Time Freedom for Leaders: How to Reclaim Your Schedule and Scale Without Burnout

by faye.eScale Smart, Grow Fast PodcastPosted on No Comments

Time Freedom for Leaders: How to Reclaim Your Schedule and Scale Without Burnout

Entrepreneurs and executives are no strangers to the hustle—but too often, that hustle leads to exhaustion, not freedom. In a recent episode of Executive Edge Live, hosted by Harley Green of Workergenix, four elite leadership experts shared how to achieve real time freedom through smart systems, strategic delegation, and a serious mindset shift.

If you’re constantly stuck in the weeds of your business, here’s how to break free.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

The “Time Rich” Framework: A Business That Runs Without You

Mike Abramowitz, co-founder of Better Than Rich, knows firsthand what it takes to build a self-sustaining company. While his son spent 254 days in the NICU, his business not only survived—it thrived with over 7 figures in sales.

His secret? The Time Rich Six:

  1. Boundaries – Protect your priorities
  2. Communication Guidelines – Define when and how your team should reach you
  3. Systems – Build repeatable, scalable workflows
  4. Playbooks – Document SOPs to remove dependency on your input
  5. Team – Hire doers who can execute with confidence
  6. Technology – Automate and support execution

If your business needs you for every decision, it’s time to rethink your structure.

Implementing EOS: More Than Just Meetings

Michelle Rourke, an EOS Integrator, busts the myth that EOS is just “scorecards and long meetings.” Instead, EOS is a complete operating system that frees the founder to operate in their zone of genius.

Key EOS tools she highlights include:

  • The Accountability Chart
  • Clarity Breaks
  • Delegate and Elevate™
  • The GWC Tool (Get it, Want it, Capacity)

The goal? To shift founders from being the busiest person in the room to the most strategic.

Delegation is a Mindset, Not Just a Task

According to Cathy Christen, a Leadership & Lifestyle Strategist, many founders wear busyness like a badge of honor. But real leadership means shifting from being the best doer to being the best developer of people.

She encourages:

  • Running a time audit
  • Visualizing your business 10 years in the future
  • Building the org structure to support your ideal lifestyle

Your value isn’t in how much you do—it’s in how strategically you lead.

Small Changes, Big Impact: What’s Scalable vs. What’s Not

Robert Liedtka, creator of the People First Methodology, advises founders to start by evaluating what parts of their business are scalable—and what isn’t.

He recommends:

  • Breaking projects into scalable vs. non-scalable
  • Prioritizing what creates the most leverage
  • Aligning your actions with your vision and communication to build trust

Small, aligned shifts today build momentum for exponential growth tomorrow.

Stop Trying to Do It All Yourself

A recurring theme throughout the panel? Delegation is essential for scale.

Whether you’re a solo founder or leading a team, you can’t grow if you’re the only one moving the ball. The panel discussed how to:

  • Use time audits to identify what to offload
  • Design roles around strengths, not just tasks
  • Install systems that remove you from day-to-day decisions

As Mike put it: “Your business doesn’t need a superhero—it needs a leader.”

Resources & Expert Connections

Free Bonus: Masterclass for Founders & Executives

🎁 Ready to reclaim 15–30 hours a week with strategic delegation?
👉 Get instant access to our Delegate to Dominate masterclass:
https://workergenix.com/bonus-masterclass

Final Thought: Time Freedom Starts With Intentional Leadership

If you want a business that doesn’t rely on you, you have to design it that way—on purpose.
That means clarifying your vision, building the right systems, and letting go of control so others can rise.

Schedule a free discovery call to explore how we can help you reclaim your time, systemize your operations, and lead with clarity—not burnout.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green

Welcome everyone to today’s Executive Edge Live panel. Today we’re talking about time freedom for today’s leaders and helping people lead at a higher level with the right people and the right systems in place. We’ve got an amazing panel together here today and I wanna just welcome everyone here and thank you for joining us.

This is hosted by Workergenix. I’m Harley Green. I’m the CEO and founder of Workergenix. We help executives and leadership teams stay focused on high impact activities by delegating the rest to highly skilled AI leveraged ultimate executive assistants. Today’s conversation is going to be all about one of the most valuable assets for any leader, their time. We’re diving into how to create real time freedom with the right people, systems and support so you can lead at a higher level without the burnout. I’m honored to be joined by four powerhouse leaders who live and teach this every single day.

First off, we have Mike, who is the co-founder of Better Than Rich. He’s built a seven figure business that runs without him. He’s a creator of Time Rich and leader of GSD Intensives, helping owners systemize sales, referrals and hiring so the business doesn’t depend on them. Next, we’ve got Robert who has over 15 years of leading global and national teams. He’s developer of People First methodology that unlocks workforce potential and turns small changes into bottom line breakthroughs. And Michelle helps businesses fully integrate EOS and entrepreneur operating system across all layers, driving accountability, harmonizing operations and installing permanent integrators for long-term success. And last but not least is Cathy, who specializes in building systems and cultures that help leaders thrive without the sacrifice, empowering them to reclaim their time and lead with purpose. Thank you all for being here. How’s everyone on the panel doing today?

Cathy Christen
 Great, excited to be here.

Mike Abramowitz
 Thanks for having us.

Harley Green
 All right.

Robert Liedtka
 Very excited.

Harley Green
 Awesome. Well, the first question I have for the panel, anyone can feel free to jump in after I ask the question here is, what does time freedom mean to you personally? And why is it so critical for today’s leaders?

Cathy Christen
 I’ll jump in. I think time freedom, my whole world for 20 years has been around creating time and money freedom, right? And being able to do what you want when you want with whom you want. I think about in a business sense, it’s having the freedom to work on what you want to work on, right? To be able to focus on the needle movers, to not get stuck in the weeds. I think that too many leaders, a lot of leaders think about delegation as like giving away tasks. And it’s not about transferring ownership or it’s not about just delegating, but transferring ownership with clarity. And so I think that time freedom, there’s so much that we’re going to talk about, but it really creates space for you to be able to major in the majors and not get stuck in the weeds as a business owner and have more time to work on the business versus in the business.

Michelle Rourke
 Yep. You know, I’ll add through EOS, we teach visionaries how to live their best life. So for me personally though, it’s I’m right now at my in-laws in Phoenix. So the freedom to me is being able to enjoy the other parts of your life besides just working in the business. So I think that’s the biggest challenge, taking a vacation, enjoying life.

Robert Liedtka
 I’m very happy you brought that up. I think in terms of how you spend that time is what’s going to be most impactful for both yourself as a leader or your team in order to prevent things like burnout. The more time that you’re just putting into things like operational blow, just going through the motions in your day-to-day work, that’s going to consume you and eventually burn you out. And if you can leverage that free time that you have to work smarter throughout your day-to-day, you’ll be able to even gain more and more of that freedom to be able to have that restoration so that you’re not running in the red at all times.

Mike Abramowitz
 Yeah, I’ll just echo everything that’s been said. Plus it’s just for me, it’s been a choice. So time freedom just gives me choices. I could choose to work in parts of the business that I enjoy. I could choose to not work in the parts of the business that I don’t enjoy. I could choose to delegate. I could choose to choose to do. I could choose the vacation or I could choose to work hard. So just having choices is what time freedom means to me.

Harley Green
 Awesome. Now, Mike, you have a personal story that really drove home the importance of time freedom when your son was in the NICU. What are some of the first steps leaders must take if they want a business that runs without them, so they have that time freedom you just described?

Mike Abramowitz
 The cliff notes: James is doing great now. He’s four and a half, almost five. He was born at one pound, four ounces. He was in the NICU for eight and a half months. So for those 254 days, my business was able to run without me, and it still did seven figures in sales without me there.

It took a little bit of dissecting to figure out what caused that, but it really came from six principles. We now call them the “Time Rich Six.” These are:

  1. Boundaries – Protecting priorities.
  2. Communication Guidelines – What deems an email versus a text versus a call.
  3. Systems – If-then processes.
  4. Playbooks – Documentation of those processes.
  5. Team – Who’s executing the playbooks.
  6. Technology – Tools the team uses to execute those plays.

Boundaries, communication guidelines, systems, playbooks, team, and tech — that’s what we now call the Time Rich Six. That’s what I installed in the business to “McDonald-ify” it. Documentation with SOPs, lower-wage workers executing the plays because they were simplified, and supportive tech. That’s the Time Rich Six.

Harley Green
 Love it. Does anybody else have experience implementing similar pillars in their business?

Cathy Christen
 Yes, absolutely. I think first, in terms of the transition from going from that “I’m hitting a wall, overwhelmed, how can I work any more hours?” — I remember there being a moment where it started with something as simple as a time audit. That was the big transition. Looking at what are all the things I’m actually doing right now? Should I be doing them? Really evaluating.

Sometimes business owners have this pride or ego — “I’ve got it,” or “I can do it better,” or they fear letting go. I sat down and really looked at my calendar. What am I doing? Could this be automated? Could this be delegated to someone just as good or better than me? Is this something a $15–$25/hr person should be doing instead of me?

I put tasks into buckets: things only I can do, things someone like me could do if trained, things a loyal, coachable mentee could do, tasks for overseas support, and things that can be automated. And it was magic when that came together.

One big part of that was creating duplicatable systems. Many leaders say, “It’s just faster to do it myself,” because they haven’t taken the time to get it out of their head and onto paper. It may feel faster in the moment, but that doesn’t create time freedom, or scale, or allow you to duplicate yourself.

Someone challenged me to take pride in being the best teacher of the things in my business, not the best doer. That mindset shift changed my world.

Robert Liedtka
 That’s a great way to look at it. I’d also add in prioritization — for yourself and your team. Too often, teams have growing to-do lists and never get to the bottom. Effective teams implement prioritization where it’s painful to let something go. You might want to do it, but you know you need to focus elsewhere.

You need to remove not just the time but also the mental space things take up. When your attention is fully on what’s been prioritized, you’re far more effective than trying to juggle 100 things at once.

Harley Green
 Awesome. Well, Robert, right back at you. You believe small changes can make a big impact. What’s one change a leader can make this quarter to start reclaiming their time?

Robert Liedtka
 Yeah, everything starts small. It might sound obvious, but many leaders get stuck in theory without taking the first step. The key is to break things down into their smallest components. Then, prioritize.

What I do with teams is help them lay everything out — then sort into two buckets: what’s scalable and what’s not. Focus first on the scalable items. Then ask: What can we implement in the next day, week, or month?

Get that first small win, and then scale that across the team. Also, instill the habit of identifying what’s working well and what’s not — consistently. That reflection builds value across the team. It’s either the same input with better output, or less input with the same output. If you can align both, you dramatically reduce how long it takes to get results in the organization.

So — identify what you’re doing, then what’s scalable, then what’s valuable, and then what’s realistic to implement now. That’s how you start to reclaim time.

Harley Green
 Well, going over to you, Michelle. Many leaders think EOS is just meetings and scorecards. How do you reframe EOS as a system for freeing up the visionary to lead at a higher level?

Michelle Rourke
 EOS is a framework. The most important thing is to pick a framework — and actually stick with it.

Too many people treat EOS like a buffet. They pick an L10 meeting here, a scorecard there. But EOS is a complete system. The first thing we teach is: What do you want from your company?

I’m an integrator, so I work hand in hand with visionaries. We start with vision, goals, values — but then break that into execution. That starts with getting people into their unique ability, so others can handle running the business.

One of the first steps I insist visionaries take is a Clarity Break. Step back, write out everything you do in a day, what’s actually important, and then we work through that list.

EOS gives us tools like IDS (Identify, Discuss, Solve) sessions, weekly meeting rhythms, and more. Whether you use EOS or something else, the point is: implement a system that reaches every layer of the business — not just the top level.

Harley Green
 I’m definitely hearing some themes here — making sure people have a good understanding of their values and how they’re spending their time in order to implement change effectively.

Cathy Christen
 Yes — and systems create predictability, which creates freedom.

Something like EOS — we’ve used our own version of it for nearly two decades — helps stop you from running your business on hope, memory, or chaos. It ensures you have the right people in the right seats, and clear processes to match.

It reduces the 2 a.m. anxiety of “Is this getting done?” Systems aren’t about control — they’re about peace of mind. When your team knows what’s expected every week and how to be held accountable, you get better performance.

Good systems also allow people to co-create, take ownership, and contribute to decisions. That increases buy-in and drives high performance.

Mike Abramowitz
 I’ve got several thoughts — let me pull in a few things from what everyone just said.

Cathy said something powerful: “Doing things to get them done” vs. “Doing things to get them delegated.” That’s a big nugget.

Robert mentioned when you say yes to the wrong priorities, you’re saying no to the right ones — I loved that.

Michelle brought up unique ability — what only you can do in your business. I call it the Zone of Genius — Gay Hendricks talks about it in The Big Leap. Everything else outside that zone? Delegate.

And what you’re doing with Workergenix, Harley — I love that. You’re plugging in a team of doers, powered by AI, to tackle everything outside a leader’s zone of genius.

Lastly, Cathy mentioned meeting cadence — I recommend pairing that with the One Minute Manager philosophy. Goal setting, brief check-ins, praise or redirect, repeat. That keeps accountability sharp and simple.

Robert Liedtka
 Mike, I love that you brought up One Minute Manager. I’d add one more thing — leaders sometimes fall into the trap of thinking only they can do a certain task. Ego gets in the way. They end up holding onto too much, thinking, “I’m the best at this,” and suddenly, they’re empire-building and headed straight toward burnout.

You’ve got to be real with yourself about your actual skills and value. What can only you do? Once you identify that, it’s way easier to delegate and focus your energy.

Michelle Rourke
 Yes! And I’ll add: If your goal is to scale, you can’t be stuck doing everything. You have to learn to step out.

Harley Green
 Right. And we’ve seen the opposite too — leaders feel guilty handing off tasks they don’t enjoy. But just because you don’t like doing it doesn’t mean no one does. There’s someone out there who loves that task and may be even better at it than you. Delegating creates opportunities for others too.

Mike Abramowitz
 That reminds me — a friend once asked, “What do all superheroes have in common — except Batman and Iron Man?”

The answer? They’re broke.

Robert Liedtka
 They’re broke?

Michelle Rourke
 They’re broke.

Mike Abramowitz
 They try to be everything to everyone, but they have no money, no life, no relationships. The “superhero syndrome” isn’t a compliment. Being the best at everything in your business is actually a problem.

Harley Green
 Powerful point. Cathy, as someone who helps leaders thrive without sacrifice, what mindset shifts are needed to reclaim time while still growing a business?

Cathy Christen
 One of the first mindset shifts I work on is this: You don’t have to do it all.

Too many leaders wear busyness like a badge of honor. But the shift comes when you realize your value isn’t in how much you do — but in how strategically you lead.

Let go of being the hero. Your business doesn’t need a hero — it needs a leader.

The best business owners are developers of leaders. Even if you’re a solopreneur doing half a million dollars, act like your business is in the “adult” stage. That’s a mindset shift.

Stop thinking, “I’ll deal with that later.” Instead, ask: “What does my business look like 10 years from now?” Then reverse-engineer that. Who reports to you? What’s your org structure? What type of marketing team, support team, operators will you need?

Don’t limit your thinking based on where you are right now. Start with vision — then see what it takes to get there. Because the truth is, with tools like Workergenix, there are very practical, affordable ways to offload tasks and scale faster.

I ask every founder: What does the life you love look like? Let’s build the business that aligns with that.

Mike Abramowitz
 That was fire. I’ll add this — we’ve been working with a lot of blue-collar businesses. Our new thing is “White Collar Systems for Blue Collar Workers.”

It starts at the top of the funnel. For example, if a contractor is taking every phone call — how do we stop that? Maybe we create a form on the website, offer a lead magnet like “$500 off,” and get their info so we control the follow-up.

Now we’re not reacting — we’re guiding the sales journey.

Then we add a discovery call with qualifying questions before ever sending a crew out. That saves time, gas, and labor — because we’re not servicing unqualified leads.

Plugging in a virtual assistant for admin is great, but don’t stop there. You need to build systems and predictability around the whole user journey — for your customers and your business.

Harley Green
 Michelle, did you want to jump in?

Michelle Rourke
 Go ahead, go to your next one.

Harley Green
 Alright, so the next question I have for everybody is: What are some of the most common traps that keep leaders stuck in the weeds? I think we’ve touched on some already — but how do you help them avoid those traps? Feel free to jump in.

Robert Liedtka
 Great question. Every leader, no matter where they are in their journey, needs to be aware of this if they want to grow.

Where I see leaders get stuck is when they have enthusiasm, but lack the tools or communication skills to bring their teams along. Or maybe they haven’t built trust, which is critical.

I teach leaders to align the three major aspects of trust:

  1. What you think
  2. What you say
  3. What you do

If any of these are out of sync, your team will sense the misalignment, and trust will erode. As humans, we pick up on that very quickly.

You need to be introspective. Ask: What do I really think? Am I saying that clearly? And does my behavior match? Without that alignment, your leadership becomes transactional instead of transformational.

Michelle Rourke
 I’ll dive in. One of the biggest traps I see is misalignment with the right people in the right seats.

In small-to-medium businesses, it’s common to build the team around people — family, friends, or long-time staff — instead of building based on structure.

You end up creating a job for Uncle Ted instead of identifying the functions the business actually needs.

Later, when it’s time to scale, you’re stuck with the wrong person doing the wrong job. That’s hard to unwind.

So I always say: Start by thinking 6 months ahead. Build your accountability chart based on what the business needs, not who you already have.

Cathy Christen
 Dead on. When defining a role, you also need to think about the attributes you want.

Do you need someone outgoing and energetic? Or someone quiet and detail-oriented? I once hired someone amazing for an operational role that needed a lot of inventory analysis. But she was super chatty — and it didn’t work.

It wasn’t that she was bad — she was just in the wrong seat.

When we moved her to client acquisition and marketing, she thrived. She was happy, we grew, and we found someone else who loved being behind-the-scenes with spreadsheets.

The key is getting crystal clear on the role and the kind of person who will thrive in it. Your brain starts looking for the right match once it knows what to look for.

Mike Abramowitz
 I’ve got two traps. One: leaders see everything as transactional, instead of investing in relationships — with their team, clients, and partners. Relationship-building is not a “nice to have.” It’s the fuel.

Two: There’s a math trap. Let’s say you want to work 30 hours a week for 48 weeks a year. That’s 1,440 hours.

Now let’s say your income goal is $300,000. Divide that by 1,440 — that’s $208 per hour.

If you’re doing $15/hr tasks, you’re out of alignment. You’re undercutting your own value. Just that shift in perspective can change everything.

Michelle Rourke
 EOS has a great tool for this — it’s called Delegate and Elevate. It’s the same idea. You figure out what gives you energy and what drains you. You start handing off the stuff that doesn’t match your unique ability. That’s how you grow.

Harley Green
 And speaking of the right seats, we had a podcast guest recently who talked about doing a responsibility auction.

If you’ve got a team where roles are murky — maybe family, friends, or long-time staff — strip away the names. Just list all the responsibilities on paper. Then let people “bid” on what they want to own.

The blanks that no one picks? That’s where you hire. It’s a simple way to get people aligned without hurting feelings.

Michelle Rourke
 Yes! And often when you remove someone from a role they weren’t thriving in, they’re so much happier. They didn’t want to be there either — they just didn’t know how to say it.

Cathy Christen
 Exactly. And productivity goes up when people are in the right seat. It’s not just about skills — it’s about energy and alignment.

Mike Abramowitz
 Let me click on that. Jeff Woods once told me: “Every seat should have three key jobs. And if you can’t do those three, you’re fired.”

It’s not about overwhelming people with 15 tasks. Keep it simple. Define the three most critical things each role must deliver — and build accountability around that.

You can connect that with the book The ONE Thing. Focus on what drives 80% of the results — and get clarity on what matters most.

Robert Liedtka
 Yes. And if someone consistently picks responsibilities that don’t align with the company’s vision — that’s a red flag. You might need to reevaluate the role or the person.

Prioritization gives you the lens to run those exercises more effectively.

Michelle Rourke
 Another EOS tool I love is GWC — Get it, Want it, Capacity to do it.

You ask: Does this person “get” the role? Do they “want” it? And do they have the “capacity” — meaning the skills and bandwidth?

It’s a simple filter that brings so much clarity.

Harley Green
 I’ve got more questions, and this group could talk for hours, but let’s jump to a final lightning round.

In just one or two sentences — what’s your best tip for a leader who wants to stop working in the business and start working on it this year?

Mike Abramowitz
 Oh man, how do I get this into one sentence?

Robert Liedtka
 Trying to pare that down too, ha!

Michelle Rourke
 One sentence? Okay — Let go and trust the system.

Robert Liedtka
 It all starts with ego. You’ve got to be honest about what you’re good at, what you’re not, and prioritize based on that. (Sorry, maybe a few commas and dashes in there.)

Cathy Christen
 Super tactical: Run a time audit. Then figure out what you don’t have to be doing.

Mike Abramowitz
 Okay, here’s my one-liner: Know what you want — then go build it.

Harley Green
 Powerful. I want to give everyone a chance to share how people can connect with you. Where can our audience find you online?

Cathy Christen
 Visit CathyChristen.com — all my links and socials are there. That’s Cathy with a C and Christen with a CH.

Michelle Rourke
 The best way is LinkedIn — just search for Michelle Rourke. Also, I recommend the book Traction — if you want a copy, send me a DM and I’ll mail it to you.

Robert Liedtka
 You can find me on LinkedIn as well — Robert Liedtka. My world is great for anyone in corporate who’s looking to scale teams or make a career move.

Mike Abramowitz
 And if you know a blue-collar business owner who wants more freedom, head to betterthanrich.com/GSD. I’ll do a free OBS call and help you design systems that work for your business — whether you do it yourself or hire us.

Harley Green
 Thank you all for your stories, insights, and wisdom today.

To everyone watching — thank you for joining this conversation. As a thank-you, we’re offering free access to our masterclass: “Delegate to Dominate.”

In it, I walk through how top execs are reclaiming 15–30 hours a week using the right strategic support.

Check it out — and unlock your bonus offer — at workergenix.com/bonus-masterclass.

See you next time on Executive Edge Live!

How to Lead in Flow and Scale Without Burnout — Insights from Dr. Kevin Gazzara

by faye.eScale Smart, Grow Fast PodcastPosted on No Comments

How to Lead in Flow and Scale Without Burnout — Insights from Dr. Kevin Gazzara

If you’re constantly juggling tasks, reacting to fires, and ending your days wondering where your time went—you’re not alone. But what if the problem isn’t how much you’re doing, but what you’re doing?

In the latest episode of the Scale Smart, Grow Fast Podcast, we sat down with Dr. Kevin Gazzara, CEO of Magna Leadership Solutions and former Intel exec, to talk about one of the most overlooked levers for leadership success: flow state.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🔄 The 3 Types of Work That Rule Your Day

According to Dr. Gazzara, all tasks fall into one of three categories:

  • Routine work (e.g., emails, admin)
  • Troubleshooting (fire drills and problem-solving)
  • Project work (strategic, long-term goals)

Most leaders are misaligned in how they manage these. Kevin’s research shows that when you discover your personal task cadence—the right mix of these three types—you boost engagement, motivation, and performance.

🧠 The Flow State Formula

Flow happens when your skills meet the right level of challenge. That’s why leaders thrive when they spend time in their optimal cadence of task types. For Kevin, that’s:

  • 50% project work
  • 30% troubleshooting
  • 20% routine

The key? Know your cadence and structure your day around it—not the other way around.

🔄 Delegation Isn’t Dumping

Kevin’s delegation mantra is simple:
If holding onto this task is blocking someone else’s development—delegate it.

True delegation empowers others, while “dumping” just offloads busywork. The goal is mutual growth.

🔁 Rebalancing Beats Restructuring

One standout tactic: the Task Auction. Instead of restructuring teams, Kevin helps orgs plot out their task types, then redistribute them based on individual flow preferences. The result? Up to 80% of “drudge work” can be realigned—boosting motivation and slashing burnout.

🎯 Productivity Tips That Work

  • Time block with a buffer (multiply your estimate by 2.5x)
  • Use tools like Pomodoro to stay in flow
  • Get a “capability partner” to check in regularly—not for pressure, but for clarity and progress

🎁 Want to find your task cadence?

Dr. Gazzara created a free assessment based on his doctoral research:
👉 Take the Task Quotient Assessment

🚀 Ready to lead in flow and scale without the stress?
Let’s explore how we can help you build a smarter, more aligned business.

📅 Schedule your FREE discovery call today — no pressure, just a conversation about where you are and where you want to go.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green
 Hey guys, welcome back to the Scale Smart Grow Fast podcast. Today, Dr. Kevin Gazzara is the CEO of Magna Leadership Solutions and a seasoned executive coach known for helping leaders unlock high performance by balancing the right types of work. With over 18 years at Intel and a doctorate in organizational leadership, Kevin brings deep expertise in management, team development, and emotional intelligence. His practical framework for finding flow empowers leaders to delegate wisely, focus strategically, and scale with clarity and impact. Kevin, thank you for coming on the podcast today. How are you doing?

Dr. Kevin Gazzara
 Fantastic. Thanks for sharing me with your audience. I appreciate that.

Harley Green
 It’s my pleasure. Kevin, can you share a little bit more about your story and what brought you to helping business owners get into FlowNow?

Dr. Kevin Gazzara
 Sure, I’d be glad to do that. My background, similar to yours, I think, is from a technical perspective. I did my undergrad work in engineering and business, did an MBA, and ultimately did my doctoral work in organizational leadership and management. I spent 18 years at Intel, fantastic experience, wonderful company, learned so much, great learning culture. But I had a personal goal, and I had a great mentor and coach. At 40, I had this 10-year plan that at 50, I wanted to retire and give back by working with other companies to help grow their leadership. Fortunately, I was able to do that. I had a wonderful financial advisor. Of course, you have to have your finances in order. At 50, myself and two of my colleagues from Intel decided to leave and do what we were doing for Intel for other companies.

My last 10 years at Intel were spent managing Intel’s management leadership development for the world. I managed residential programs at Intel University. I really enjoyed seeing the light go on for executives and managers to get to the next level. We used to train 2,500 managers and leaders in 10 different countries each year for the programs that I had developed and was managing. When I retired 18 years ago, we had just finished training our 40,000th manager. I got pretty good at that, and I wanted to bring that knowledge, expertise, and hopefully passion and enthusiasm to small to medium-sized companies that didn’t have $10 million budgets to spend. I’ve been able to do that with lots of companies around the world, both virtually and in person. In addition to that, I’ve been a professor at six different universities teaching management, leadership strategy, marketing, and business development.

Harley Green
 That’s an amazing service you’re offering people now with all that expertise that you’ve developed from your time at Intel and now sharing with people that don’t need to have the massive budgets and staff that Intel might have and still get those great benefits. Now, we talked about flow a little bit in the intro. What led you to develop this concept of leadership flow and why is it so critical for executives and leaders looking to scale?

Dr. Kevin Gazzara
 First, let’s talk about the concept of flow. Many people kind of understand what it is, but if you don’t, we’ll do the one-minute version. Flow was developed by a professor named Dr. Mihaly Csikszentmihalyi. He was the Department Chair of Psychology at the University of Chicago and later moved to the Drucker School of Management in Claremont, California. In his work in the late 80s and early 90s, he identified the concept of flow. It’s when your skill meets the right challenge. In the 90s, it was re-termed as being “in the zone.”

The easiest way to tell if you’re in the zone is that the sense of time becomes severely distorted. You’re working on something, and you look up at the clock thinking it’s 9 o’clock, but it’s midnight. That’s an indication that you’re in flow. I was always fascinated by this concept. I believed that if people could get into flow and stay in flow the majority of their time, they would be much more motivated and engaged.

When I worked at Intel and was finishing my doctoral degree, I noticed something interesting. I’d visit my staff members, and each one had a different preference for tasks. One would love task A and hate B and C. Another would love A and C but hate B. Another would love C but hate A and B. These were people with similar backgrounds, styles, and experience. So, I hypothesized that each person has a different preference for task types. If we could identify that preference, we could get people into flow more consistently.

There are three tasks we do regularly: routine tasks (like emails), troubleshooting tasks (problem-solving), and project tasks. Bill Daniels at American Training and Consulting found these are the core types. My theory was that everyone has a different mix that works for them, and if we can match the work to the person’s preferred mix, we can increase motivation, engagement, and the chances of getting into flow.

I wrote to Dr. Csikszentmihalyi and asked if he’d be on my committee for my dissertation and help me develop an assessment based on his concept. He agreed. We developed the Task Quotient (TQ) assessment. Normally we charge for it, but I’ll share a free link later. My research proved that if you can structure your day around your ideal task mix, it significantly boosts motivation and engagement. It doesn’t guarantee flow, but it works incredibly well as a foundation. We now use this framework in our Leading Forward Academy and other leadership programs.

Harley Green
 That’s really fascinating. So with these three types of work or tasks, have you found that to get in that flow state, it’s a mixture of time spent or an order of operations? Or is it best if someone just does the one type they’re best at?

Dr. Kevin Gazzara
 Great question. What we found is that you need to identify your cadence. For example, my cadence is roughly 50% project work, 30% troubleshooting, and 20% routine work. I encourage anyone who takes the assessment to figure out the cadence of their tasks. Cadence refers to how long you can stay focused on each type of task before needing to switch.

For me, I can do about 30 minutes of routine work, around an hour of troubleshooting, and two hours of project work. If I go beyond that, I get distracted. The key is to switch to a different task type—not just a different task. If you’re doing emails (routine) and switch to another routine task, you’re still in the same task type and not refreshing your brain. That’s why batching similar tasks can feel like drudgery.

Each task type gives different feedback. Routine work has high frequency but low intensity feedback—like deleting emails. Troubleshooting offers medium frequency and intensity. Project work gives low frequency but high intensity satisfaction—finishing a course, delivering a product. People have different preferences based on how much and what type of feedback they need.

Harley Green
 That makes perfect sense. Once someone knows their task cadence, how do they stay consistent and avoid distractions?

Dr. Kevin Gazzara
 Great question. First, eliminate distractions—turn off email notifications, phones, Alexa announcements, etc. If you’re a high-need executive, use a process: block time on your calendar, and set up auto-replies or voicemail saying, “I’m working on a project; text me if urgent.” This keeps interruptions low while maintaining responsiveness.

Second, get a capability partner—not an accountability partner. Share what you aim to accomplish daily. Most people create long lists, complete two things, and end up demotivated. A partner helps you stay focused and realistic.

Also, use a 2.5x buffer rule. If you think something will take two hours, block five. Often we underestimate time due to unexpected tasks or complexity. If you finish early, use that buffer time. Most people take on more than they can handle because they don’t factor in the time it takes to keep the business running—what we used to call KTBR at Intel.

Harley Green
 That time inventory is so important. Often, people realize they’re doing a lot that could be delegated. When does it make sense to bring on executive support like an assistant?

Dr. Kevin Gazzara
 Our process starts with tracking tasks for at least a week. Once you map your tasks by type, you can see what causes boredom or anxiety. Then we run a task auction. Everyone lists what they want to offload, and others can volunteer to take it on. It’s not bartering—it’s about matching people to tasks they actually enjoy. We’ve seen organizations reassign up to 82% of work this way.

There’s always leftover admin work—”crap work”—which is the perfect reason to hire a VA or executive assistant. Rather than paying a $120K engineer to handle service calls, you can hire someone for a fraction to handle administrative tasks. We even did a case study that saved a company $50K and increased job satisfaction by 26%, reducing turnover to zero.

Harley Green
 That’s powerful. Delegation is essential but often misunderstood. How do you teach leaders to delegate well?

Dr. Kevin Gazzara
 We teach a simple rule: if by holding on to a task, you’re hindering someone else’s development, then delegate it. Even if it takes them four hours instead of your one, it builds their skill and confidence. You can mentor and support them through it. That’s leadership development. Dumping is giving away things you don’t want to do. Delegation is about opportunity and growth.

Harley Green
 I love that. My wife and I often ask, “How do we never have to do this again?” It makes the investment in training someone else worth it. One last thing—can you talk more about how some leaders feel guilty offloading tasks they dislike?

Dr. Kevin Gazzara
 People assume that if they don’t like a task, no one else will either. But we all have different strengths, experiences, and preferences. What drains you could energize someone else. That’s why having conversations around task rebalancing—not just delegating—is so important.

Harley Green
 Awesome. Kevin, you’ve shared so much value today. Where can people take the Task Quotient assessment and learn more?

Dr. Kevin Gazzara
 We set up a special link: magnaleader.co/GIFT. It takes less than five minutes and gives you a personalized report on your task balance. If anyone wants a short summary of the dissertation that validates this framework, email me at . I also welcome conversations—no sales pitch, just happy to help. You can connect with me on LinkedIn as well.

Harley Green
 Thank you again, Kevin. To our listeners—if you found value in this, hit like and subscribe so you never miss future strategies to help you scale smarter. And share it with someone who could use this right now. See you in the next one!

How to Eliminate Chaos and Build a Business That Runs Without You | Featuring Susan Fennema

by faye.eBusiness Growth, Productivity, Scale Smart, Grow Fast PodcastPosted on Comments are Disabled

How to Eliminate Chaos and Build a Business That Runs Without You | Featuring Susan Fennema

 Most small business owners hit a wall—not because of market conditions or lack of talent—but because they’re still at the center of every decision.

In the latest episode of Scale Smart Grow Fast, Susan Fennema, Chaos Eradicating Officer, Beyond the Chaos, breaks down exactly how to remove owner dependency and turn chaos into clarity. With 30+ years of operational experience and co-author of Efficiency Amplified, she shares the mindset shifts, systems, and steps that help owners scale smart—without burning out.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🚩 Warning Signs of Owner Dependency

  • You can’t take a real vacation without your business crumbling.
  • You’re constantly firefighting and exhausted.
  • Every decision runs through you.
  • Your best team members are either unclear or leaving.

Sound familiar? You’re not alone—and it’s fixable.

🛠️ First Steps to Operational Freedom

  1. Track Your Time: Write down everything you do in a week—daily, monthly, even the tasks you hate.
  2. Identify Low-Value Work: You’re likely doing $20/hour tasks as a $300/hour CEO.
  3. Start Delegating: Begin with part-time help (VA or project manager) and record quick Loom videos to train them.
  4. Build Basic Systems: Start small—like creating an offboarding process. It’s the most overlooked yet crucial one.
  5. Use Project Management Tools Correctly: Trello, Asana, ClickUp all work—if you implement structure.

🧠 Mindset Shifts That Matter

  • Your team can do it better—if they know what success looks like.
  • Letting go isn’t losing control; it’s gaining capacity.
  • Peace and clarity don’t mean your business is failing—it means it’s working.

🔄 From Chaos to a Saleable Business

Most owners who “want out” can’t sell because they are the business. Susan explains how systematizing operations not only gives you your life back—it turns your business into a real, sellable asset.

💡 Time Management That Works

  • Calendar block your strategic time—and honor it.
  • Hold “office hours” to reduce constant interruptions.
  • Shut off email/social notifications and check them intentionally.

🎁 Want to Know Where You Stand?

Susan offers a free Operations Audit to help you identify your biggest operational gaps.
👉 beyondthechaos.biz/operations-audit

Feeling buried in tasks that pull you away from growth? Our executive support helps you reclaim time, focus, and control.
👉 Book My Discovery Call

Bottom Line:
 If you’re doing everything yourself, you’re not running a business—you’ve built a job. It’s time to scale smart. Start by watching the full episode for practical strategies you can implement this week. 🎥 Watch now on YouTube 🔗 https://youtu.be/wfjBpwiUkdE

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green
Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Too many businesses hit a ceiling because the owner is still at the center of every decision. In this episode, Susan Fennema, chaos eradicating officer at Beyond the Chaos and co-author of Efficiency Amplified, shares how to eliminate operational chaos, build scalable systems, and finally break free from day-to-day dependency. With 30 plus years of operational expertise, Susan offers practical strategies to help business owners reclaim their time and lead with clarity. Susan, thank you so much for being on the podcast. How are you doing today?

Susan Fennema
Thank you so much for having me. I’m doing great and excited to get this week going.

Harley Green
Love it. Susan, can you tell us more about your background? What gave you this operational expertise and what made you decide to help businesses with their operations?

Susan Fennema
I’ve always been wired for organizing. As a child, I would sit with a jar of buttons and organize them by color and size. Throughout my career, I worked for small business owners in roles that were always process-oriented. I was focused on taking the load off the owner, simplifying, and streamlining operations.

In 2016, I started looking for what I thought would be my last job, but I realized I could serve multiple owners at once instead of committing to one. That’s when Beyond the Chaos transitioned from a side gig into a business dedicated to helping owners eliminate chaos and build freedom into their operations.

Harley Green
Owner dependency is a major roadblock to growth. What are some of the biggest warning signs that a business is too dependent on its owner?

Susan Fennema
The biggest red flag is if the owner can’t take a vacation without everything falling apart. Other signs include exhaustion, constant firefighting, and being the bottleneck for every decision. Team members feel stuck because they need approval to move forward, which leads to frustration and turnover.

We also see owners frustrated with clients, team members, and even family because they’re burned out. Many say they want to sell their business and walk away. But once they create processes and hand off work, they usually rediscover their love for the business and start growing again.

Harley Green
Some listeners might be realizing they don’t have to live with those stressors. What inspired you to start focusing on eliminating chaos?

Susan Fennema
I started in project management, making projects more efficient. But I quickly saw how much relief that gave owners, so I went deeper. I began looking at the entire flow—how leads come in, how proposals turn into projects, how work is delivered, and how to build repeatable systems that create more clients.

Owners should focus on relationships, strategy, and growth, not daily details. With systems in place, it’s easier to hold teams accountable and identify who’s performing well. Many owners start businesses because they love their craft, but get trapped in details. Fractional operations support—like project managers or integrators—helps free them up without the cost of a full-time COO.

Harley Green
That makes sense. For business owners who want to make their business more enjoyable or even more saleable, what are the first steps they should take?

Susan Fennema
Start by writing down everything you do in a week, then add monthly, quarterly, and annual tasks. Include tasks you hate as well. Next, estimate what you’d pay someone else to do those tasks. Most owners, worth $200–$300 an hour, are spending too much time on $15 tasks.

Those are the first things to delegate or stop doing. Document how you do them with a simple video or outline. Then bring in part-time support like an assistant or project manager. Offloading those tasks frees you to focus on higher-level work.

Harley Green
That’s a great point. Owners often hesitate to delegate because they don’t enjoy those tasks themselves.

Susan Fennema
Exactly. But there are people, like us, who love operations. Processes may feel like bureaucracy, but they’re what actually set you free.

Harley Green
You’ve mentioned several ways to eliminate chaos. Can you walk us through a few that create the foundation for scaling?

Susan Fennema
The first is process development. Clear processes make delegation and accountability easier, and they create a structure for addressing problems without conflict.

The second is project management. Many owners try tools like Trello, Asana, or Monday and give up, but the problem is usually implementation. With the right setup, these tools help deliver projects consistently.

The third is using time intentionally. Owners often get trapped in email or constant interruptions. The key is structuring your day to reduce distractions and focus on high-value work.

Harley Green
What are some tactical tips for managing time more intentionally?

Susan Fennema
Calendar blocking is essential. Schedule time to work on the business and treat it like a client appointment. Office hours are another great tool. Instead of constant interruptions, team members know when they can come to you.

Turn off notifications, step away from email, and use project management tools to track work instead of your inbox. Even small changes here can dramatically improve productivity.

Harley Green
How do you help owners move from reactive to proactive in their operations?

Susan Fennema
It starts with reducing emergencies. Once things calm down, some owners panic because they feel less needed. That’s where reviewing your numbers and focusing on strategic questions comes in. Use that newfound time to think about sales, growth, or improving the business instead of constantly firefighting.

Harley Green
In your book Efficiency Amplified, what’s one system or process every growing team should prioritize first?

Susan Fennema
Offboarding. Onboarding is important, but offboarding is usually an emergency. If someone leaves suddenly, you need to know what accounts they had access to, what passwords to revoke, and how to notify the team. Having that process in place prevents chaos and protects the business.

Harley Green
What are some mindset challenges owners face when trying to let go?

Susan Fennema
One is believing they’re the only ones who can do it right. In reality, with the right direction, team members often do it better. Another is the adrenaline rush of firefighting—when that’s gone, owners can feel lost. Adjusting both mentally and physically is part of letting go.

Harley Green
How can leaders maintain their vision while still empowering employees?

Susan Fennema
Every company has a culture, intentional or not. Leaders need to clearly communicate the vision and values, especially in virtual or hybrid teams. At Beyond the Chaos, we send framed value statements to employees as a daily reminder. Celebrating employees who embody the vision reinforces it across the team.

Harley Green
For owners still caught in the weeds, what’s one action they can take this week to start building more freedom?

Susan Fennema
Start that activity spreadsheet. Document what you’re doing every day, then identify what can be delegated. Operations isn’t one-and-done, it’s ongoing—like finance. But starting with that step is the path to freedom.

Harley Green
Susan, thank you so much for sharing these invaluable tips with our audience today. If people want to learn more or get in touch, what’s the best way?

Susan Fennema
I’d like to offer an operations audit to everyone listening. It’s a form that helps you evaluate how you’re operating and where we can help. Go to beyondthechaos.biz/operations-audit.

Harley Green
Fantastic, thank you for that. For those listening, if you got value from this episode, hit like and subscribe so you don’t miss future strategies to help you scale smarter. Share this with a colleague who might benefit, and if you’re on a podcast platform, leave us a quick rating. Thanks again for tuning in, and we’ll see you on the next one.

Susan Fennema
Thanks, Harley.

How to Turn Marketing Into a Measurable Growth Engine — Insights from Laura Patterson

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

How to Turn Marketing Into a Measurable Growth Engine — Insights from Laura Patterson

Marketing that’s busy but not strategic is one of the fastest ways to burn time, budget, and opportunity. In a recent Scale Smart, Grow Fast episode, Laura Patterson, President of Vision Edge Marketing and creator of the Circle of Traction Framework, shared how leaders can align strategy, focus on customer value, and use data to drive measurable growth.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

Start with the “Straight Line Test”

Laura’s quick diagnostic: open your marketing plan and draw a straight line from your business outcomes → objectives → programs → tactics → activities. If something doesn’t connect, it’s a “random act of marketing” — and it’s stealing your strategic capacity.

Keep the Focus on Customer Value

Growth begins with understanding:

  • Who your customers are
  • What they value and need
  • How you’re different from competitors

From there, align sales, marketing, and customer success teams around clear, customer-centric outcomes.

Data + Instinct = Better Decisions

Experience and gut matter, but data turns decisions into confident moves. Avoid drowning in metrics by first deciding what question you want the data to answer. Then focus on measures tied directly to outcomes — like product adoption, share of wallet, or footprint expansion.

Make Plans Dynamic, Not Static

Markets shift fast. Laura recommends monthly reviews to check performance against targets and adjust accordingly. Use dashboards to see what’s working, what’s not, and where to pivot.

Use Advisory Boards for Real Feedback

Customer and technical advisory boards give you direct insight into pain points, opportunities, and what your audience values most. That feedback fuels innovation and relevance.

Document Processes to Delegate Effectively

From email campaigns to webinars, every marketing activity has a process. Documenting these makes it easier to delegate tasks without losing quality or consistency.

Key Takeaway:
 Marketing becomes a growth engine when it’s aligned to business outcomes, rooted in customer value, and measured with discipline. Drop the random acts, focus your line, and review often.

Resources from Laura:

Schedule a discovery call to uncover how Workergenix can streamline your operations, free your time, and help you scale smarter without burning out.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green: Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Growth without direction often leads to wasted time, budget, and opportunity. In this episode, Laura Patterson, President of Vision Edge Marketing and creator of the Circle of Traction Framework, shares how leaders can align their strategies around customer value, streamline execution, and make smarter decisions using data. With over two decades of experience guiding hundreds of organizations, Laura is going to deliver a clear and actionable approach to turning marketing into a measurable growth engine. Laura, how are you? Thanks for being on the podcast.

Laura Patterson: Thank you for having me. I appreciate the opportunity to share my passion with your community.

Harley Green: Tell us a bit more about what brought you to being President of Vision Edge.

Laura Patterson: I won’t spend too much time there because I’d like to make sure we spend more time on things that will be helpful and actionable for your community. If you wind the clock back just a little bit, I’m in Austin, Texas. In 1999, if you could spell marketing, you could get a job. I’d been in Austin since 1982 after working for several companies, predominantly in very early stage technology. The product I was marketing, selling, and servicing ran on a Wang 2200. I was brought here by Motorola to help bring up a new organization and business line involving marketing operations, communication, and customer acquisition.

I spent the next 14 years inside Motorola and then left to go back into software. When my phone rang many times with people wanting help with strategic and product marketing and customer acquisition and retention, it was an opportunity to jump from the frying pan to the fire and start my own firm. That was the impetus and catalyst for Vision Edge Marketing, and we’ve been at it ever since.

Harley Green: Love it. Now, tell us more about the Circle of Traction Framework. How did that come about and what is it for?

Laura Patterson: The Circle of Traction has been around since the very beginning of our company. Many of our customers have used what we call “the wheel” to make sure they have the right starting point, end point, and all the things needed to move the wheel and get traction in the marketplace. We have a book on it called Fast Track Your Business, which came from a long-time customer who brought us in at various companies to talk about leveraging the Circle of Traction. On my way out from one of those meetings, John said, “When are you going to put this in a book?” I told him probably not, having already written three books, but eventually we did. The book takes everyone through each node in the Circle of Traction with actionable guidance at every step so anyone aiming to accelerate market growth with a customer-centric approach has a framework to do so.

Harley Green: You’ve worked with a ton of companies. What’s the most common reason marketing becomes disconnected from actual business growth?

Laura Patterson: I love this question. Here’s a quick test: open your marketing plan. It’s probably in Excel or PowerPoint. Many think a list of things to do, dates, and a budget is a plan. We encourage a different view. Draw a straight line from the business result you want down through objectives, programs, tactics, and activities. If anything is off that line, we call those orphans or random acts, and they steal strategic capacity.

Every day, new things pop up and you might think you should do them. Ask where it fits on the line. If it doesn’t, it’s another random act that may not move the ball down the field. That’s a simple, practical test — and we can help you fix that.

Harley Green: These random acts can be the new shiny object — tech, pipeline, trends. How do you help people stay focused and avoid shiny object syndrome?

Laura Patterson: In marketing — and sales or customer success — ask: What business outcome will this activity help achieve? If you don’t know, it’s time to discuss. Second, what exactly will we do to achieve that outcome? Third, how will you know it worked?

In marketing, we’ve made things complicated with endless activity metrics — visits, clicks, downloads, shares — but we should be measuring impact on outcomes, not just activity.

Harley Green: Many leaders rely on experience and instinct. When does that fall short, and how does data fill the gap?

Laura Patterson: I’d never tell an experienced leader their gut is irrelevant. I use mine too. But we can make more confident, faster decisions when data supports our thinking. Without it, we might keep doing things that aren’t working. Data helps us streamline the thousands of decisions we make daily. The challenge isn’t lack of data — it’s finding actionable insights.

To leverage data, start with the question you want answered. Otherwise, you risk drowning in information.

Harley Green: In a busy organization, how do you decide which data points matter for growth versus noise?

Laura Patterson: It starts with defining what success looks like for your company. Most leaders start with revenue targets, maybe profit or margin. But marketers don’t market to “buckets of revenue” — we need specific outcomes like: how many new customers in which markets for which products, how many existing customers to retain, or how to grow share of wallet.

When outcomes are customer-centric, the right metrics reveal themselves — adoption rates, share of wallet, footprint expansion — and these can guide operational plans across sales, marketing, and product teams.

Harley Green: How does the Circle of Traction help maintain that customer-centric focus?

Laura Patterson: It starts with customer insights: Who they are, what’s important to them, their challenges, aspirations, current approach, and how you can help them do it better. This informs personas, buying journeys, and strategy — then execution.

Harley Green: As marketing grows, execution can get messy. When does it make sense to delegate tasks like reporting, research, or management to an assistant?

Laura Patterson: First, document your processes. If you want others to help — whether an executive assistant, VA, or vendor — they need clear steps. Every marketing activity, from emails to events, has a process. The more detailed your documentation, the easier it is to delegate effectively.

Harley Green: How do you keep alignment from marketing through to sales?

Laura Patterson: Without guidance, sales will do whatever it takes to make the number. Give them focus — which customers, why, and what to say. This makes them more efficient and effective, targeting the right doors to knock on.

Harley Green: You’re known for helping turn marketing into performance engines. What’s step one to making it measurable and accountable?

Laura Patterson: Tie everything to clear outcomes. I’m surprised how often marketers can’t name the three to five business outcomes they’re expected to impact. Too often, plans are just last year’s plan updated. Instead, consider current market trends, target segments, and how that impacts sales, product, and customer service.

Harley Green: Who should adjust marketing strategy in response to trends — executives or marketing leaders?

Laura Patterson: It depends on company size and talent. Smaller companies may rely on leadership or outside experts. Larger ones with seasoned marketing leaders can handle it internally.

Harley Green: How often should companies revisit their marketing plan?

Laura Patterson: Frequently, especially in times of flux. I recommend monthly reviews with dashboards showing what’s working, what’s not, and where to adjust.

Harley Green: What’s the biggest missed opportunity in gathering or acting on customer feedback?

Laura Patterson: Not having customer or technical advisory boards. These provide valuable insight and a give-and-take relationship that benefits both sides. They help you understand what customers truly value.

Harley Green: For a leader stuck in reactive marketing mode, what’s one action they can take this week toward a strategic, data-driven approach?

Laura Patterson: Start by reviewing your plan — or create one. Apply the Straight Line Test. Then ask questions with “customer” in them: Which customers are buying? How long do they stay? Which have left? This will shift your thinking.

Harley Green: How can people connect with you?

Laura Patterson: On LinkedIn, by email at , or through my book Fast Track Your Business. We also offer free downloads like the customer centricity worksheet at visionedgemarketing.com.

Harley Green: Thanks, Laura. And for those listening, if you got value from this episode, hit like and subscribe so you don’t miss future strategies to help you scale smarter. Share this episode with someone who could use it, and leave us a quick rating to help us reach more leaders.

When Sales Systems Break: How Founders Can Scale Without Burnout

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

When Sales Systems Break: How Founders Can Scale Without Burnout

In this episode of Executive Edge Live—part of the Scale Smart, Grow Fast podcast by Workergenix—Harley Green is joined by four sales and strategy powerhouses to tackle a painful but common issue: What happens when your sales systems stop working?

If your business is running on duct-taped processes, manual follow-ups, and founder-fueled hustle, this conversation is your wake-up call—and your roadmap forward.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

From “Controlled Chaos” to Scalable Sales Systems

💬 Beth McClary-Wolford (Fractional Sales Leader) revealed why most businesses don’t actually have sales systems—they have people and tools… and crossed fingers.

💬 Sara Chevere (Offer Architect & Wealth Strategist) called out the clarity gap: too many founders keep stacking courses, certifications, and tech without addressing the root problem—messy messaging and no clear flow.

💬 Stephen Orefice (Sales Culture Strategist) shared his own burnout story, and how focusing on people, processes, and purpose helped him rebuild sustainably.

💬 Kelly Ann Peck (Pipeline Expert) reminded us that movement builds momentum. A CRM isn’t optional—it’s foundational. And the sale doesn’t count until the contract is signed and paid.

Key Takeaways for Founders & Execs

  • 💡 Stop selling alone. Sales success can’t depend solely on you. It’s time to systematize, delegate, and empower others.
  • 💡 Start with real conversations. Don’t over-engineer. Begin with your network and build from there.
  • 💡 Track everything. From proposals to payments, follow-up is where deals are made (or lost).
  • 💡 Shift your mindset. Selling is serving. Don’t hide your offers—make them clearly and often.

“If you build it, they will not come—unless you tell them. A lot.” – Beth McClary-Wolford


🎁 Bonus Masterclass: Reclaim 15–30 hours/week with smarter delegation → workergenix.com/bonus-masterclass

👥 Connect with the Panelists

  • Kelly Ann Peck – linkedin.com/in/kelly-ann-peck
  • Sara Chevere – sheprospersher.com
  • Stephen Orefice –@fixintowindowsdoors.com
  • Beth McClary-Wolford – superpowerstrategies.com | Email:

Schedule a discovery call to start building a sales system that scales without you burning out.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green:
All right, just waiting for all the streams to get activated online.
All right, we got confirmation. It’s live on Instagram, very good.
And it’s good to go on Facebook as well. So we will go ahead and get started.
Welcome everybody to the Executive Edge Live part of the Scale Smart Grow Fast podcast by Workergenix. I’m Harley Green, founder and CEO of Workergenix, where we help founders and executive teams delegate what drains them so they can focus on scaling strategically.

Today’s session is all about what happens when your sales systems hit their breaking point. The missed follow-ups, the messy handoffs, the “how are we still doing this manually” moments.
I’m thrilled to be joined by a powerhouse of leaders who’ve built revenue engines that run without them constantly propping them up.
Whether you’re selling services or widgets or investment offerings, these are the frameworks, workflows and mindsets that help sales scale without spiraling into chaos.
Thank you all to our panelists for coming here today. We’re gonna kind of go around and a quick introduction. We’ve got Kelly, who’s a business sales coach and strategic revenue leader.
Kelly has tripled client revenue in down markets and driven over $30 million through strategic event-based sales. She has over 26 years across sales, coaching, and marketing leadership, and she’s known for turning messy pipelines into clean, profitable ecosystems.
Next we have Sarah. Sarah’s a wealth strategist and premium offer architect. Sarah helps women package their expertise into high ticket offers that actually sell. With over 17 years in coaching and finance, she’s scaled dozens of service-based businesses by helping founders lead with clarity and price with confidence.
Next, we have Stephen, a sales leader, strategist, and culture builder. After rebuilding his life and business from the ground up, Steven now helps high-performance sales teams grow with systems that stick. He’s obsessed with alignment, ownership, and letting purpose lead process.
And last, but certainly not least, Beth is a fractional sales leader and process coach. Beth builds outsourced sales solutions for founders who want results without micromanagement. She’s hands-on, process-driven, and deeply focused on helping teams execute consistently.
Thank you to all of our panelists for being here today. How’s everyone doing?

Kelly Ann Peck:
 Really good. Thanks for having me.

Sara Chevere:
 Amazing. Thank you, Harley.

Harley Green:
 Before we went live, we were talking a little bit about where everybody is in the world. I think it’s kind of fun that we’ve got great coverage across the world and across the US. Maybe we take a second to just kind of go around, quick introduction and share where you’re coming from today.
We’ll start with you, Kelly.

Kelly Ann Peck:
 Hi everybody. My name is Kelly Ann Peck. I am sitting in St. Petersburg and I’m closing on my home tomorrow, so I will be moving 30 minutes up to Palm Harbor. So I’m very excited.

Harley Green:
 Awesome, thank you, Kelly. Stephen, you wanna go next?

Stephen R. Orefice:
 Yeah, I’m located here in the beautiful DFW Metroplex, Dallas, Fort Worth. So I’m a proud Texan now, but former New Yorker and yeah, just big in the home improvement industry here in DFW.

Harley Green:
 Awesome. And Sarah?

Sara Chevere:
 So I am like you, Harley, so I’m location independent. And at the moment, I am in Austin, Texas.

Harley Green:
 Awesome. All right, Beth, where are you coming from today?

Beth McClary-Wolford:
 I’m coming from the scenic city in Chattanooga, Tennessee. But I know that Texas is hot too, so we are having a heat wave. I was sitting out on a porch originally and I thought, “my goodness, bless his heart.”

Harley Green:
 Love it. Chattanooga.
Nice. And I’m coming from Wallingford, England. So we’re enjoying our summer here in the UK with a little bit milder weather, which we’re very much enjoying.
All right. Well, let’s start with the obvious.
Beth, I’m going to send this one to you first. Why do so many growing businesses think they have a sales system when what they really have is just a string of people and tools?

Beth McClary-Wolford:
 Wow, you’re really kicking it off. The reality is that as business owners, as human beings, and we are the subjects of great marketing, we think if we keep buying stuff and layering it on top of whatever we have, that it’s going to fix our problems. And unfortunately, that doesn’t fix our problems.
It just adds complexity and more layers. And so sometimes you have to strip it down to the bare bones and take it back to the real basics and say, okay, what is it we’re really trying to accomplish? Let’s not buy anything else. Let’s not layer anything else on top of it. Let’s just figure out what it is we’re trying to accomplish and see what you have that fits.
We want that quick fix. We want that magic pill that’s going to make wonderful things happen. And that isn’t necessarily what happens. You just get a rotten onion, as I call it, with lots of bad layers.

Harley Green:
 Awesome. Yeah.
Great insight there. Anybody else on the panel want to add to that?

Sara Chevere:
 Yeah, so one of the things that I notice with many entrepreneurs, service-based businesses and consultants is that they keep buying courses that probably they never finish. Like how many of you have purchased many courses and said yes, thinking they’d be very supportive, but they have not really resolved the problem?
Not only that, but now they go to the next program, or the next high ticket, or the next mastermind, and then they’re just accumulating things. Or they feel that they’re not ready because they need to get these certifications or this degree.
And the reality is that it just creates a lot of confusion in what they offer, instead of having a flow—an intentional flow—on how they provide their information and how they support their clients.
A lot of times it’s lack of clarity, having clear messaging that attracts their ideal client, and having an offer that provides a big transformation.

Stephen R. Orefice:
 If I can add, I love what you said about that. I’m a baseball coach at heart—I played Division II ball—and I always go back to fundamentals.
It’s so important for business because as we scale, I love the scaling process, but it’s very easy to get unwound in the chaos.
Sometimes you’ve got to take a step back from all the chaos and go back to the fundamentals—websites, CRM, focusing on your clients, focusing on conversations with your employees to better their growth.
Sometimes we become too innovative with all this AI stuff and everything that’s coming out now, but that old school, face-to-face connection with your client or with your employee goes a long way.
That’s something I’m experiencing now. We’re dialing back in our company and we’re putting focus on our customers.

Harley Green:
 All right, well, this next one, Stephen, I think is a good one to start with you. You kind of mentioned dialing back. What was your moment of truth—when you realized your sales process needed to evolve or was going to stall or blow up?

Stephen R. Orefice:
 I’m an A personality. So once you hit that point of rust out, burnout, or knockout—call it what you will—you hit that phase mentally, physically, spiritually where you just can’t take on any more.
That was the lightbulb moment. I went back to my baseball days and realized that anything I’ve ever done in a team setting allowed us to achieve things we never imagined.
That’s when you need to dial back and go into what I call the “process and procedure phase.” Because without processes and procedures, you can never scale.
Otherwise, you’re always doing minute tasks or running yourself into the ground 12, 16, 18 hours a day. I was doing that during the pandemic.
I hit the rust out and burnout phase. After that, when I started my own company, I came in with experience.
My wife and I are business partners. We’re growing a team—we have install teams, communication, and a CRM that handles a lot of the small stuff.
We help each other not take on too much so we can have that family-work balance, which is so important.
I know people say balance doesn’t exist for entrepreneurs, but I believe there’s a way to maximize your potential by finding it within your business and your life.

Harley Green:
 Awesome. Anybody else have a moment of truth they want to share real quick here?

Kelly Ann Peck:
 Sure. Last year I decided—my company got bought in 2022. I worked with an amazing coach that bought my company, and then I decided, this isn’t my client anymore.
I absolutely love this person who bought my company, but I wanted to figure out what I wanted to do next. I think my husband freaked out because he was like, “My gosh, she’s going to go back to being an entrepreneur again.”
And I see a lot of laughs right now because, you know, our spouses and significant others don’t always realize they’re on this ride with us when we start these companies.
So my husband was like, “Okay, what are we planning?” And I’m like, “You know what? I’m not going to do what I did before.”
It goes back to what Beth and Sarah were talking about.
When I started my second company, I thought I had to have a website, I had to have this and that. But I’m a salesperson at heart. What I really needed to do was just figure out what I wanted to do—and just go and have conversations.
So last August, that’s exactly what I did. I just had an open heart and was open to every opportunity and every conversation that came my way.
And I have landed numerous clients—my dream clients—without having to do all the “big stuff.”
They wanted to work with me because of me—not because I had a website or certain marketing in place.
I was able to have real conversations to help them get to the “yes,” and to know that I could fix the problems they were facing.
That headspace of standing on the mountain and being open to opportunities, instead of being stressed out, really helped. It’s been a big reason for my success this past year.

Sara Chevere:
 I want to follow that. One thing I realized when I was in all of that chaos was that I wasn’t doing my business in alignment.
I sat down and visualized—who is the person I see in the future? Who is that Sarah that’s super successful, living in alignment, living her vision and ideal lifestyle?
Then I asked her, “Where do I need to go? What do I need to do to become you now?”
And I’ll be honest—it was hard. When I heard what I needed to do, I resisted. I felt like I wasn’t ready.
But once I listened to that vision and brought it into the present, I started living the life I wanted and building a business that aligned with it.
That alignment allowed me to serve my clients at a high level—helping them live their vision as well.
So to anyone watching: visualize your future self and ask, “Who do I get to be to become you now?”
Stop waiting. Start living that vision today.

Stephen R. Orefice:
 Yeah, I want to add to what Sarah said. One thing that changed my life was not getting addicted to the company name—but getting addicted to the people and the processes.
Companies open and close. People move on.
If you get attached to processes, procedures, and people, that’s where it gets exciting.
If something falls off now, it doesn’t bother me. I know I can recreate it.
The confidence, the energy, and the experience are all there.
We have a gift as entrepreneurs to do whatever we want.
Once you find balance and alignment, you can create the life you want—your own field of dreams.

Harley Green:
 Thank you.
All right, Kelly, this one’s for you first—you’re the expert on pipelines.
How do you start building a system that converts leads without needing you to check in every day? Where’s the first fix?

Kelly Ann Peck:
 When you’re starting out—or launching a new service—it doesn’t matter how long you’ve been in business.
You need to start by talking to your circle of influence.
That includes your biggest cheerleaders, repeat clients, or, if you’re brand new, it’s simply, “I have a new business, and I’m excited to tell you who I help.”
The most important part of building a pipeline is movement.
Some people get stuck before they even take that first step. I’ve been there. But having movement is everything.
Go out, build relationships, have real conversations.
Also, I’m a huge believer in two things:

  1. Use a CRM to follow up. The fortune is in the follow-up.
  2. Have a CRM that lets them sign a proposal and pay immediately. Don’t lose the deal at the payment stage.

If you don’t have a CRM, an amazing spreadsheet can work.
But you must follow up—and ask for the yes.
Everyone wants to get to the “happy dance” moment of the sale, but you have to fall in love with selling.
 A lot of small business owners say they hate sales. But you have to become the #1 salesperson in your business.
Sales is what puts cash in the bank.
And you also need to be in rooms where your actual clients are.
When I was figuring out what to do last year, I followed my own advice.
I didn’t have a job—but instead of going back to corporate, I just landed deals. I had conversations and created movement.
It takes time to close deals—whether from raving fans or strangers on the street.
And here’s the thing—we sell every day. I sell my kids on brushing their teeth, my husband on furniture, my daughter on when she can use her iPad.
We’re selling all day long. So lean into that and create movement. That’s how people get to know what you offer.

Harley Green:
 And for them to say, yes, you can help me—and for you to land the deal.
But starting out, it’s follow-up, it’s conversations, and it’s rinse and repeat.

Beth McClary-Wolford:
 I always ask people, “How bad do you want it?”
Yes, I want you to go build your field of dreams, but if you build it, they won’t come unless you talk about it. Even Kevin Costner in the movie went out and talked about it!
Every presentation I give, I say, “Everybody sells.”
And you can watch people want to crawl under the table. They say, “No, I don’t.”
Yes, you do.
Everyone in your company sells. Anyone interacting with a buyer is selling.
Because selling isn’t bad. It’s about helping people.
It’s about providing solutions. It’s not manipulation—it’s about making a difference with what you’re doing.
Changing that perception is hard.
Somewhere as we grow up, we lose that resilience.
Think about kids in the grocery store—“Mom, I want M&Ms.”
“No, we have dinner soon.”
“Mom, I’ll wait until after dinner.”
That persistence fades as we get older.
But action is key.
Like Kelly said, the more you tell your story, the better.

Sara Chevere:
 One of the big gaps I see in selling is people view it as something negative.
Or they’re afraid they’ll lose the client if they try.
I want to go beyond just “selling.” Let’s talk about making offers.
 Because if we don’t make offers to our audience, we’re doing them a disservice.
I get emails that are filled with value—but with no offer.
So I’m left asking, “Who is this person? What are they offering?”
Instead of thinking you’re “selling,” remember—you’re serving.
 Your audience already wants what you offer. But they can’t buy it if you don’t offer it.
So the invitation is: make offers. Make them so you can serve your audience and help them get results.
Many fear sounding salesy or getting unsubscribed from emails.
Or they worry that people won’t like them.
Well, if they unsubscribe or don’t like it, they weren’t your audience anyway.
When you speak to your ideal client, offer value, and make offers, the sale becomes inevitable.
You’re offering something valuable—and that’s what matters.

Stephen R. Orefice:
 Exactly.
People move for either pain or pleasure.
I use something I learned from Grant Cardone every day in follow-ups:
Is it the price?
Is it not solving your problem?
Or is it something else?
Those three questions uncover what’s really holding someone back.
And today, sales isn’t just about selling—it’s about giving people options, a relationship, and a seamless experience.
It should be easy to do business with you.
So stop talking, listen, and let them tell you what they want. They will.

Harley Green:
 Great insights, everyone.
Beth, going back to you—as a sales leader, where do you see founders and leaders wasting the most time or energy in their sales process?

Beth McClary-Wolford:
 Not understanding the value of a lead.
We become so transactional—if we don’t get the deal, we just let it go.
But what about following up?
They paid to generate that lead. But if it falls off, they don’t go back.
They don’t build the relationship.
So while they think they’re saving time, they’re really wasting money.
Even worse—it’s a missed opportunity.
People make decisions they regret. Someone else will get that business—because they followed up.
I always say, I help people find their people, love their people, and keep their people.
 That means customers.
Nurturing, loving, and showing value are critical.
I read that 85% of customers cannot communicate the value you bring.
That means we’re not selling the value—or maybe the salesperson doesn’t even know it.
And that starts at the top.
Messaging needs to come from the top—and it has to be consistent across the organization.
If it’s just you—then write it and own it.
Talk about what value you bring and what makes you different.

Harley Green:
 Stephen, you talk a lot about alignment. How does that show up in a healthy sales ecosystem? And what are some signs it’s missing?

Stephen R. Orefice:
 I’m big on company culture.
This is my third time scaling a company. I’ve worked in family-owned businesses, corporate structures, and even Fox Television.
You can tell from someone’s face if they enjoy their work.
If you need to constantly motivate people to show up—you’ve got a problem.
After the pandemic, people started reassessing what’s important—time, freedom, money, family.
If you can meet those needs, they’ll carry your brand forward.
It’s like a baseball team during a World Series season—162 games is a grind. But they all row in the same direction.
Business is the same.
You need a team, communication, and understanding what matters to your people.
 It’s not about what matters to corporate anymore.
And when everyone’s dreams align with the company dream—that’s when the brand becomes authentic.
You know alignment is real when people look around the company and don’t even know who the CEO is.
That’s the magic. That’s the goal. I’ve been there, lost it, and I’m building it again.

Harley Green:
 Powerful.
Sarah, you help leaders step into premium pricing with confidence.
How do strong sales systems support that shift and keep those conversions consistent?

Sara Chevere:
 One of the things I teach is to have a specific flow when making offers.
I call myself “The Empire Architect” because what I’m great at is breaking things down step-by-step.
You need to know exactly what to do in order to connect with your audience—so that when you share your message, they’re ready to buy and become premium clients.
Without a flow—what I call the Offer Flow Framework—it’s really hard to convert at that level.
Connection, intimacy, and openness are what build trust.
Also, I love AI, but let me clarify. What I don’t love are fake videos of fake people. Those don’t connect emotionally.
Your audience knows what’s real and what’s not.
To really connect, you have to show up and share the strategy that’s working for you—so they can apply it to their own businesses.
What’s often missing is clarity: in your message, in your steps, in your process.
And without that, it’s very difficult to provide real value or connect with your ideal audience.

Harley Green:
 Absolutely.
And Kelly, you’ve coached teams through downturns and still helped them grow.
Can you share some systems or rituals that made a difference during chaotic times?

Kelly Ann Peck:
 Sure.
When teams hit a downturn—plateaued revenue, or decline—the first thing I recommend is to look at the data.
The numbers don’t lie.
Often, people don’t know where their clients are coming from.
With large teams, I always ask: Who did we market to? What closed? What kind of client was it?
Or why did we see massive growth in July last year? Was it a project? Something external?
Gas prices? Tariffs? Whatever the reason—look at it.
Recreate what worked.
The key is: study what created success, and reverse engineer it.
That allows you to make smarter, faster decisions and boost sales with confidence.
Once you know where your leads came from and why they converted, you can rebuild that growth intentionally.

Harley Green:
 So true.
Let’s wrap with a rapid-fire question.
For anyone watching who still feels their sales are founder-dependent—what’s one thing they could do this quarter to change that?

Beth McClary-Wolford:
 Ask yourself: “Does this have to be done by me?”
If not—delegate it or automate it.
As founders, we white-knuckle everything. We hold on.
But that kills your capacity.
And letting go is scary—it hurts.
But do it.
Even if it’s uncomfortable, it changes everything.
And also—don’t expect others to sell exactly like you. They’re not the founder.
We can duplicate the process—but not your energy. Adjust your expectations accordingly.

Harley Green:
 Great insight. We got a bonus there!
Sarah?

Sara Chevere:
 Stop doing low-value work.
If you can’t afford a full-time assistant—start with part-time.
Eventually scale into having an executive assistant like what you offer, Harley.
That person will take everything off your plate, so you can focus on the high-value tasks that only you can do.
You’ll scale faster than you think.

Harley Green:
 Awesome, great points.
Kelly?

Kelly Ann Peck:
 I promise—you get a do-over the next day.
Even when things go terribly, you didn’t mess it up that bad.
Sleep, hydrate, eat—then start again.
The hard days are where growth actually happens.
And Sarah’s point about offers—yes. It’s so much easier and faster to go out and sell a high-value offer than it is to grind for low hourly rates.
You’re worth it. So is your client.
The relationship comes first—but price for the transformation you deliver.

Harley Green:
 Awesome.
Huge thank you to all of our panelists for sharing so openly—from the wins, to the mess, to the systems that make this all work.
Let’s go around real quick—how can people connect with you?
Beth?

Beth McClary-Wolford:
 Just send me an email: .
You can go to my website too—superpowerstrategies.com—but email is fastest.

Harley Green:
 Thank you. Sarah?

Sara Chevere:
 My website is sheprospersher.com.
That’s the best way to connect and learn more about my offer.

Harley Green:
 Stephen?

Stephen R. Orefice:
 Email is best:

Harley Green:
 And Kelly?

Kelly Ann Peck:
 Connect with me on LinkedIn: linkedin.com/in/kelly-ann-peck
 My phone and email are there. Thanks again for having us, Harley—we appreciate it.

Harley Green:
 My pleasure.
And for everyone joining live—or catching the replay—thank you so much.
We know how much is on your plate, and our goal is to help you grow without being buried in the day-to-day.
As a thank-you, we’re giving you free access to our masterclass: Delegate to Dominate—where I walk through how top execs reclaim 15 to 30+ hours/week with the kind of strategic support we talked about today.
You can watch it and unlock your bonus at: workergenix.com/bonus-masterclass

Sara Chevere:
 Thank you, guys. Bye!

Beth McClary-Wolford:
 Now let’s go sell.

How to Stop Being the Bottleneck and Start Scaling Smarter Featuring Eden Lovejoy, Creator of the Virtual GM Matrix

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

How to Stop Being the Bottleneck and Start Scaling Smarter
Featuring Eden Lovejoy, Creator of the Virtual GM Matrix

If you’re a founder or business leader feeling buried in the day-to-day, chances are—you are the bottleneck. And that’s not a weakness. It’s a signal that you’ve outgrown your current structure, and it’s time for your next level of leadership.

In a recent episode of the Scale Smart Grow Fast podcast, Harley Green sat down with Eden Lovejoy, fractional COO and creator of the Virtual GM Matrix, to talk about how leaders can finally step out of the weeds and lead with clarity.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🔑 Key Takeaways from the Episode:

1. Leadership Begins with Mindset
 Most operational pain stems from a mindset block. Eden explains that many business owners are hesitant to delegate because they fear losing their value or control. The first step? Trust your team—and accept that leadership is about thinking, not just doing.

2. Delegation ≠ Abandonment
 Letting go doesn’t mean walking away. Delegation should come with structured feedback loops. Whether that’s weekly check-ins, data dashboards, or regular reporting, your systems should empower—not isolate—your team.

3. The Virtual GM Matrix: A Framework for Freedom
 Eden’s framework has helped countless companies streamline operations and build performance cultures. It’s built on three pillars:

  • Cultural Alignment: Mission, vision, and values that guide decisions.
  • Organizational Clarity: Defined roles, accountability, and authority.
  • Feedback Loops: Real-time insights and growth mechanisms.

4. Scaling Isn’t Just “More”
 Scaling isn’t doing more of what got you here—it’s often doing things differently. Eden urges leaders to audit their systems and ask: “Will this still work at 10x the volume?” If not, it’s time to evolve.

5. Work With Your Business
 Forget the outdated “on vs. in” dichotomy. Eden champions a new approach: work with your business by distributing leadership across your team. That’s where freedom and growth really begin.

🎯 Final Thought:

Scaling smart isn’t about hustle—it’s about systems, mindset, and trusting your team to lead. If you’re ready to reclaim your time and unlock sustainable growth, this episode is a must-listen.

🎁 Don’t forget to grab your free copy of Eden’s book at freebusinessbook.com

Schedule a discovery call to stop being the bottleneck and start building a business that runs without you.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green:
 Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Scaling a business shouldn’t require you to be the bottleneck. In this episode, Eden Lovejoy, creator of the Virtual GM Matrix and fractional COO to high-growth companies, shares how leaders can transition out of day-to-day operations by empowering their teams, installing scalable systems, and embracing a true visionary mindset. With over 30 years of business leadership and a track record of helping companies generate millions in revenue, Eden’s going to deliver a practical framework for delegation, leadership development, and sustainable growth. Eden, welcome to the podcast. How are you doing today?

Eden Lovejoy:
 Thanks Harley, I’m doing great. Thanks for having me. Glad to be here.

Harley Green:
 Eden, for our audience that isn’t familiar with your background, could you share what brought you along in this journey to what you’re doing today?

Eden Lovejoy:
 My journey really starts from being a child in a very chaotic environment. I was the oldest of four kids, and my family was in a lot of chaos in San Francisco in the 70s. I developed a preference for organization, structure, and consistency. Years later, I realized that’s what drives me.

As a young woman, I started working, took a gap year before school, and realized I wanted to work in small to mid-sized business environments. I liked the diversity, challenge, and entrepreneurial energy. Over the years, I found myself in operational, organizational, and streamlining roles. I’m a general manager by craft and inclination—GM or COO depending on the structure.

I always wanted to impact more companies than just one. I tracked what made the most difference in operational leadership and pulled those insights into the Virtual GM Matrix. My goal is to translate that operational leadership skill set into a strong team, diversify the skill set, lean out overhead, improve operations, and build high-performance cultures.

Harley Green:
 Before we started recording, we talked a bit about mindset. You mentioned how it’s usually a big challenge when people step into new roles. Can you elaborate?

Eden Lovejoy:
 Mindset is everything. I can only coach someone so far until they hit an internal mindset block. Many of my clients have built a team, but even with growth, they don’t get relief. Often it’s because they haven’t delegated authority. Everyone still comes to the owner for answers. They haven’t shifted into trusting their team.

To delegate effectively, you must learn to trust, let people make mistakes, and not fear losing your value as a leader. When owners begin delegating, they often feel awkward—like “what am I supposed to be doing now?” The opportunity is to move into strategic visionary leadership.

Harley Green:
 Right, and sometimes there’s guilt around delegation. How do you help people address that?

Eden Lovejoy:
 We reassure them. That guilt shows up in leaders who care deeply about their people. They don’t want to be on a pedestal. But leadership is a practical skill set. Teams want to be trusted and they want their leaders to be visionary. It’s about shifting the perspective on leadership’s contribution.

Also, it’s easier to do small tasks. I remember one day realizing everything easy had been delegated and all that remained were the thoughtful things. I had to learn how to work differently.

Harley Green:
 What are early signs someone is the bottleneck?

Eden Lovejoy:
 One sign is feeling overwhelmed despite having a team. Another is when people ask questions and your first thought is “you should be able to answer that.” These are signs you haven’t empowered your team’s leadership.

Harley Green:
 Tell us about the Virtual GM Matrix. How does it work?

Eden Lovejoy:
 It has three components. First is the cultural framework—mission, vision, and values that drive decision-making. It’s not just having them, but making them actionable.

Second is organizational structure. We identify overlaps, clarify roles, assign decision-making authority, and create accountability. This shifts pressure from top leadership to the team.

Third is feedback loops and growth patterns. Delegation is not abandonment. We build feedback mechanisms and growth plans so the leader isn’t the only idea generator.

Harley Green:
 How do you make mission, vision, and values stick so the team can make decisions like you would?

Eden Lovejoy:
 Culture is a contact sport. We integrate values into daily conversations, development reviews, and even contests. It may seem awkward at first, but over time it becomes the team’s language. Like knowing what country you’re in by the language—values become the company’s language.

Harley Green:
 Let’s talk about feedback loops. What do they look like in practice?

Eden Lovejoy:
 It depends on the company’s culture. The matrix isn’t a cookie-cutter—it’s tailored. We identify key indicators, then build reporting, meeting cadences, or technology around them. One company may focus on receivables, another on POS trends—it must fit the business.

Harley Green:
 You talk about working with your business, not just in it. What does that mindset shift look like?

Eden Lovejoy:
 The old idea is to work “on” not “in” the business. But now we need to work with the business—building leadership across the team. We move from needing one GM or COO to distributing operational leadership.

Working with the business means giving your team a voice and decision-making power, based on shared values and mission. It’s not managing by consensus—it’s aligning through principles.

Harley Green:
 When leaders are scaling, what process do they often skip or underestimate?

Eden Lovejoy:
 They think scaling means doing more of the same. But real scaling requires different systems. Sometimes the people or processes that got you here won’t get you there. Leaders must leapfrog beyond what worked and build new structures for the next level.

Harley Green:
 What red flags show a system isn’t ready to scale?

Eden Lovejoy:
 If you haven’t reviewed your systems recently, that’s a red flag. Businesses grow by patching things together, but at scale, you need cohesive systems. Take time to evaluate and redesign.

Harley Green:
 Any simple stress tests or questions you use with clients?

Eden Lovejoy:
 I focus more on teaching people how to think. The matrix includes a decision-making framework for growth—helping teams vet ideas thoroughly and ask the right questions, not just chase shiny tools.

Harley Green:
 For leaders feeling stuck, what’s one question they should ask themselves?

Eden Lovejoy:
 Ask: What am I doing that I don’t want to be doing? What isn’t aligned with my heart, strength, passion, or vision? Then ask: Where does that task belong instead?

Harley Green:
 If people want to connect with you or get your book, where should they go?

Eden Lovejoy:
 Visit freebusinessbook.com. You can download a free e-book copy. I want to get this info to as many business owners as possible.

Harley Green:
 Thanks again for the insights and the generous gift. If this episode brought you value, hit like and subscribe so you don’t miss future strategies to help you scale smarter. And share it with someone who needs it!

Why Traditional Sales Is Dead—and What You Should Do Instead

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

Why Traditional Sales Is Dead—and What You Should Do Instead


The sales landscape has shifted, and if you’re still using outdated tactics, you’re not just behind—you’re losing. In our latest Scale Smart Grow Fast podcast episode, Harley Green sits down with sales strategist and bestselling author Joe Candido to unpack what today’s B2B buyers really want—and how sales leaders can meet them there.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

🎯 Traditional Tactics No Longer Work

Buyers today are informed, empowered, and immune to product pitches. Joe makes it clear: “No one wants to hear about your company—they want value.” If your sales team is leading with features instead of outcomes, you’re doing it wrong.

💡 Enter Leadership Selling

Joe introduces his game-changing framework: Leadership Selling. This approach prioritizes:

  • Selling to decision-makers (not just gatekeepers)
  • Understanding client business goals
  • Delivering value before asking for anything
  • Focusing on business outcomes over product specs

🧠 Mindset Shifts That Drive Growth

Leadership selling isn’t just a strategy—it’s a mindset. Joe urges sales leaders to:

  • Assess team competencies, not just skills
  • Coach based on forward-looking activities (not just closed deals)
  • Stop chasing RFPs unless you helped write them
  • Be involved—review deals, negotiate, coach in the field

🛠 Tools & Time Management

Joe highlights that most salespeople spend less than 20% of their time actually selling. His fix? Leverage tech—like CRMs and AI—for research, scheduling, and admin tasks. But streamline it. “If the system frustrates your reps, they’ll game it,” he warns.

✅ Pro Tip to Boost Revenue Now

Joe’s go-to strategy: Gather your team, review all current opportunities, and prioritize the top-tier deals you can realistically close this month. Focus energy there and watch results accelerate.

Bottom Line: If you want to lead a modern, high-performing sales team, stop selling like it’s the 90s. Start leading with value, insight, and strategic intent.


📘 Learn more about Joe’s work: https://leadership-selling.com

Schedule a discovery call to explore how strategic delegation and leadership support can help your sales team close more deals and scale faster.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green: Hey everybody, welcome back to the Scale Smart Grow Fast podcast. I’m host Harley Green. And as you may know in business sales, sales is not just a department. It’s the engine of scale in a business. In this episode, Joe Candido, sales strategist and author of Leadership Selling, reveals why traditional sales tactics are failing and what today’s buyers actually expect. Joe shares how sales leaders can transform their teams into trusted business advisors that drive revenue, loyalty and long-term growth by focusing on outcomes, not pitches. Joe, welcome to the podcast. How are you today?

Joe Candido: I’m doing great Harley, nice to see you and thanks for having me here.

Harley Green: It’s our pleasure. Now, Joe, can you maybe elaborate a little bit, give the audience more background about what’s brought you to helping other people scale their sales teams.

Joe Candido: My career has really been a journey in sales. I started in the tech sector. And I quickly figured out that if I didn’t understand my customer’s world, I was never going to succeed at selling anything to them. They didn’t care about the technology. They cared about something that was happening in their business that the technology might be able to help them with. So it caused me to shift how I approached sales. Initially, I was all about the product. I had to learn the product features, I had to do a great demo, but it was completely my agenda, product centric. Product is important. It’s foundational knowledge. You have to have it, but that’s not the end state. That’s the beginning of the journey with the customer. You have to be knowledgeable about their world and then show them how the product or service you represent can be of value to them in their world. So it’s really a shift from a me-centric approach to a client-centric approach.

Harley Green: You’ve said that traditional selling is dead. What do you believe has changed most in how sales needs to be done today?

Joe Candido: The buyers are way more savvy than they used to be. Today we have so much information as buyers. We’ve got the internet and we have access to competitors. We have a global landscape. We can source goods and services from a really large geography. This is true whether you’re selling nationally or locally, whether you’re a small company, mid-size company, or a multinational. The buyers are sophisticated and they know a lot. They’re trying to find someone who can bring value beyond what they can get on their own. So the question we all need to ask is, why should someone buy from me? What am I doing beyond the core service and product, beyond my competitors, that causes the buyer to say, I want to work with you? That’s why traditional selling is dead. Dialing for dollars, working through a list, and pitching people doesn’t work. They don’t care about your company or product until you’ve earned the right. If a buyer really wants to know about your company, they’ll ask. Until then, offer value first.

Harley Green: What are some tips or strategies to help identify what that value might be with your ideal client and really distinguish yourself from the competition?

Joe Candido: First, to be clear, I’m talking about business-to-business selling. We’re assuming salespeople are engaging by phone, face-to-face, or Zoom. This isn’t Amazon. You need to do your homework. Know who you’re calling and why. Know the company, the person, their title, and what challenges they might be facing. Have something of value to share that is not a pitch. It could be a white paper, a trend, something about their industry—something helpful. This demonstrates you know their world. Sometimes you have to do this two or three times before they’ll trust you enough to talk. You might email something, leave a voicemail, or follow up with more insights. Build trust.

Harley Green: One thing you talk about a lot is leadership selling. How is leadership selling different from what most sales teams are currently doing?

Joe Candido: Leadership selling means be a leader and sell to leaders. We usually sell to the middle or lower part of the organization because we think it’s easier. But they often don’t have buying authority. Or they buy based on strict criteria, usually focused on price. Leaders are paid to change the business. Managers run it. When you sell to a leader, they know the goals, they know where they’re trying to take the company. They want to hear about trends, competitors, and what can help them hit their objectives. And they have the authority and budget to act. You can reach them if you’re prepared with insights. I’ve seen it done time and again.

Harley Green: Tell us some tips or strategies to make sure you’re able to speak with those leaders and decision makers.

Joe Candido: The gatekeeper can be your best ally. Their job is to open the gate, not just close it. So don’t go around them—talk to them. They answer the phone. Be transparent: “I need to speak to your boss and here’s why.” Explain the value you bring. Say you work with executives like theirs and want to share some trends. When they say they’ll check with their boss, explain that the boss will have questions they can’t answer—and will want to get a feel for you personally. Offer a quick, 2–3 minute chat. That approach works 70% of the time.

Harley Green: Let’s shift to mindset. What are some mindset shifts that sales leaders and salespeople need to make?

Joe Candido: One shift is focusing on competencies, not just knowledge. Many salespeople know what to do but don’t do it—especially when it comes to prospecting. We need to assess teams and understand the gaps. Managers need to stop just telling people what to do and start coaching how to do it. Also, shift from looking backward (at reports) to looking forward. Ask what they’re doing today to be successful tomorrow. Focus more on activity than just results. Results matter, but activity drives them. Set clear expectations—like five appointments this week—and help them get there. Leaders need to get involved: join sales calls, review proposals, help negotiate. Be present.

Harley Green: That’s something we see often too—leaders delegate too much. What are other common mistakes you see from leadership?

Joe Candido: One big one is not having a clear sales strategy. Everyone’s doing something, but not all rowing in the same direction. Leaders must define how the team will win. What differentiates us? Make it client-centric and focused on business outcomes. Help clients reach their goals—that’s where value is, and it leads to loyalty. You’ll justify your pricing when you can demonstrate ROI. Don’t chase RFPs unless you helped write them. They’re usually just to validate someone else’s price, and even if you win, you’ll have no relationship or margin. Stick to your plan. Target clients who are a good fit.

Harley Green: When is the right time to delegate to executive assistants so the sales team can focus on high-value activities?

Joe Candido: Time management is crucial. Most salespeople spend less than 20% of their time selling. Improve that by training and using systems. Handle emails during off-peak hours. Use AI and CRMs wisely—don’t bog people down with admin. Use AI for rough drafts, scheduling, research, and reminders—but validate its output. Tools can save time, but they shouldn’t become the job. Use them to support sales, not slow it down.

Harley Green: What kind of systems help keep teams consistent and high-performing despite all these tools?

Joe Candido: I use a framework called QQVB: Quantity, Quality, Velocity, and Balance. Your CRM and funnel should be simple and auto-generated from daily sales activities. Don’t ask reps to enter the same data in multiple places. And don’t punish them when forecasts miss—otherwise, they’ll game the system. If deals are stuck, coach, don’t blame. Understand the problem and help fix it. QQVB lets you identify bottlenecks and coach more effectively.

Harley Green: Joe, what’s one actionable step sales teams should take right now?

Joe Candido: Gather your team, look at every opportunity, and rank them. Focus your energy on the top 5, 10, or 20 that are most likely to close this month. Collaborate as a team to prioritize and close. This drives immediate results and builds great habits.

Harley Green: Joe, how can people connect with you?

Joe Candido: Go to leadership-selling.com. You’ll find my book and contact info. No strings—happy to chat.

Harley Green: Thank you so much, Joe. And thanks to everyone tuning in. If you got value from this episode, like, subscribe, and share. We’ll see you next time.

From Burnout to Peak Performance: How Aligned Leaders Scale Smarter

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

From Burnout to Peak Performance: How Aligned Leaders Scale Smarter

In today’s fast-paced world, success is no longer just about working harder — it’s about working with intention. On a recent episode of the Scale Smart Grow Fast podcast, Harley Green sat down with Alan Lazaros, founder of Next Level University, to unpack what it really takes to build a business that thrives — without sacrificing your health, relationships, or sanity.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

Alan’s story is raw, real, and transformational. After a near-fatal car accident at 26, he shifted from chasing external achievements to aligning his life and business with internal fulfillment. Today, he leads a global coaching business and hosts a top-ranked podcast — but it’s the systems behind his success that every ambitious leader needs to hear.

🔹 The Four Life Buckets

Alan broke down what he calls the “four buckets of life”:

  1. Unfulfilled and unsuccessful
  2. Externally successful but internally empty
  3. Fulfilled but broke
  4. Fulfilled and successful — the rarest and most powerful place to be

Most people get stuck in the middle two. Alan’s mission? Help them reach that fourth, transformational stage.

🔹 The P3 Target System: Simplify Without Slowing Down

For founders and CEOs constantly juggling priorities, Alan’s “P3 Target” system is gold. He teaches his clients to identify their top three glass ball priorities — the areas they must protect at all costs — and design their days around them. It’s time management, energy management, and values alignment all rolled into one.

🔹 Fear of Failure and Fear of Success

While most of us are aware of our fear of failure, Alan reveals an often overlooked truth: many high performers are equally afraid of success. Why? Because success can mean outgrowing your circle, facing new expectations, and dealing with discomfort. Understanding which fear is holding you back is step one to overcoming it.

🔹 Peak Performance, Not Just Productivity

Alan redefines peak performance through the lens of optimal decisions — not just doing more, but doing what matters most, at the right time, for the right reasons. His engineering background shines through as he challenges leaders to design their life and business like a world-class product.

🚀 Want to Lead with More Clarity—and Burn Out Less?

You don’t have to carry it all. At Workergenix, our AI-enhanced executive assistants help you optimize your habits, track your goals, and free up your time so you can focus on what truly matters: aligned growth.

👉 Schedule a discovery call to design a life and business that scales with your values — not your stress.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript:

Harley Green:
Hey everybody, welcome back to the Scale Smart Grow Fast podcast. Success without alignment leads to burnout. But when you build consistent habits rooted in purpose, everything changes. In this episode, Alan Lazaros, founder and CEO of Next Level University and host of a global top 100 self-improvement podcast, shares how he went from a near fatal accident and personal low point to leading a global team and helping others unlock peak performance. With a heart-driven but no BS approach, Alan’s going to reveal how tracking habits, staying consistent, and aligning with your true values can transform both your business and your life. Alan, welcome to the podcast.

Alan Lazaros:
Thank you so much for having me. I don’t take it lightly. In the 21st century, there’s a lot of noise. What you pay attention to matters tremendously. I appreciate it, and I also will not waste a second of your time.

Harley Green:
Thank you for that, Alan. For our audience out there, can you elaborate a little more on your background? What brought you to what you’re doing today?

Alan Lazaros:
Absolutely. I’m 36. I often joke that I’m about to hit puberty at 37 because I look young, which doesn’t help in business. It started off tough. My birth father passed away when I was very young, in a car accident. I was two, he was 28. I had an older sister and my mom was 31. A stepfather came into my life named Steve Lazaros. My real last name is McCorkle. I took his last name around age seven. From age three to 14, he was in my life. At age 14, he left and took his entire extended family with him. I’ve never seen or spoken to any of them since. That same year, my mom had a falling out with my aunt, and we were ostracized from her side too. So by 14, I had lost three families. My sister moved out that same year.

I developed two trauma responses. One was fawning—appeasing everyone around me. I hung on to friends, from high school through college and into corporate. The second was fight—behind the scenes, I was aiming higher, working harder, and getting smarter. Achievers are often rooted in pain or trauma. I had no dad, no generational wealth, no trust fund. I knew I was in trouble if I didn’t do something. I got straight A’s, earned a bachelor’s in computer engineering, then a master’s in business. I worked in tech and eventually landed at Cognex, where I became a global 1% earner in my early twenties. I paid off $84k in debt in a year, invested the rest, and rode the post-2008 recovery.

Then came the turning point: a car accident at 26. That’s when I shifted from external achievement to internal fulfillment. I liquidated my assets, went broke, and started focusing on self-improvement. Now in my thirties, I’m both externally successful and internally fulfilled. That’s what I help clients with today. I currently coach 20 individuals with various levels of frequency.

What I’ve found is that few people reach the fourth bucket of life. The first is unfulfilled and unsuccessful. The second is externally successful but unfulfilled. The third is fulfilled but broke. The fourth, which few reach, is both externally successful and internally fulfilled.

Harley Green:
You take a holistic approach to helping people and teams. Why is that multidimensional strategy so essential, especially for business owners?

Alan Lazaros:
I’ve always been contemplative and a bit existential. I grew up around people who seemed to be escaping their lives rather than designing them. I worked at a golf course at 14 and was told, “These are the best years of your life.” I remember thinking, “God, I hope not,” because I was bullied in high school. I was surrounded by people who lived for Fridays, and that scared me.

As an engineer, I asked: Why not engineer a future you love? I studied at WPI, a top engineering school. I noticed brilliant people weren’t applying engineering principles to their own lives. So I created a model: health, wealth, and love. Health includes physical, mental, emotional, and spiritual. Wealth is how you earn, how profitable it is, if it’s sustainable, and where you invest. Love includes relationships with your partner, family, team, clients, and mentors. If you’re top 1% in each of those, you’re one in a million.

Harley Green:
What other patterns have you noticed in individuals and teams that limit growth?

Alan Lazaros:
I’ve crossed 10,000 hours of coaching, training, and podcasting. I’ve worked with people across the world and noticed most people are afraid of one of two things—or both: failure and success. Everyone knows fear of failure. But fear of success is more subtle and just as powerful.

Some people are great at success but struggle with relationships. Others are great at relationships but avoid systems and discipline. My business partner Kevin is the people person; I’m the engineer. He once rated my intimidation score a 9.5 out of 10. Direct communication, high standards, and deep knowledge can be intimidating.

Success often means you outgrow your circle. Compliments go down, rocks go up. You’re either afraid of failure or success, and both keep you stuck.

Harley Green:
What advice would you give to someone trying to build consistency?

Alan Lazaros:
Start by checking your self-belief. You need to believe it’s possible, that it’s possible for you, and that it will be worth it. Our podcast has over 2,000 episodes. That takes massive belief.

Kevin struggled with self-belief but had humility. I had belief but had to develop humility. You need both to succeed long term.

Harley Green:
How do you define peak performance, and why is it so important for leaders?

Alan Lazaros:
Peak performance is about finding the optimal point—like an upside-down horseshoe on a graph. Too little or too much effort both reduce performance. Life is about making the optimal decision at the right time.

In business, that means being in a peak state when it matters. Everything in life is built on statistical probabilities. Most leaders fail because they don’t understand themselves, others, or how to make optimal decisions.

Harley Green:
You teach people to stay optimized without overcomplicating things. What are some practical systems they can use?

Alan Lazaros:
I use something called the P3 Target. Everyone on my team has one. It’s a target with three levels: P1, P2, P3. For me: coaching, training, and podcasting. These are my “glass balls.” If I drop anything, it won’t be those.

We also track time in four columns: date, time in minutes, what you accomplished, and which priority it maps to. This helps align effort with values.

Harley Green:
With everything people are managing—business, family, health—how do you stay aligned and avoid overwhelm? And where does executive support come in?

Alan Lazaros:
I have an executive admin named Laura. Her #1 priority is saving me time. Our leadership team all has clear top priorities and defined roles.

We use the DRI (Directly Responsible Individual) system from Apple. Everyone owns outcomes. Leadership is the hardest thing in business. I once had a 24-person team; now it’s 18. That cut wasn’t fun but necessary.

Ultimately, you need a team. But more importantly, you need to be the most aware, skilled, and resourceful person in the room to lead effectively.

Harley Green:
Alan, you’ve shared incredible insights. How can people connect with you?

Alan Lazaros:
Thank you. If you have humility, work ethic, and a love for personal development, you’ll love Next Level University. Google us or search the podcast on any platform. I’m also on Instagram, Facebook, and LinkedIn. If you’re seeking big rewards for minimal effort, don’t reach out. We work with strivers, not arrivers.

Harley Green:
Perfect. For those watching or listening, if you got value from this episode, hit like and subscribe so you don’t miss future strategies to help you scale smarter. And if you know a business owner who could use this, share it with them.

Thanks for tuning in. See you next time.

Scaling with Intention: Insights from the Executive Edge Panel on Hiring for Strategic Growth

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

Scaling with Intention: Insights from the Executive Edge Panel on Hiring for Strategic Growth

In today’s fast-moving business landscape, hiring isn’t just about adding bodies—it’s about building impact. That was the central theme of our Executive Edge panel, hosted by Workergenix founder and CEO, Harley Green. This dynamic session brought together an elite lineup of business leaders to explore the often-misunderstood art of hiring with strategy, purpose, and long-term vision.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

Meet the Panel

The June edition featured powerhouse panelists with deep experience in operations, team-building, and scalable business strategy:

Each guest shared their unfiltered insights on when to hire, how to delegate without abdicating, and what it truly takes to scale without burnout.

The Myth of “More People = More Progress”

Harley kicked things off by challenging a common myth: that hiring more people automatically leads to more output. Susan Fennema was quick to point out that without systems and structure, more team members can lead to confusion, not productivity. Clay Posey shared a vivid story from his early career, cautioning against the “military math” of assuming 200 workers can accomplish a 200-hour job in one hour. As he emphasized, each new hire introduces complexity and potential inefficiencies if not integrated with intention.

Stories of Game-Changing Hires

Each panelist shared a story of a single hire that transformed their business. For Susan, it was a part-time virtual assistant who evolved into her full-time Director of Operations—and future successor. Jason Rosado recounted how helping a client hire a project manager doubled their revenue and cut work hours in half. Mike Slinker highlighted the essential difference between visionary leaders and tactical implementers, explaining how hiring a strategic executor turned a high-growth church organization around.

Clay emphasized the leap of faith (and data) required to hire a manager before the chaos hits. His early-year hire freed him up for business development and helped match the company’s entire prior-year revenue by mid-year.

Where to Start: Ops, Sales, or Admin?

There was a healthy debate on where founders should begin scaling. Susan recommends getting out of day-to-day operations first, especially for small businesses. Jason focuses on aligning the owner’s strengths and passion with their role and building the org chart around that. The consensus? Every founder’s path is different, but clarity on your unique value is non-negotiable.

Hiring Fails & Lessons Learned

No panel on hiring would be complete without talking about what not to do. Clay shared a painful (but valuable) lesson about hiring without clear systems. Jason stressed the need for two-way interviews, encouraging founders to ask tough, disqualifying questions to reveal fit. Mike urged business owners to recognize the art of interviewing, and Susan warned about mixing business with family without a clear exit.

Knowing When It’s Time to Hire

The panel closed with actionable frameworks for recognizing when it’s time to bring someone in. Jason shared how he uses vision-based planning and energy coaching to help clients tune into their internal compass. Susan and Clay emphasized data and financial forecasting. Mike introduced a “rubber band” analogy—watching for stretch and stress as signals that your team’s capacity is maxed out.

Final Takeaways

If there’s one thing this panel made clear, it’s that hiring is never just about filling a role. It’s about aligning vision, values, and capacity to drive the business forward. When done right, a single hire can transform a company’s culture, revenue, and trajectory.

Let’s build the team that brings your vision to life.
Book a free strategy call here.

Like what you read? Get weekly insights on scaling, efficiency, and profitability—straight to your inbox. Click here to subscribe.

Transcript

Harley Green:
Welcome, everyone. I’m Harley Green, founder and CEO of Workergenix, where we help executives and leadership teams stay focused on high-impact activities by delegating the rest to highly skilled, AI-leveraged Ultimate Executive Assistants. I’m thrilled to moderate today’s Executive Edge live panel with a group of powerhouse leaders who understand that hiring should be about strategic impact, not just headcount.

Our panelists include:

  • Clay Posey, CEO and founder of Clearbox Strategies, with over 30 years of experience in data-driven growth strategy and scalable team building.
  • Susan Fennema, CEO and founder of Beyond the Chaos, is an operations expert helping business owners escape the weeds through strategic support hires.
  • Mike Slinker, CEO of Tennessee Memories and founder of Slinker Consulting, is a visionary who has built value-driven teams across industries.
  • And joining us shortly will be Jason Rosado, founder of Distinctive Coaching for Business Success.

Let’s jump right in.

Why Do Leaders Think More People = More Progress?

Susan Fennema:
Often, leaders feel overwhelmed and assume hiring more people is the solution. But that doesn’t always address the root problem. It adds overhead and interpersonal complexity, and without strategic clarity, more people won’t solve the issue.

Mike Slinker:
Many leaders equate headcount with productivity. But real progress lies at the intersection of vision and execution. It’s about finding the right implementers to match your vision, not just more hands.

Clay Posey:
This reminds me of my first job under a retired Marine Colonel. He joked that if a project needed 200 hours, a general would say, “Great, bring 200 men and do it in an hour.” But adding people doesn’t linearly increase productivity. There’s overhead, training, and diminishing returns.

Jason Rosado:
People think hiring is a way to duplicate themselves. It sounds easy in theory, but it’s complex in practice. If not done right, you create more work, not less.

Turning Points: Stories of a Key Hire

Mike Slinker:
While serving as Executive Pastor at a large church, the lead pastor had vision but lacked tactical execution. My role became about implementing systems so ministry directors could align with that vision. It reinforced how critical it is to support visionary leaders with operational strength.

Susan Fennema:
A few years ago, I hired a part-time VA who is now my full-time Director of Operations and right-hand. Her growth has been remarkable. When you hire someone aligned with your values and culture, they become a true extension of you.

Jason Rosado:
A client of mine, Andrew, had a team but was doing 70-hour weeks because he didn’t trust them. We reorganized his structure and hired a project manager to act as a buffer between him, his team, and clients. Within six months, he doubled his revenue and cut his hours in half. That one hire changed everything.

Clay Posey:
Hiring a Head of Operations this past January was pivotal. Even though she’s still ramping up, we’ve already matched last year’s revenue halfway through this year. That hire freed me to focus on business development, and it’s paid off tremendously.

Where Should You Start When Building Support Teams?

Susan Fennema:
Start by removing the owner from operations. Focus on sales, finance, and strategic oversight. Outsource marketing early if possible, and use fractional or part-time hires. You don’t need a full-time COO at $250k; there are more scalable ways to get help.

Jason Rosado:
Start with the owner’s passion. What do they love? What brings ROI? Then outsource or delegate the rest. I even have my clients create a job posting for themselves to define their dream role. From there, we build around them.

Mike Slinker:
You must assign a value to each role. Understand who brings the most value to each function and align hires accordingly.

Clay Posey:
Remember to delegate, not abdicate. Culture starts with the founder. Define and measure it. Whether you’re hiring locally or globally, instill your values and maintain quality control.

Hiring Fails and How to Avoid Them

Clay Posey:
The E-Myth by Michael Gerber taught me the importance of building systems before hiring. Clear roles and expectations are critical. I’ve made mistakes by hiring without defining responsibilities, and it led to failure for everyone involved.

Jason Rosado:
Most interviews are two people selling to each other. I teach a “two-way interview” process, where both sides explore potential mismatches. Ask tough questions like, “Why might this role not work for you?” It leads to better hires and fewer surprises.

Mike Slinker:
Interviewing is a skill. If you’re not good at it, hire someone who is. Otherwise, you’ll make hiring mistakes that could cost you dearly.

Susan Fennema:
Avoid hiring family unless you’re clear about how it ends. If you can’t fire someone, you probably shouldn’t hire them. Set expectations from day one, even with friends or relatives.

What Do You Do Now Before Making a Key Hire?

Susan Fennema:
I run the numbers rigorously. Once, I hired someone hoping revenue would match. It didn’t, and I had to part ways. Now, I consider what happens if projections fall short.

Clay Posey:
I ask candidates to reflect on their budgets. Not share them with me, but to be honest with themselves. If they’re taking the job but can’t cover their expenses, it won’t end well.

Mike Slinker:
Pay-for-performance agreements keep both sides aligned. They encourage results while managing cost and motivation.

Jason Rosado:
Be cautious about asking too much. Budget questions might border on legal gray areas. Help new hires plan financially, but don’t overstep.

When Is It Time to Hire?

Jason Rosado:
Map out where you want to be in a year, then work backward. Build a hiring timeline based on business goals, capacity, and stress levels. Factor in emotional blocks too, fear often clouds judgment.

Susan Fennema:
Treat hiring as a last resort. Start with automation, outsourcing, and part-time support. People are your most expensive resource, and drama often follows them.

Mike Slinker:
Use the “rubber band” analogy. If a team is stretched to the max, it’s about to snap. Don’t wait for burnout. Build margin early to support healthy growth.

Clay Posey:
I forecast hiring needs based on our pipeline and metrics. If I know I’ll need someone by August, I start hiring in June to allow ramp-up time. Data-driven hiring protects your team and ensures quality delivery.

Closing Thoughts & How to Connect

Mike Slinker:
Reach me directly at 615-738-8883. Happy to connect.

Jason Rosado:
I offer a free organizational structure and revenue growth assessment. Text “assessment” to 773-829-1276 to schedule.

Clay Posey:
Visit clearboxstrategies.com to book a time with me. We help with planning, growth, marketing, and automation.

Susan Fennema:
Check out beyondthechaos.biz/operations-audit for a free operations audit. Let’s talk about getting you out of the day-to-day.

Harley Green:
Thanks to all our amazing panelists. If you enjoyed this, I invite you to our free masterclass, Delegate to Dominate, where I show you how to reclaim 15–30 hours a week with strategic support. Visit workergenix.com/bonus-masterclass for access and a special offer. Thanks for joining us—see you at the next Executive Edge live session!

Scaling Without the Burnout: Andy Reinhold’s No-Hustle Blueprint for Business Owners

by faye.eScale Smart, Grow Fast PodcastPosted on Comments are Disabled

Scaling Without the Burnout: Andy Reinhold’s No-Hustle Blueprint for Business Owners

 In the latest episode of the Scale Smart Grow Fast podcast, we welcomed Andy Reinhold, founder of Studio Spark and former Deloitte executive turned automation strategist. Andy shared a deeply personal journey—from burning out in corporate life to overcoming cancer—and how these experiences inspired his no-hustle approach to entrepreneurship. If you’re a solopreneur or small business owner juggling growth with sanity, this is your roadmap.

Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.

1. Redefining Success Post-Burnout

After managing $55M in corporate projects, Andy realized that health and happiness are non-negotiable. Therapy and values-based decision-making helped him pivot toward building a business aligned with freedom, authenticity, and self-care.

2. Designing a Business That Fits Your Life

Using frameworks like Designing Your Life by Stanford professors Burnett and Evans, Andy helps clients create “Odyssey Plans” for their businesses—clear five-year visions that prioritize both financial goals and personal fulfillment.

3. The Studio Spark 12-Step Framework

Andy walks clients through a comprehensive system that includes values alignment, capacity and revenue math, offer refinement, and automation. His approach balances strategy with soul—building businesses people are proud of, not burned out by.

4. Smart Automation: Amplify, Don’t Replace

For teams running lean, Andy recommends starting with content creation and lead generation. By pairing AI with virtual assistants, small teams can operate with the efficiency of enterprise-level businesses, without losing their personal touch.

5. The Mindset Shift That Changes Everything

“Will I be happy with how I lived when it’s all said and done?” This question drives Andy’s choices today. His advice to overwhelmed founders: align decisions with your values, invest in what truly matters, and use technology to amplify—not override—your humanity.

Final Thoughts:
 Andy Reinhold’s no-hustle blueprint is a timely reminder that scaling smart doesn’t mean sacrificing your well-being. For business owners striving to do more with less, his mix of automation, strategy, and self-awareness is a masterclass in sustainable growth.

Connect with Andy:
 Visit Studio Spark to explore Andy’s frameworks, tools, and community.

Ready to Scale Smarter?
 If you’re inspired by Andy’s approach and wondering how you can apply these principles in your business, let’s talk. At Workergenix, we specialize in helping founders and lean teams scale with strategy, systems, and smart delegation.

👉 Schedule your free discovery call today and take the first step toward a business that grows without grinding you down. Book a call now!

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