How to Eliminate Chaos and Build a Business That Runs Without You | Featuring Susan Fennema
Most small business owners hit a wallânot because of market conditions or lack of talentâbut because theyâre 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 smartâwithout burning out.
Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.
You canât take a real vacation without your business crumbling.
Youâre constantly firefighting and exhausted.
Every decision runs through you.
Your best team members are either unclear or leaving.
Sound familiar? Youâre not aloneâand itâs fixable.
đ ïž First Steps to Operational Freedom
Track Your Time: Write down everything you do in a weekâdaily, monthly, even the tasks you hate.
Identify Low-Value Work: Youâre likely doing $20/hour tasks as a $300/hour CEO.
Start Delegating: Begin with part-time help (VA or project manager) and record quick Loom videos to train them.
Build Basic Systems: Start smallâlike creating an offboarding process. Itâs the most overlooked yet crucial one.
Use Project Management Tools Correctly: Trello, Asana, ClickUp all workâif you implement structure.
đ§ Mindset Shifts That Matter
Your team can do it betterâif they know what success looks like.
Letting go isnât losing control; itâs gaining capacity.
Peace and clarity donât mean your business is failingâit means itâs working.
đ From Chaos to a Saleable Business
Most owners who âwant outâ canât sell because they are the business. Susan explains how systematizing operations not only gives you your life backâit turns your business into a real, sellable asset.
đĄ Time Management That Works
Calendar block your strategic timeâand honor it.
Hold âoffice hoursâ to reduce constant interruptions.
Shut off email/social notifications and check them intentionally.
Feeling buried in tasks that pull you away from growth? Our executive support helps you reclaim time, focus, and control. đ Book My Discovery Call
Bottom Line: If you’re doing everything yourself, you’re not running a businessâyouâve built a job. Itâs time to scale smart. Start by watching the full episode for practical strategies you can implement this week. đ„ Watch now on YouTube đ https://youtu.be/wfjBpwiUkdE
Like what you read? Get weekly insights on scaling, efficiency, and profitabilityâstraight 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. Iâm 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 Iâve 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. Thatâs 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 canât 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 theyâre 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 donât 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 flowâhow 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, itâs easier to hold teams accountable and identify whoâs performing well. Many owners start businesses because they love their craft, but get trapped in details. Fractional operations supportâlike project managers or integratorsâhelps 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 youâd pay someone else to do those tasks. Most owners, worth $200â$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 Thatâs a great point. Owners often hesitate to delegate because they donât enjoy those tasks themselves.
Susan Fennema Exactly. But there are people, like us, who love operations. Processes may feel like bureaucracy, but theyâre what actually set you free.
Harley Green Youâve 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. Thatâs 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, whatâs 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 theyâre 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 firefightingâwhen thatâs 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, whatâs one action they can take this week to start building more freedom?
Susan Fennema Start that activity spreadsheet. Document what youâre doing every day, then identify what can be delegated. Operations isnât one-and-done, itâs ongoingâlike 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, whatâs the best way?
Susan Fennema Iâd like to offer an operations audit to everyone listening. Itâs a form that helps you evaluate how youâre 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 donât miss future strategies to help you scale smarter. Share this with a colleague who might benefit, and if youâre on a podcast platform, leave us a quick rating. Thanks again for tuning in, and weâll see you on the next one.
How to Turn Marketing Into a Measurable Growth Engine â Insights from Laura Patterson
Marketing thatâs 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 âStraight Line Testâ
Lauraâs quick diagnostic: open your marketing plan and draw a straight line from your business outcomes â objectives â programs â tactics â activities. If something doesnât connect, itâs a ârandom act of marketingâ â and itâs stealing your strategic capacity.
Keep the Focus on Customer Value
Growth begins with understanding:
Who your customers are
What they value and need
How youâre 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 â 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 whatâs working, whatâs 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 itâs aligned to business outcomes, rooted in customer value, and measured with discipline. Drop the random acts, focus your line, and review often.
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 profitabilityâstraight 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 wonât spend too much time there because Iâd 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, Iâm in Austin, Texas. In 1999, if you could spell marketing, you could get a job. Iâd 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 weâve 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 âthe wheelâ 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, âWhen are you going to put this in a book?â 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: Youâve worked with a ton of companies. Whatâs the most common reason marketing becomes disconnected from actual business growth?
Laura Patterson: I love this question. Hereâs a quick test: open your marketing plan. Itâs 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 doesnât, itâs another random act that may not move the ball down the field. Thatâs a simple, practical test â and we can help you fix that.
Harley Green: These random acts can be the new shiny object â tech, pipeline, trends. How do you help people stay focused and avoid shiny object syndrome?
Laura Patterson: In marketing â and sales or customer success â ask: What business outcome will this activity help achieve? If you donât know, itâs time to discuss. Second, what exactly will we do to achieve that outcome? Third, how will you know it worked?
In marketing, weâve made things complicated with endless activity metrics â visits, clicks, downloads, shares â 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: Iâd 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 arenât working. Data helps us streamline the thousands of decisions we make daily. The challenge isnât lack of data â itâs 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 donât market to âbuckets of revenueâ â 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 â adoption rates, share of wallet, footprint expansion â 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, whatâs important to them, their challenges, aspirations, current approach, and how you can help them do it better. This informs personas, buying journeys, and strategy â 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 â whether an executive assistant, VA, or vendor â 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 â which customers, why, and what to say. This makes them more efficient and effective, targeting the right doors to knock on.
Harley Green: Youâre known for helping turn marketing into performance engines. Whatâs step one to making it measurable and accountable?
Laura Patterson: Tie everything to clear outcomes. Iâm surprised how often marketers canât name the three to five business outcomes theyâre expected to impact. Too often, plans are just last yearâs 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 â 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 whatâs working, whatâs not, and where to adjust.
Harley Green: Whatâs 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, whatâs one action they can take this week toward a strategic, data-driven approach?
Laura Patterson: Start by reviewing your plan â or create one. Apply the Straight Line Test. Then ask questions with âcustomerâ 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 donât 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
In this episode of Executive Edge Liveâpart of the Scale Smart, Grow Fast podcast by WorkergenixâHarley 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 callâand your roadmap forward.
Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.
From âControlled Chaosâ to Scalable Sales Systems
đŹ Beth McClary-Wolford (Fractional Sales Leader) revealed why most businesses donât actually have sales systemsâthey have people and tools… and crossed fingers.
đŹ Sara Chevere (Offer Architect & Wealth Strategist) called out the clarity gap: too many founders keep stacking courses, certifications, and tech without addressing the root problemâmessy messaging and no clear flow.
đŹ Stephen Orefice (Sales Culture Strategist) shared his own burnout story, and how focusing on people, processes, and purpose helped him rebuild sustainably.
đŹ Kelly Ann Peck (Pipeline Expert) reminded us that movement builds momentum. A CRM isnât optionalâitâs foundational. And the sale doesnât count until the contract is signed and paid.
Key Takeaways for Founders & Execs
đĄ Stop selling alone. Sales success canât depend solely on you. Itâs time to systematize, delegate, and empower others.
đĄ Start with real conversations. Donât over-engineer. Begin with your network and build from there.
đĄ Track everything. From proposals to payments, follow-up is where deals are made (or lost).
đĄ Shift your mindset. Selling is serving. Donât hide your offersâmake them clearly and often.
âIf you build it, they will not comeâunless you tell them. A lot.â â Beth McClary-Wolford
Like what you read? Get weekly insights on scaling, efficiency, and profitabilityâstraight 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, sheâs 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, âmy goodness, bless his heart.â
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 theyâd 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 flowâan intentional flowâon 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 heartâI played Division II ballâand I always go back to fundamentals. Itâs 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 youâve got to take a step back from all the chaos and go back to the fundamentalsâwebsites, 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. Weâre 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 truthâwhen 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 knockoutâcall it what you willâyou 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 Iâve ever done in a team setting allowed us to achieve things we never imagined. Thatâs 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, youâre 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 teamâwe 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 doesnât exist for entrepreneurs, but I believe thereâs 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 decidedâmy 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 donât always realize theyâre on this ride with us when we start these companies. So my husband was like, “Okay, what are we planning?” And Iâm like, âYou know what? I’m not going to do what I did before.â 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 Iâm a salesperson at heart. What I really needed to do was just figure out what I wanted to doâand just go and have conversations. So last August, thatâs 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 clientsâmy dream clientsâwithout having to do all the âbig stuff.â They wanted to work with me because of meânot because I had a website or certain marketing in place. I was able to have real conversations to help them get to the âyes,â 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. Itâs 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 wasnât doing my business in alignment. I sat down and visualizedâwho is the person I see in the future? Who is that Sarah thatâs super successful, living in alignment, living her vision and ideal lifestyle? Then I asked her, âWhere do I need to go? What do I need to do to become you now?â And Iâll be honestâit was hard. When I heard what I needed to do, I resisted. I felt like I wasnât 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 levelâhelping them live their vision as well. So to anyone watching: visualize your future self and ask, âWho do I get to be to become you now?â 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 nameâbut getting addicted to the people and the processes. Companies open and close. People move on. If you get attached to processes, procedures, and people, thatâs where it gets exciting. If something falls off now, it doesnât 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 wantâyour own field of dreams.
Harley Green: Thank you. All right, Kelly, this oneâs for you firstâyouâre the expert on pipelines. How do you start building a system that converts leads without needing you to check in every day? Whereâs the first fix?
Kelly Ann Peck: When youâre starting outâor launching a new serviceâit doesnât matter how long youâve 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, itâs simply, âI have a new business, and Iâm excited to tell you who I help.â The most important part of building a pipeline is movement. Some people get stuck before they even take that first step. Iâve been there. But having movement is everything. Go out, build relationships, have real conversations. Also, Iâm a huge believer in two things:
Use a CRM to follow up. The fortune is in the follow-up.
Have a CRM that lets them sign a proposal and pay immediately. Donât lose the deal at the payment stage.
If you donât have a CRM, an amazing spreadsheet can work. But you must follow upâand ask for the yes. Everyone wants to get to the âhappy danceâ 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 didnât have a jobâbut instead of going back to corporate, I just landed deals. I had conversations and created movement. It takes time to close dealsâwhether from raving fans or strangers on the street. And hereâs the thingâwe sell every day. I sell my kids on brushing their teeth, my husband on furniture, my daughter on when she can use her iPad. Weâre selling all day long. So lean into that and create movement. Thatâs how people get to know what you offer.
Harley Green: And for them to say, yes, you can help meâand for you to land the deal. But starting out, itâs follow-up, itâs conversations, and itâs rinse and repeat.
Beth McClary-Wolford: I always ask people, âHow bad do you want it?â Yes, I want you to go build your field of dreams, but if you build it, they wonât come unless you talk about it. Even Kevin Costner in the movie went out and talked about it! Every presentation I give, I say, âEverybody sells.â And you can watch people want to crawl under the table. They say, âNo, I donât.â Yes, you do. Everyone in your company sells. Anyone interacting with a buyer is selling. Because selling isnât bad. Itâs about helping people. Itâs about providing solutions. Itâs not manipulationâitâs about making a difference with what youâre doing. Changing that perception is hard. Somewhere as we grow up, we lose that resilience. Think about kids in the grocery storeââMom, I want M&Ms.â âNo, we have dinner soon.â âMom, Iâll wait until after dinner.â 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 theyâre afraid theyâll lose the client if they try. I want to go beyond just âselling.â Letâs talk about making offers. Because if we donât make offers to our audience, weâre doing them a disservice. I get emails that are filled with valueâbut with no offer. So Iâm left asking, âWho is this person? What are they offering?â Instead of thinking youâre âselling,â rememberâyouâre serving. Your audience already wants what you offer. But they canât buy it if you donât 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 wonât like them. Well, if they unsubscribe or donât like it, they werenât your audience anyway. When you speak to your ideal client, offer value, and make offers, the sale becomes inevitable. Youâre offering something valuableâand thatâs 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 whatâs really holding someone back. And today, sales isnât just about sellingâitâs 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 youâas 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 transactionalâif we donât 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 donât go back. They donât build the relationship. So while they think theyâre saving time, theyâre really wasting money. Even worseâitâs a missed opportunity. People make decisions they regret. Someone else will get that businessâbecause 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 weâre not selling the valueâor maybe the salesperson doesnât even know it. And that starts at the top. Messaging needs to come from the topâand it has to be consistent across the organization. If itâs just youâthen 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 itâs missing?
Stephen R. Orefice: Iâm big on company culture. This is my third time scaling a company. Iâve worked in family-owned businesses, corporate structures, and even Fox Television. You can tell from someoneâs face if they enjoy their work. If you need to constantly motivate people to show upâyouâve got a problem. After the pandemic, people started reassessing whatâs importantâtime, freedom, money, family. If you can meet those needs, theyâll carry your brand forward. Itâs like a baseball team during a World Series seasonâ162 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. Itâs not about what matters to corporate anymore. And when everyoneâs dreams align with the company dreamâthatâs when the brand becomes authentic. You know alignment is real when people look around the company and donât even know who the CEO is. Thatâs the magic. Thatâs the goal. Iâve been there, lost it, and Iâm 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 âThe Empire Architectâ because what Iâm great at is breaking things down step-by-step. You need to know exactly what to do in order to connect with your audienceâso that when you share your message, theyâre ready to buy and become premium clients. Without a flowâwhat I call the Offer Flow Frameworkâitâs 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 donât love are fake videos of fake people. Those donât connect emotionally. Your audience knows whatâs real and whatâs not. To really connect, you have to show up and share the strategy thatâs working for youâso they can apply it to their own businesses. Whatâs often missing is clarity: in your message, in your steps, in your process. And without that, itâs very difficult to provide real value or connect with your ideal audience.
Harley Green: Absolutely. And Kelly, youâve 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 downturnâplateaued revenue, or declineâthe first thing I recommend is to look at the data. The numbers donât lie. Often, people donât 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 reasonâlook 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. Letâs wrap with a rapid-fire question. For anyone watching who still feels their sales are founder-dependentâwhatâs one thing they could do this quarter to change that?
Beth McClary-Wolford: Ask yourself: âDoes this have to be done by me?â If notâdelegate it or automate it. As founders, we white-knuckle everything. We hold on. But that kills your capacity. And letting go is scaryâit hurts. But do it. Even if itâs uncomfortable, it changes everything. And alsoâdonât expect others to sell exactly like you. Theyâre not the founder. We can duplicate the processâbut 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 canât afford a full-time assistantâstart 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. Youâll scale faster than you think.
Harley Green: Awesome, great points. Kelly?
Kelly Ann Peck: I promiseâyou get a do-over the next day. Even when things go terribly, you didnât mess it up that bad. Sleep, hydrate, eatâthen start again. The hard days are where growth actually happens. And Sarah’s point about offersâyes. Itâs 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 firstâbut price for the transformation you deliver.
Harley Green: Awesome. Huge thank you to all of our panelists for sharing so openlyâfrom the wins, to the mess, to the systems that make this all work. Letâs go around real quickâhow can people connect with you? Beth?
Beth McClary-Wolford: Just send me an email: . You can go to my website tooâsuperpowerstrategies.comâbut email is fastest.
Harley Green: Thank you. Sarah?
Sara Chevere: My website is sheprospersher.com. Thatâs 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, Harleyâwe appreciate it.
Harley Green: My pleasure. And for everyone joining liveâor catching the replayâthank 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, weâre giving you free access to our masterclass: Delegate to Dominateâwhere 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
How to Stop Being the Bottleneck and Start Scaling Smarter Featuring Eden Lovejoy, Creator of the Virtual GM Matrix
If youâre a founder or business leader feeling buried in the day-to-day, chances areâyou are the bottleneck. And thatâs not a weakness. Itâs a signal that youâve outgrown your current structure, and itâs 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.
đ 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 teamâand accept that leadership is about thinking, not just doing.
2. Delegation â Abandonment Letting go doesnât mean walking away. Delegation should come with structured feedback loops. Whether thatâs weekly check-ins, data dashboards, or regular reporting, your systems should empowerânot isolateâyour team.
3. The Virtual GM Matrix: A Framework for Freedom Edenâs framework has helped countless companies streamline operations and build performance cultures. Itâs 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 Isnât Just âMoreâ Scaling isnât doing more of what got you hereâitâs often doing things differently. Eden urges leaders to audit their systems and ask: âWill this still work at 10x the volume?â If not, itâs time to evolve.
5. Work With Your Business Forget the outdated âon vs. inâ dichotomy. Eden champions a new approach: work with your business by distributing leadership across your team. Thatâs where freedom and growth really begin.
đŻ Final Thought:
Scaling smart isnât about hustleâitâs about systems, mindset, and trusting your team to lead. If youâre ready to reclaim your time and unlock sustainable growth, this episode is a must-listen.
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 profitabilityâstraight 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 thatâs 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 inclinationâGM 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 donât get relief. Often it’s because they havenât 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 awkwardâlike âwhat am I supposed to be doing now?â The opportunity is to move into strategic visionary leadership.
Harley Green: Right, and sometimes thereâs 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 donât 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 leadershipâs contribution.
Also, itâs 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 âyou should be able to answer that.â These are signs you havenât empowered your teamâs leadership.
Harley Green: Tell us about the Virtual GM Matrix. How does it work?
Eden Lovejoy: It has three components. First is the cultural frameworkâmission, 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 teamâs language. Like knowing what country youâre in by the languageâvalues become the companyâs language.
Harley Green: Letâs talk about feedback loops. What do they look like in practice?
Eden Lovejoy: It depends on the company’s culture. The matrix isnât a cookie-cutterâitâs tailored. We identify key indicators, then build reporting, meeting cadences, or technology around them. One company may focus on receivables, another on POS trendsâit 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 âonâ not âinâ the business. But now we need to work with the businessâbuilding 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. Itâs not managing by consensusâitâs 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 wonât 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 isnât ready to scale?
Eden Lovejoy: If you havenât reviewed your systems recently, thatâs 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 growthâhelping teams vet ideas thoroughly and ask the right questions, not just chase shiny tools.
Harley Green: For leaders feeling stuck, whatâs one question they should ask themselves?
Eden Lovejoy: Ask: What am I doing that I donât want to be doing? What isnât 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 donât miss future strategies to help you scale smarter. And share it with someone who needs it!
Why Traditional Sales Is Deadâand What You Should Do Instead
The sales landscape has shifted, and if you’re still using outdated tactics, you’re not just behindâyou’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 todayâs B2B buyers really wantâand how sales leaders can meet them there.
Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.
đŻ Traditional Tactics No Longer Work
Buyers today are informed, empowered, and immune to product pitches. Joe makes it clear: âNo one wants to hear about your companyâthey want value.â If your sales team is leading with features instead of outcomes, you’re doing it wrong.
đĄ 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
đ§ Mindset Shifts That Drive Growth
Leadership selling isnât just a strategyâitâs 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 involvedâreview deals, negotiate, coach in the field
đ Tools & Time Management
Joe highlights that most salespeople spend less than 20% of their time actually selling. His fix? Leverage techâlike CRMs and AIâfor research, scheduling, and admin tasks. But streamline it. âIf the system frustrates your reps, they’ll game it,â he warns.
â Pro Tip to Boost Revenue Now
Joeâs 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 itâs the 90s. Start leading with value, insight, and strategic intent.
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 profitabilityâstraight 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 donât care about your company or product until youâve earned the right. If a buyer really wants to know about your company, theyâll 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 industryâsomething 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 itâs easier. But they often donât 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. Iâve 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 donât go around themâtalk to them. They answer the phone. Be transparent: “I need to speak to your boss and hereâs why.” Explain the value you bring. Say you work with executives like theirs and want to share some trends. When they say theyâll check with their boss, explain that the boss will have questions they can’t answerâand will want to get a feel for you personally. Offer a quick, 2â3 minute chat. That approach works 70% of the time.
Harley Green: Letâs 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 donât do itâespecially 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 theyâre doing today to be successful tomorrow. Focus more on activity than just results. Results matter, but activity drives them. Set clear expectationsâlike five appointments this weekâand help them get there. Leaders need to get involved: join sales calls, review proposals, help negotiate. Be present.
Harley Green: Thatâs something we see often tooâleaders delegate too much. What are other common mistakes you see from leadership?
Joe Candido: One big one is not having a clear sales strategy. Everyoneâs 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 goalsâthatâs where value is, and it leads to loyalty. Youâll justify your pricing when you can demonstrate ROI. Donât chase RFPs unless you helped write them. Theyâre usually just to validate someone elseâs price, and even if you win, youâll 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 wiselyâdonât bog people down with admin. Use AI for rough drafts, scheduling, research, and remindersâbut validate its output. Tools can save time, but they shouldnât 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. Donât ask reps to enter the same data in multiple places. And donât punish them when forecasts missâotherwise, theyâll game the system. If deals are stuck, coach, donât blame. Understand the problem and help fix it. QQVB lets you identify bottlenecks and coach more effectively.
Harley Green: Joe, whatâs 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. Youâll find my book and contact info. No stringsâhappy 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. Weâll see you next time.
From Burnout to Peak Performance: How Aligned Leaders Scale Smarter
In todayâs fast-paced world, success is no longer just about working harder â itâs about working with intention. On a recent episode of the Scale Smart Grow Fastpodcast, Harley Green sat down with Alan Lazaros, founder of Next Level University, to unpack what it really takes to build a business that thrives â without sacrificing your health, relationships, or sanity.
Preferred listening on the go? Catch the full podcast episode on Spotify and Apple Podcasts.
Alanâs 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 â but itâs the systems behind his success that every ambitious leader needs to hear.
đč The Four Life Buckets
Alan broke down what he calls the âfour buckets of lifeâ:
Unfulfilled and unsuccessful
Externally successful but internally empty
Fulfilled but broke
Fulfilled and successful â the rarest and most powerful place to be
Most people get stuck in the middle two. Alanâs mission? Help them reach that fourth, transformational stage.
đč The P3 Target System: Simplify Without Slowing Down
For founders and CEOs constantly juggling priorities, Alanâs âP3 Targetâ system is gold. He teaches his clients to identify their top three glass ball priorities â the areas they must protect at all costs â and design their days around them. Itâs time management, energy management, and values alignment all rolled into one.
đč 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.
đč Peak Performance, Not Just Productivity
Alan redefines peak performance through the lens of optimal decisions â 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.
đ Want to Lead with More Clarityâand Burn Out Less?
You donât 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.
đ Schedule a discovery call to design a life and business that scales with your values â not your stress.
Like what you read? Get weekly insights on scaling, efficiency, and profitabilityâstraight 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 Iâm 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. Iâve 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 fawningâappeasing everyone around me. I hung on to friends, from high school through college and into corporate. The second was fightâbehind 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 didnât do something. I got straight Aâs, earned a bachelorâs in computer engineering, then a masterâs 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. Thatâs 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. Thatâs what I help clients with today. I currently coach 20 individuals with various levels of frequency.
What Iâve 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: Iâve 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, âThese are the best years of your life.â 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 werenât 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 itâs 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: Iâve crossed 10,000 hours of coaching, training, and podcasting. Iâve worked with people across the world and noticed most people are afraid of one of two thingsâor 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; Iâm 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. Youâre 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 pointâlike 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 donât 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. Itâs a target with three levels: P1, P2, P3. For me: coaching, training, and podcasting. These are my âglass balls.â If I drop anything, it wonât 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 managingâbusiness, family, healthâhow 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 wasnât 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, youâve 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, youâll love Next Level University. Google us or search the podcast on any platform. Iâm 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 donât miss future strategies to help you scale smarter. And if you know a business owner who could use this, share it with them.
Scaling with Intention: Insights from the Executive Edge Panel on Hiring for Strategic Growth
In todayâs fast-moving business landscape, hiring isnât just about adding bodiesâitâs 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:
Jason Rosado, Business Coach and Founder of Distinctive Coaching for Business Success
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 âMore People = More Progressâ
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 âmilitary mathâ 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 Operationsâand 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 companyâs 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 ownerâs strengths and passion with their role and building the org chart around that. The consensus? Every founderâs 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 Itâs Time to Hire
The panel closed with actionable frameworks for recognizing when itâs 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 ârubber bandâ analogyâwatching for stretch and stress as signals that your teamâs capacity is maxed out.
Final Takeaways
If thereâs one thing this panel made clear, itâs that hiring is never just about filling a role. Itâs about aligning vision, values, and capacity to drive the business forward. When done right, a single hire can transform a companyâs culture, revenue, and trajectory.
Letâs 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 profitabilityâstraight 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 todayâs 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.
Letâs 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 doesnât always address the root problem. It adds overhead and interpersonal complexity, and without strategic clarity, more people wonât solve the issue.
Mike Slinker: Many leaders equate headcount with productivity. But real progress lies at the intersection of vision and execution. Itâs 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, âGreat, bring 200 men and do it in an hour.â But adding people doesn’t linearly increase productivity. Thereâs overhead, training, and diminishing returns.
Jason Rosado: People think hiring is a way to duplicate themselves. It sounds easy in theory, but itâs 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 didnât 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 sheâs still ramping up, weâve already matched last yearâs revenue halfway through this year. That hire freed me to focus on business development, and itâs 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 donât need a full-time COO at $250k; there are more scalable ways to get help.
Jason Rosado: Start with the ownerâs 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 youâre 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. Iâve 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 âtwo-way interviewâ process, where both sides explore potential mismatches. Ask tough questions like, âWhy might this role not work for you?â It leads to better hires and fewer surprises.
Mike Slinker: Interviewing is a skill. If youâre not good at it, hire someone who is. Otherwise, youâll make hiring mistakes that could cost you dearly.
Susan Fennema: Avoid hiring family unless youâre clear about how it ends. If you canât fire someone, you probably shouldnât 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 didnât, 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 theyâre taking the job but canât cover their expenses, it wonât 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 donât 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 ârubber bandâ analogy. If a team is stretched to the max, itâs about to snap. Donât 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 Iâll 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 âassessmentâ 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. Letâs 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 15â30 hours a week with strategic support. Visit workergenix.com/bonus-masterclass for access and a special offer. Thanks for joining usâsee you at the next Executive Edge live session!
Scaling Without the Burnout: Andy Reinholdâs 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 journeyâfrom burning out in corporate life to overcoming cancerâand how these experiences inspired his no-hustle approach to entrepreneurship. If youâre 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 âOdyssey Plansâ for their businessesâclear 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 soulâbuilding businesses people are proud of, not burned out by.
4. Smart Automation: Amplify, Donât 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
âWill I be happy with how I lived when itâs all said and done?â This question drives Andyâs choices today. His advice to overwhelmed founders: align decisions with your values, invest in what truly matters, and use technology to amplifyânot overrideâyour humanity.
Final Thoughts: Andy Reinholdâs no-hustle blueprint is a timely reminder that scaling smart doesnât 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 Andyâs frameworks, tools, and community.
Ready to Scale Smarter? If youâre inspired by Andyâs approach and wondering how you can apply these principles in your business, letâs talk. At Workergenix, we specialize in helping founders and lean teams scale with strategy, systems, and smart delegation.
đ Schedule your free discovery call today and take the first step toward a business that grows without grinding you down. Book a call now!
Like what you read? Get weekly insights on scaling, efficiency, and profitabilityâstraight to your inbox. Click here to subscribe.
 Why Most Leaders Struggle to Scaleâand What to Do Instead
Despite their relentless effort, many leaders find themselves stuck.
The problem isnât lazinessâitâs focus. In our latest episode of Scale Smart Grow Fast, host Harley Green sits down with leadership strategist Liz Weber to explore why even the most dedicated leaders can stall growthâand how to fix it.
Listen to the full conversation on your favorite platform: [Spotify] | [Apple Podcasts]
1. Stop Doing What You Were Good At
One of Liz’s most eye-opening insights? Many executives are still doing tasks from previous rolesâtasks they were once praised for. But those habits now limit their impact. To scale effectively, leaders must evaluate what to stop, start, and delegate based on their current levelânot their comfort zone.
2. Use the âZoom Room Testâ to Diagnose Culture Issues
If the vibe in a meeting shifts when the CEO enters, thereâs a deeper problem. Liz calls it the âZoom Room Testââa simple way to assess whether your team feels safe giving feedback and sharing ideas. High-performance cultures donât shift with hierarchyâthey thrive on openness.
3. Feedback Is FuelâNot Fire
Too often, feedback is sporadic or fear-based. Liz emphasizes the need to build systems and habits that normalize two-way feedback. This not only boosts moraleâitâs a cornerstone of retention in todayâs tight labor market.
When done right, strategy isnât just a planâitâs momentum. Liz advises clients to create clear 30- to 90-day priorities that cascade across departments. Without alignment, teams work in silos. With it, they build exponential momentum.
5. Donât Fear AIâLeverage It
Digital transformation starts with mindset. Liz challenges leaders to reframe AI not as a threat, but as a force multiplier. Many already use it (think: smart assistants), but donât call it AI. Getting comfortable with automation is now table stakes for growth.
Whether youâre leading a startup or steering a legacy firm through change, one thing is clear: your leadership must evolve as fast as your business.
đ Ready to shift your focus, align your team, and delegate like a pro?
In today’s crowded digital space, marketing fatigue is real. Youâre pouring effort into campaigns, chasing leads, and tweaking CTAsâbut still not seeing the ROI you hoped for. The problem? Your marketing is likely rooted in logic, not behavioral science.
In our latest Scale Smart, Grow Fast podcast episode, Harley spoke with Gee Ranasinha, CEO of Kexino and behavioral marketing expert. His message was clear: Marketing fails not because itâs brokenâbut because it forgets how people actually buy.
Gee explains that effective marketing must appeal to both fast, emotional thinking (system 1) and slower, rational decision-making (system 2). Most campaigns today over-index on logic and under-deliver on emotional resonance.
Think of your strongest memoriesâtheyâre tied to emotion. Thatâs how branding works too.
đŻ The 95-5 Rule: A New Lens on ROI
Only 5% of your audience is actively ready to buy. The other 95%? Theyâre passively absorbing brand signals. The lesson? Stop focusing all your effort on the “right now” buyer. Build memory structures with brand awareness so you’re top-of-mind when that 95% enters the market.
đ» Bland Marketing Is the New Epidemic
AI-generated content is making everything look the same. Gee warns that in a sea of sameness, brands that zag while others zig will win. If you donât stand out, youâre just helping your competitors by reinforcing their message.
đ The Real Job of Marketing
Marketing isnât just about features and funnelsâitâs about emotional positioning and psychological relevance. When you blend empathy with strategy, your marketing doesnât just attract. It sticks.
đč Want to market with impactâand lead with clarity?
Stop chasing tactics and start focusing on what works. Our AI-powered executive assistants at Workergenix help optimize your routines and free up your mind for high-level strategy and growth.
Schedule a discovery call to shift from marketing guesswork to strategies that truly resonate and convert.
Like what you read? Get weekly insights on scaling, efficiency, and profitabilityâstraight to your inbox. Click here to subscribe.
