and sounding boards when you’re doing strategic, high-impact consulting.Quotables“What's the right thing to do when you're engaged in client projects, where there are risks and project failure can cost lots of money?”—JS“How bad can things go and what's your role in that? That's a strategic business operational question that we all have to ask ourselves.”—RM“If you…take these hidden risks and make them visible, you can price based on that.”—JS“Most of us who go into our own businesses, we don't like the word discipline…but there's a certain amount of discipline in running a business.”—RM“E+O insurance, that was my net. Like I could walk the high wire with confidence, knowing that if things went as bad as possible, I wouldn't be in the street. My family wouldn't be in this.”—JS“If what you're doing is more of a strategic thing, you really want to have a sounding board or two that you can use when you uncover an unusual client situation.”—RM“Knowing that a second pair of eyes will be reviewing your work is a very interesting little kind of safety valve.”—JS“We had peers excited about the work that we were doing, trying to figure out how to make it great for the client.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Battling Invisible Risk
Understanding how bad things could go—what’s the worst that could happen and how are you protected?Pricing your work based on the amount of risk you decide to shoulder.Saying no to high risk, low return client requests.The role and value of defining work processes to manage your risk exposure.Using peers and sounding boards when you’re doing strategic, high-impact consulting.Quotables“What's the right thing to do when you're engaged in client projects, where there are risks and project failure can cost lots of money?”—JS“How bad can things go and what's your role in that? That's a strategic business operational question that we all have to ask ourselves.”—RM“If you…take these hidden risks and make them visible, you can price based on that.”—JS“Most of us who go into our own businesses, we don't like the word discipline…but there's a certain amount of discipline in running a business.”—RM“E+O insurance, that was my net. Like I could walk the high wire with confidence, knowing that if things went as bad as possible, I wouldn't be in the street. My family wouldn't be in this.”—JS“If what you're doing is more of a strategic thing, you really want to have a sounding board or two that you can use when you uncover an unusual client situation.”—RM“Knowing that a second pair of eyes will be reviewing your work is a very interesting little kind of safety valve.”—JS“We had peers excited about the work that we were doing, trying to figure out how to make it great for the client.”—RM
Everything You Want To Know About Retainers
How to structure—and think about—advisory retainers, including the role/importance of a guarantee.Operating as a fractional CXO without committing to hours.Designing extra pair of hands retainers that focus on outcomes—including productized services sold monthly.The landmines to avoid when structuring your retainers.The mindset shifts you’ll need to make as you move along the retainer continuumQuotables“In this context you're selling insurance…that's what an advisory retainer is. It's not about showing up and coding.”—JS“When you're used to being paid for using your hands, being paid to sit on them instead feels really weird.”—RM“The people who designed my Subaru Outback are different from the people who built my Subaru Outback and are different from the people who change the oil.”—JS“You're not going to be able to deliver a home run to somebody who can't figure out what that looks like.”—RM“If you're earlier in your career…and you do want some kind of stability or predictability in your income you could sell productized services on an ongoing monthly basis.”—JS“There's no shame in doing the work and creating some kind of a retainer where you can get stability, you can get some continuity and you can build your credentials in the course of working for those organizations.”—RM“What are you guaranteeing with an advisory retainer? The thing that I would guarantee is the response time. What they're buying is good answers fast.”—JS“The whole idea behind advisory retainers is they're buying access—to your brain and to good answers fast.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter