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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Making Email Work For You
How to think about email as a tool to spread your ideas and share your expertise.Why simple is often best—and what to focus on to keep it that way.Basic automations that will allow you to help more people at scale (without overcomplicating your life).Creating the client and buyer experience that stays true to your brand and message (hint: you’ll want to test how it’s working).RESOURCESRochelle | Email List | Soloist Women | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | TwitterQuotables“If you're in the business of changing people's minds… it's a pretty good strategy to do it slowly over time, like drip information out in digestible bits, until finally it clicks.”—JS“We want email to work for us. We want it to engage people in our revolution—engage them in buying things from us, learning things from us.”—RM“Having things scheduled in advance and set to go out on a particular schedule is really useful from an impact standpoint, because you can help people for free at scale.”—JS“A welcome or nurture sequence…is where you're bringing them in a very nurturing, welcoming way. That's really important when we're talking about expertise, authority.”—RM“The cautionary tale is it's really easy to overcomplicate this at the beginning and think that you need to know every move each person makes to get it customized to the situation.”—JS“There's just something different about when you look at your emails from the buyer's point of view.”—RM“Periodically I'll have a big jump up in subscribers and it'll like, push me into a new category price wise and I'll be like, eh, maybe it's time to prune.”—JS “It's the brand experience—what do you want people to experience as they go through these different emails with you?”—RMLinksDitching Hourly with Jason Resnick LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Making Email Work For You
How to think about email as a tool to spread your ideas and share your expertise.Why simple is often best—and what to focus on to keep it that way.Basic automations that will allow you to help more people at scale (without overcomplicating your life).Creating the client and buyer experience that stays true to your brand and message (hint: you’ll want to test how it’s working).Quotables“If you're in the business of changing people's minds… it's a pretty good strategy to do it slowly over time, like drip information out in digestible bits, until finally it clicks.”—JS“We want email to work for us. We want it to engage people in our revolution—engage them in buying things from us, learning things from us.”—RM“Having things scheduled in advance and set to go out on a particular schedule is really useful from an impact standpoint, because you can help people for free at scale.”—JS“A welcome or nurture sequence…is where you're bringing them in a very nurturing, welcoming way. That's really important when we're talking about expertise, authority.”—RM“The cautionary tale is it's really easy to overcomplicate this at the beginning and think that you need to know every move each person makes to get it customized to the situation.”—JS“There's just something different about when you look at your emails from the buyer's point of view.”—RM“Periodically I'll have a big jump up in subscribers and it'll like, push me into a new category price wise and I'll be like, eh, maybe it's time to prune.”—JS “It's the brand experience—what do you want people to experience as they go through these different emails with you?”—RMLinksDitching Hourly with Jason Resnick
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Clients For Life?
How the retainer execution model rewards a clients for life strategy, but can keep you on the gilded hamster wheel.The required mindset shift as you move away from strictly execution to higher value consulting.How to think about dandelion projects where you stay in touch with client team members as they scatter to new companies (and which business models can easily leverage this).The altitude shift from “hands” consulting to advisory work and why that tends to down-shift client longevity.Quotables“Think of a retainer as charging a periodic amount…for a given set of deliverables. An advisory retainer is not that. An advisory retainer is where you are not executing—you are giving strategic advice.”—RM“The thing about this sort of ‘hands-on’ retainer…it's like a job. It's predictable and safe and probably can be a lot longer term than an advisory retainer.”—JS“When you start that transition (to advisory)…it feels like ‘wait a minute, I'm not doing enough for this money. I need to be busier.’ You have to make a mindset shift.”—RM“Think about a dandelion project—where a buyer brings you in, and you do good work for them…and then that team from that company disperses, and they go to five other companies.”—JS“It's different working with the CEO than it is with the director level of a function. Your impact is bigger. Your potential influence is larger. And the price of failure is higher. That's why you don't come out of school and go coach the CEO.”—RM“The easiest sale is new stuff to old clients because you already have trust. They already know you're legit. They already know that you deliver results.”—JS“Growing your altitude…allows you to operate at a much higher level. And by the way, that level is exceedingly lucrative.”—RM “I've got some students who've done internal systems for gigantic brand names—like names you'd recognize—and they've just oozed from department to department.”—JS LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
Clients For Life?
How the retainer execution model rewards a clients for life strategy, but can keep you on the gilded hamster wheel.The required mindset shift as you move away from strictly execution to higher value consulting.How to think about dandelion projects where you stay in touch with client team members as they scatter to new companies (and which business models can easily leverage this).The altitude shift from “hands” consulting to advisory work and why that tends to down-shift client longevity.Quotables“Think of a retainer as charging a periodic amount…for a given set of deliverables. An advisory retainer is not that. An advisory retainer is where you are not executing—you are giving strategic advice.”—RM“The thing about this sort of ‘hands-on’ retainer…it's like a job. It's predictable and safe and probably can be a lot longer term than an advisory retainer.”—JS“When you start that transition (to advisory)…it feels like ‘wait a minute, I'm not doing enough for this money. I need to be busier.’ You have to make a mindset shift.”—RM“Think about a dandelion project—where a buyer brings you in, and you do good work for them…and then that team from that company disperses, and they go to five other companies.”—JS“It's different working with the CEO than it is with the director level of a function. Your impact is bigger. Your potential influence is larger. And the price of failure is higher. That's why you don't come out of school and go coach the CEO.”—RM“The easiest sale is new stuff to old clients because you already have trust. They already know you're legit. They already know that you deliver results.”—JS“Growing your altitude…allows you to operate at a much higher level. And by the way, that level is exceedingly lucrative.”—RM “I've got some students who've done internal systems for gigantic brand names—like names you'd recognize—and they've just oozed from department to department.”—JS
Leveraging Your IP with Erin Austin
How to think about your intellectual property and the steps to take to protect it under U.S. law.When you might decide to give your content away to spread an idea vs. keep it close for revenue generation.The role of registering and monitoring various elements of your intellectual property.How to decide whether you’re ready to license your knowledge (hint: it’s not for beginners).Using licensing to scale your business and create a saleable asset.Quotables“We use intellectual property laws to provide a legal monopoly on using our intellect.”—EA“Under U.S. copyright law…the copyright applies at the moment of creation.”—EA“If that trademark has secondary meaning in the mark—like everyone associates it with you—you really do want to make sure that you get protection for that so that you don't lose it.”—EA“Make sure you are monitoring use of that (trademarked) term on the internet. So if people are using it and you're not asking them to stop using it…then you can lose it.”—EA“There is a perception that IP or intellectual property is a product and it's not a product like a book or a course, or even a licensing program. IP is the exclusive right to exploit your intellect.”—EA“When we are experts, we are creating intellectual property every single day, because intellectual property is the fruit of our intellect.”—EA“A license is anytime I'm giving permission to a third party to use my intellectual property.”—EA“Obviously it (licensing) is not for beginners. It really is for someone who has established their methodology, that you have a record of success of happy clients where you do have these processes in place.”—EA“The key (to make your firm saleable) is making sure that it's something that can run without you…you wanna make sure that you've developed that independence.”—EALinksErin's website Think Beyond IPThe Hourly To Exit podcast
Leveraging Your IP with Erin Austin
How to think about your intellectual property and the steps to take to protect it under U.S. law.When you might decide to give your content away to spread an idea vs. keep it close for revenue generation.The role of registering and monitoring various elements of your intellectual property.How to decide whether you’re ready to license your knowledge (hint: it’s not for beginners).Using licensing to scale your business and create a saleable asset.Quotables“We use intellectual property laws to provide a legal monopoly on using our intellect.”—EA“Under U.S. copyright law…the copyright applies at the moment of creation.”—EA“If that trademark has secondary meaning in the mark—like everyone associates it with you—you really do want to make sure that you get protection for that so that you don't lose it.”—EA“Make sure you are monitoring use of that (trademarked) term on the internet. So if people are using it and you're not asking them to stop using it…then you can lose it.”—EA“There is a perception that IP or intellectual property is a product and it's not a product like a book or a course, or even a licensing program. IP is the exclusive right to exploit your intellect.”—EA“When we are experts, we are creating intellectual property every single day, because intellectual property is the fruit of our intellect.”—EA“A license is anytime I'm giving permission to a third party to use my intellectual property.”—EA“Obviously it (licensing) is not for beginners. It really is for someone who has established their methodology, that you have a record of success of happy clients where you do have these processes in place.”—EA“The key (to make your firm saleable) is making sure that it's something that can run without you…you wanna make sure that you've developed that independence.”—EALinksErin's website Think Beyond IPThe Hourly To Exit podcastRESOURCESRochelle | Email List | Soloist Women | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
What Are The Odds Of Success As An Authority?
Why this is the wrong question to decide whether to enter the authority space—and what to ask instead.How your risk tolerance—and financial runway—impact your likelihood of achieving success in the short-term.Why an emotional connection to the revolution you’re leading gives you an authority advantage.How skills, timing and preparation (such as building an email list and/or a side hustle) will impact your success trajectory.The importance of maintaining your focus and discipline by consistently saying no to everything not in your zone.Quotables“I understand the desire for someone to want to know the percentage chance, but it just feels like the wrong question.”—JS“Your success definition is so pivotal to your odds—and there are so many possible ways to define success.”—RM“You try to decrease the odds of a loss and minimize the impact of a loss should that happen.”—JS“It makes sense to really think through your choices and the timeline because authority is a long game.”—RM“Be clear about who you want to help. That is really super useful and increases your odds of success.”—JS“You need to say no to a client who's not ideal, say no to working outside of your genius zone, say no to working crazy hours when your intention is to have a more manageable life.”—RM“I don't know how you could write a book (to build authority), if you weren't really into helping this audience or really into this particular rabbit hole.”—JS“Decide who you want to go after, decide what your revolution is and then you can figure out how to monetize it.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
What Are The Odds Of Success As An Authority?
Why this is the wrong question to decide whether to enter the authority space—and what to ask instead.How your risk tolerance—and financial runway—impact your likelihood of achieving success in the short-term.Why an emotional connection to the revolution you’re leading gives you an authority advantage.How skills, timing and preparation (such as building an email list and/or a side hustle) will impact your success trajectory.The importance of maintaining your focus and discipline by consistently saying no to everything not in your zone.Quotables“I understand the desire for someone to want to know the percentage chance, but it just feels like the wrong question.”—JS“Your success definition is so pivotal to your odds—and there are so many possible ways to define success.”—RM“You try to decrease the odds of a loss and minimize the impact of a loss should that happen.”—JS“It makes sense to really think through your choices and the timeline because authority is a long game.”—RM“Be clear about who you want to help. That is really super useful and increases your odds of success.”—JS“You need to say no to a client who's not ideal, say no to working outside of your genius zone, say no to working crazy hours when your intention is to have a more manageable life.”—RM“I don't know how you could write a book (to build authority), if you weren't really into helping this audience or really into this particular rabbit hole.”—JS“Decide who you want to go after, decide what your revolution is and then you can figure out how to monetize it.”—RM
Why Editing = Thinking
How writing and speaking play different roles in crystalizing your thoughts.The role that consistently writing and editing plays in the evolution of your authority.Why (and how) editing allows you to deepen not only your market authority, but the impact of your work.What happens when you socialize your writing—and how to edit your way to the right audience.Quotables“The difference between writing and speaking is crystallizing your thoughts. I've never heard anybody say that speaking crystallizes their thoughts.”—JS“Writing is really a plus for introverts because you don't have to talk to a million people to do this.”—RM“Daily writing does something weird in your head where you start to see ideas everywhere.”—JS“You can't just try to put the work out there. You have to do it consistently because it's that consistency that really tests us: what do we have to say?”—RM“I did a sort of crowdsourced model where I offered a choose your own adventure discount structure. But (to get the book discount) I was gonna bug you relentlessly for questions, typos, any kind of feedback, comments...”—JS“I didn't know what else to write. I felt like I had bled out on the paper already.”—RM“I'll use examples from people who are in different places, probably almost never all in the same email, but I'll bring in examples or I'll ask for permission to reprint a question.”—JS“That preparation piece (for an interview) can give you those ideas—those unpolished gems—that you can then take and polish through editing.”—RM
Why Editing = Thinking
How writing and speaking play different roles in crystalizing your thoughts.The role that consistently writing and editing plays in the evolution of your authority.Why (and how) editing allows you to deepen not only your market authority, but the impact of your work.What happens when you socialize your writing—and how to edit your way to the right audience.LINKSRochelle | Email List | Soloist Women | LinkedIn | Twitter | InstagramJonathan | Daily List | Ditcherville | LinkedIn | TwitterQuotables“The difference between writing and speaking is crystallizing your thoughts. I've never heard anybody say that speaking crystallizes their thoughts.”—JS“Writing is really a plus for introverts because you don't have to talk to a million people to do this.”—RM“Daily writing does something weird in your head where you start to see ideas everywhere.”—JS“You can't just try to put the work out there. You have to do it consistently because it's that consistency that really tests us: what do we have to say?”—RM“I did a sort of crowdsourced model where I offered a choose your own adventure discount structure. But (to get the book discount) I was gonna bug you relentlessly for questions, typos, any kind of feedback, comments...”—JS“I didn't know what else to write. I felt like I had bled out on the paper already.”—RM“I'll use examples from people who are in different places, probably almost never all in the same email, but I'll bring in examples or I'll ask for permission to reprint a question.”—JS“That preparation piece (for an interview) can give you those ideas—those unpolished gems—that you can then take and polish through editing.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
You SHOULD Listen To This Episode
Why the word is both insidious and judgmental—and how it can easily become manipulative. What happens—especially to go-to, high visibility authorities—with those who consistently use ‘should’ in their client interactions (and what to say instead).How to use your point of view as an alternative to ‘should’ conversations or directives.Dealing with the most common ‘shoulds’ you’re likely to hear as you build your expertise business.The difference between saying ‘should’ to or about yourself and using it with other people.Quotables“Should is a radioactive word for me. It's usually a sign that I'm making massive assumptions about the other person.”—JS“It's way too easy to pontificate vs. actually help your client change whatever situation it is you've been hired to fix.”—RM“Stop should-ing on people.”—JS“We all know there's nuance—no two situations, no two people, no two clients are ever exactly the same.”—RM“Berklee teachers would never say that music has rules. They would say that different styles have different style practices.”—JS“If you're the type of person who responds to judgment and potential shaming…’should’ can make you start to question your own logic and thought process.”—RM“When someone gives you unsolicited ‘should’ advice, just nod and smile... and then ignore them.”—JS“The word ‘should’ is so insidious, cuz it's like you're trying to get into my brain and tell me what to do.”—RM LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter
You SHOULD Listen To This Episode
Why the word is both insidious and judgmental—and how it can easily become manipulative. What happens—especially to go-to, high visibility authorities—with those who consistently use ‘should’ in their client interactions (and what to say instead).How to use your point of view as an alternative to ‘should’ conversations or directives.Dealing with the most common ‘shoulds’ you’re likely to hear as you build your expertise business.The difference between saying ‘should’ to or about yourself and using it with other people.Quotables“Should is a radioactive word for me. It's usually a sign that I'm making massive assumptions about the other person.”—JS“It's way too easy to pontificate vs. actually help your client change whatever situation it is you've been hired to fix.”—RM“Stop should-ing on people.”—JS“We all know there's nuance—no two situations, no two people, no two clients are ever exactly the same.”—RM“Berklee teachers would never say that music has rules. They would say that different styles have different style practices.”—JS“If you're the type of person who responds to judgment and potential shaming…’should’ can make you start to question your own logic and thought process.”—RM“When someone gives you unsolicited ‘should’ advice, just nod and smile... and then ignore them.”—JS“The word ‘should’ is so insidious, cuz it's like you're trying to get into my brain and tell me what to do.”—RM
Working Out Your Business Model
What exactly is a business model (and how to think about yours)?The difference between your business model and how—and what—you charge.The four most common business models we see in the expertise space and how to make each one work for you.Considering hiring employees? How to think about growing with—and without—employees.Sidestepping the slippery slope that is hiring specialized help—from mini-me’s to social VAs—to grow your business.LINKSRochelle | Email List | Soloist Women | LinkedIn | Twitter | InstagramJonathan | Daily List | Ditcherville | LinkedIn | TwitterQuotables“How are you going to create, deliver and capture value?”—JS“If we're not creating value, we're not going to make money for very long.”—RM“You could use value pricing to increase the amount that you can charge and increase your profit margin.”—JS“If you do want to scale with employees…you have to create a job—actually define very specifically what this person will do.”—RM“’I'll just hire someone good and throw them to the wolves.’ That's what happens.”—JS“Membership models have some very specific operational kinds of things that impact how you market, how you sell, whether you do ads, whether you don't. ”—RM“A product line could take off and cause you to make a decision to say ‘oh, you know what? I would rather have customers than clients’ .”—JS“You think when you build a business (at least in the U.S.) that you have to have employees, but it's about thinking past what we're “supposed” to do and getting clear on what it is we want to build.”—RMRESOURCESRochelle | Email List | Soloist Women | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter LINKSRochelle | Email List | LinkedIn | Twitter | InstagramJonathan | Daily List | Website | Ditcherville | LinkedIn | Twitter