Episode 78: Robin Waite
Entrepreneur Conundrum Podcast
Robin Waite helps entrepreneurs slow down and create more.
EC 01 | 4min
About The Guest
Robin Waite is the founder of Fearless Business, Speaker, Podcast Host and bestselling author of five books including Online Business Startup, and Take Your Shot. As the Founder of Fearless Business, Robin helps coaches, consultants, and entrepreneurs to slow down, create space and confidently charge their worth. Offering insights on Product Architecture, Pricing Your Products and Sales.
[00:00:00] VIRGINIA: Welcome to entrepreneur conundrum with Virginia pronounced where growing entrepreneurs share how they get visible online.
[00:00:09] Hi everyone. Today, I’m talking with Robin Waite about how he helps companies grow in scale. Robin is a founder of fearless business speaker podcast, host and bestselling author of five books, including online business startup and take your shot as the founder of fearless business, Robin helps coaches, consultants, and entrepreneurs to slow down, create space and confidently charge their worth. And he goes this through offering insights on product architecture, pricing, your products and sales. Welcome Robin
[00:00:39] ROBIN: Aw thank you, Virginia. That’s an awesome introduction. So I’m super excited to be on the podcast. Can’t wait to go.
[00:00:45] VIRGINIA: I’m excited too definitely lots of pick your brain about. Okay. So first off how’d you get started on the entrepreneurial?
[00:00:57] ROBIN: it was a bit of an accident actually. So I had a [00:01:00] number of side hustles when I was going through the latter parts of school. And when I went to university, including I had a full-time job whilst I was studying from the age of 18, up to 20, 21, 22, but my boss at the time wasn’t paying me enough money. So I started off doing sort of side hustle. One of them was buying and selling laptops. It’s just back at the start of the millennium. So sort of year 2000 dish. And these were specialists’ laptops for construction sites that used to sell for about five- or 6,000-pounds Sterling. So that had been what, eight, $9,000. And so really specialist. And eventually that just became my full-time thing. And then all of a sudden, the bubble burst with those laptops, I think a container came over from China with loads of these laptops on it, and the price has just dropped, and I had to find something else to do. So I ended up running a marketing agency for 12 years, since, and just got completelybought into the whole sort of entrepreneurial thing, growing a business, having a team and all that side of it. And haven’t looked back. SoI’ve pretty much. Running businesses now for close to two decades. And I think I’m probably unemployable. If I ever had to [00:02:00] go and get a proper job
[00:02:01] VIRGINIA: Right,
[00:02:03] ROBIN: Stubborn entrepreneurs aren’t they? I know. And we do it on purpose. We just severed the cord so we can’t go back to it. I could never go back to gainful employment.
[00:02:14] VIRGINIA: Yeah only one way. So you help your clients be able to like determine more of their pricing points and stuff like that. Then So is that kind of like a main one that you see your avatar your ideal client’s kind of making
[00:02:30] ROBIN: yeah. I mean, it’s, so I’ve been coaching now for five years. And w what happened was we, during the last couple of years of the agency days, we innovated quite strongly. So we actually, we were doing like very run of the mill hourly rate type work, building websites, doing branding design for people. but what we did is we introduced these one day workshops to do both of them, which were like interactive workshops. We brought the clients in and they had a really great experience and we got amazing results. Doing those workshops. As a result of that, people start to say, hang on. How have [00:03:00] you stopped charging like hourly rates now you’ve got these fantastic products. So our process now is actually helping other business owners who are on,going through that similar sort of journey who are charging hourly rates and they want to productize their service so that they start to rather than charging for their time, which has we know is it’s a scarce resource. So people massively undersell themselves. It’s every time you sell an hour of your time for 50 bucks, it’s like you’re selling a piece of your soul to the person. Who’s just,you’ve just sold it to. So what we do is we help them justto rethink their offer so that they, they focused much more heavily on selling results outcomes. And when they manage to get over that hump, it’s a very quick transition. So we’ve seen people double or triple their income, they past their previous hourly rates and as little as four to six weeks,and mostly what it comes down to those people charge hourly rates becausethey’re they’re small numbers, like it’s much easier to sell an hour for $50 than it is to sell. Say, for example, a big product for $5,000. A lot of people are very [00:04:00] fearful of that saying those launch numbers. So a lot of the work we do it, it’s not about some, it’s mostly about mindset and confidence more than anything else. And so when you get those, when you can show somebody kind of how, how they can articulate their value better around the offer that they sell. Then it’s just about giving them a bit of a boost in terms of their confidence and remind them that they’re actually worth more. And that there’s a kind of, there’s a simple processbehind that. I don’t know how detailed you want me to go into this Virginia, but probably I’ll be quiet there. And then you can ask me some questions. We can see which direction we go.
[00:04:33] VIRGINIA: I don’t mind, but my one thought was it’s a lot easier when you charge like a big product package. Aspect too, because then if. Because if you charge hourly, sometimes the product goes larger or longer than what you thought. And then theand you’re still charging the big number.
[00:04:48] ROBIN: Yeah. Yeah I was going to say, I can give you a couple of examples actually. SoI’m going to go back to my sort of web design days here. this is the journey which we went through. So I’m going to give you three, three examples of different web design packages that you could [00:05:00] buy a case. So Steve comes along and he says, oh, Virginia, I build you a website and it’s gonna, it’s going to cost you 50 bucks an hour and I reckon it take me about 20 hours. So you agree, and he goes off and does the work, and then he comes back and he shows you his website and Virginia says, oh, hang on, Steve. You said you were going to build a blog and a shopping cart. Where are those? And he says, oh, well, oh, sorry. I must’ve forgotten about those. I’ll add them on, but it’s going to take about another 10 hours and you’ve got to pay for it and you’re like, hang on a second. Do you agree that it’s going to be a thousand dollars? Not $1,500. So now you reached, most people are ethical, moral, upstanding human beings. They wouldn’t just, they would just do the work for the price that you agreed and carry on. But now Steve’s getting a bit resentful. Virginia’s a bit annoyed because she thought she was going to get a product. Now all gets a bit icky. And we don’t like that. That’s scenario number one, scenario. Number two is that we, now we meet Dave. Okay.Dave is a brilliant web designer. He’s been doing it for years, but he doesn’t know what Robin or Virginia knows about pricing. So Dave goes and delivers this website and within a week it probably only took them about 10 hours, buthe’s charging the same as what Steve was charging like 50 bucks [00:06:00] an hour. And, but his websites are brilliant. They look pretty good. Cause, he’s been doing this for ages they get really great results. So they generate 15 to 20 leads a month for his clients, like pretty much guaranteed, but yet he only charged like 10 hours for it. So he gets paid like, despite the fact that he’s better, he gets paid less than Steve who is less experienced in delivers a substandard product. So already you can see the hourly rates is just like a charging by the hour is just like a fundamentally flawed, like model for charging. It just doesn’t work. But then we’ve got Trisha right? Trisha has a website ninja. She comes into the scene and she’slisten, I can get this thing knocked out of the park in 24 hours. It looked brilliant. It’ll get picked up on Google. And I tell you what, I’m so confident that we can get you 20 leads a month within the first 30 days. That if we can’t do that, I’ll give you your money back and I’ll pay you a thousand dollars wasting your time. Now Virginia, you got to ask me how much is Trisha’s websites,
[00:06:52] VIRGINIA: How much is her website?
[00:06:54] ROBIN: So Trisha’s website, it’s a 10 K, but she comes with a guarantee. If she’s not generating you, those leads, she’s going to [00:07:00] refund you and give you a thousand dollars for wasting your time. So all of a sudden you’ve got a very different sort of value articulation there, and yes, it’s a much bigger number. In fact,it’s,10 times what the other two are charging, but she’s that confident in her ability to deliver that product that end result to you that she’s willing to put her money where her mouth is. And also like Trish has been able to become a ninja at this because she doesn’t need all of the clients. When business owners, undercharged and undersell themselves, they need so many more clients that they end up in what I call the sales cycle of doom. So they’re going to sell, deliver, sell, deliver, sell, deliver, sell, deliver, sell and then they get burnt out or they go on holiday. So we stopped selling. We stopped delivering stop lending money, and then a week later, Deep breath.we feel better when we come back from holiday deep breath and off we go again,sell, deliver, sell, deliver. We just go round in the circle, but when you charge more money, All of a sudden, you have more time to deliver a better quality product, which produces more money on the backend and you get better. Like you’re more, you got better referral referred clients, , you get better reviews and recommendations, [00:08:00] Google reviews and LinkedIn recommendations and things like that. So actually become more attractive to people. And therefore, as we know. When Demand starts to outstrip supply. You can command whatever price point, you deem as is fit for the service you’re offering. It doesn’t happen overnight. I think a lot of people mistake the fact they can go out and charge triple what they’re charging and automatically they fill up their order book. It doesn’t work quite like that. You, it’s a bit like you have to just build, a staircase to get up to that big, hairy, audacious goal of charging five or 10 times what you’re currently charging.
[00:08:31] VIRGINIA: And it’s interesting. Like having that bigger price point. And like you said, like you can pick and choose your clients, then you’re not, let’s say as desperate to try to get to sell every single client that comes across the table.
[00:08:43] ROBIN: Yeah. That’s it. And imagine if I’m, take something like, I dunno, let’s say a personal trainer. Okay, fitness, a fitness trainer, and maybe he’s promising to help you to drop a dress size before your wedding or something like that. and imagine it’s he thinks,yeah, if we worked together, we can probably do it, , like over 12 [00:09:00] sessions over six weeks or something like that, I reckon we could probably get you there, but for whatever, , for whatever reason life gets in the way, and you haven’t quite achieved it in that. Being able to get to the end of t, that initial sort of piece of work and the train, the person trying to just turn around and says,Hey, listen, we agreed to get the results. So don’t worry. We’ll do an extra few sessions and they’re on me. You don’t have to pay any extra for it again.it’s because then the price is anchored to that result or the outcome and, the customer, the client at that point, it’s probably, wow, this is amazing. So I get extra sessions and it’s all included it’s like, yes. Cause I want to get you that results. And it’s much more genuine. It’s not, there’s nothing sneaky or nefarious or persuasive or anything like that. It’s not about profiteering. You don’t charge more just because you want to make more profit. That’s. I would say that,moneyis it’s a by-product of the job well done.if you actually do your best, run your business well, and you help and serve people and you do a fantastic job of it.
[00:09:51] You’re you’re going to earn a good living off the back of that, like money. Shouldn’t be the reason you’re running a business in the first place.
[00:09:57] VIRGINIA: You’re going to need a much bigger why for sure. [00:10:00] Business entrepreneurs that you help with their pricing and stuff like that. Like what, who are your ideal clients with that?
[00:10:08] ROBIN: Yeah, sowe work with a lot of the service client businesses, basically. So anybody selling us some kind of a service typically charging that sort of hourly rate or time for money. Our niche is tighter than that though. So we specialize in working with other coaches and consultants and freelancers. So Mo and the reason I’ve chosen those niches is because there they’re three sort of service sectors, which are. I’ve worked in the know very well. And that kind of gives me a bit of an insight into the sorts of businesses and problems that those businesses are solving, I could probably tighten up the niche and if you speak to marketing experts and gurus and stuff like that, they’ll say that my niche isn’t tight enough, but the thing is what I do. I do very well. And I would say, , there’s actually three different types of niche. And I think this is one of the most common mistakes business people. When they think about a niche, they think about an ideal.market niche okay. Now I’m not knocking that’s obviously important, but I think having a product niche is more [00:11:00] important than the market niche. So having a product, which solves a specific problem, because again,I could do, there’s all sorts of stuff that I could do, whether it’s, I do particularly well or not, it’s a different matter, but I run a marketing agency for 12 years. I could help my clients with marketing, but I’ve chosen not to do that because there’s plenty of marketing experts out there actually. Now who can do it better than me, I’ve, I have Jess on my team who started working for me with me in the last six months. And she knows more about Instagram and Facebook and all of this stuff thanI ever knew because she’s grown up with it. she’s young, , in her twenties and she gets it. It’s second nature to her. So that’s why I think you can have your market niche and that will get you so far. But if you have a product niche that solves a really special one really specific problem for clients like we’ve got, so we’ve got our coaches, consultants, freelancers, but we help them to charge more and then you can move into your pricing needs. So that’s what we talked about earlier on, when you’ve got those two niches sorts of that first, you can start to command a higher price. You can be the most expensive in the market. And that’s the point when people look at you and they go, wow, he’s expensive. He must be [00:12:00] good
[00:12:00] VIRGINIA: it’s interesting how people equate that. Cause it’s, oh, you don’t try to very much, you must not be very good.
[00:12:05] ROBIN: Well it’s a bit like,imagine this, it’s very capitalistic.I’m about to say, but some take it with a pinch of salt, take a Ferrari. For example, how much would you pay for a Ferrari?
[00:12:15] VIRGINIA: I don’t know,
[00:12:16] ROBIN: have a snap. What would, what do you think you’d pay?
[00:12:19] VIRGINIA: What I would pay or what they go for?
[00:12:21] ROBIN: what they go for?
[00:12:22] VIRGINIA: what is it like 75 A hundred thousand, I don’t know, 750,000. That’s a big number,
[00:12:29] ROBIN: serious six figures don’t know they’re expensive.but imagine if I I’m, I don’t know what the exchange rate is from Sterling into Canadian dollars. But if I told you I had one for 10,000 pounds, which I think is about 15,000 us, what would you think.
[00:12:41] VIRGINIA: What’s wrong with it.
[00:12:42] ROBIN: Yeah, exactly. That the assumption is what’s wrong with it. Right. And I kid you not there’s one on, I only know this, cause I just had a quick, I was doing a talk earlier on and I had to look on eBay and there’s one on there for 10,000 pounds. It’s I’m not convinced it’s got an engine. All of the windows were missing. It’s got fire damage and most of the [00:13:00] panels are like, have dents in them. Okay. So you could buy for our reef. But there’s going to be problems with it. And I think so people make that assumption. Yeah, it’s really odd because the modern era things like Facebook, for example, the amount of times business owners will, and all of your listeners will have experienced this. If they havebusinesses, they’ll get text messages or they’ll get WhatsApp messages or Facebook messages saying, Hey, I love what you’re doing. How much does it cost? And they’ve got no extra information about like you know how your process works, whether you’re good at what you do or anything like that. They’re literally shopping around just on price to find the cheapest. If you ask them, would you buy a cheap Ferrari? That’s like a 10th of the price of a normal Ferrari, they’d say no, because what’s wrong with it. So why don’t people take the same approach when they’re buying a service from a business,
[00:13:45] VIRGINIA: right either that or they’re like, oh,can I get a discount like really?
[00:13:50] ROBIN: Yeah. And discounts, are discounts are so destructive for businesses as well. Like people don’t realize this.so we’ve got an organization [00:14:00] here in the UK called the chartered Institute of management. Accountants sounds incredibly exciting, doesn’t it? So I know the chairman, he lives locally to me. So hence the reason why I know some of these stats, because we’ve had lots of conversations.we’re numbers geeks in slightly different ways. And he pointed out to me that most people assume that if you offer a ten per just a 10% discount, they assume that you’ve got to sell 10% more of the same product in order to make the same profit. But actually that’s not the case because as the money falls down through your accounts, through your profit and loss accounts. There’s this compounding effect, which happens when money gets spent. Okay. So the reality is when you offer 10% discount, you actually have to sell 25% more of the same thing to get the same net profit on the bottom line. Right. So, like discounts are so destructive to your bottom line to profit, there’s a famous quote, a famous saying, turnover is vanity. Profit is sanity, but cash is king. And the two most [00:15:00] important ones at the end of the day is, are you making profits? Do you have cash in the bank? If you don’t have either of those, then your business isn’t going to last particularly long because you’ve got nothing that to be able to reinvest and actually grow your business. And the reality is. Most people are offering discounts just real. They don’t realize it. They don’t call it a discount because they’re massively undercharging in the first place. So effectively they discount themselves just, they just don’t know it. That’s all.
[00:15:25] VIRGINIA: It’s amazing how much that small discount adds up in the long run.
[00:15:32] ROBIN: Yeah. look at it this way.imagine if a business was, and if people are kind of listening to this, maybe thinking, oh God, he’s talking about numbers. Like they’re finding it a bit boring perhaps or something like that. Again,when I hear business owners say things like, oh,I’m not good with numbers. I’m like, you run a business, you have to be good with numbers. It’s the same as you’ve got to be good for sales and marketing, and you’ve got every aspect of the business you have to take ownership of. But another, just a very simple way to explain. if when you have a conversation with your accountant and he turns around, he says, your net profit this year was 10%. [00:16:00] So imagine then you offer a 10% discount on the top. That 10% profit you get on the bottom is immediately wiped out. It’s gone. So you make no money. The reason people don’t notice. They’re not making that money is because they’ll offer a discount one person, but not somebody else. So they have cash flowing into their business. And the bit of the cash that was discounted, just gets absorbed with all of the other cash that’s flowing around in the business. So this is why. Most businesses don’t have a cash flow problem. Okay. There’s money flowing into the business and it’s flowing straight back out again. Normally it’s all the money goes in. All the money goes out or, we’re literally living hand to mouth in order to whatever money comes in, we pay ourselves. So there’s never any profit or money to reinvest in the business. So there’s no, there isn’t really a cash flow problem. There’s actually two problems happening. One is making more money. And the second problem is key. And actually it’s the keeping it, which is the that’s where you start to get into the psychology behind why business owners struggle to make more profit [00:17:00] and live a really abundant andhave a really abundant, prosperous business because there’s always this underlying core belief and a lot of people that just not worth it. So therefore it’s easyto let that money go. It’s easier for we’ll let it come in, but we’ll just let it go as well, because we don’t deserve it. So we don’t pay it to ourselves. if you think about it nine, 99% of people, aren’t fortunate enough when they’re born to be born with a silver spoon in their mouth, or to have a trust fund or loads and loads of wealth you know, when they’re young their parents will have said things like, oh, you can’t have those trainers. They sneakers because they’re too expensive. We can’t go on holiday this year. Cause we can’t afford it. Money doesn’t grow on trees. Money is the root of all evil. And actually that’s misquoted, by the way, if you actually read the quote in the Bible, it’s very subtly different to that. People look at things like Ferrari’s and they think, oh, that’s great test. That person must be a, good for them that, they’ve got their money and their wealth and they see it. It’s like this ugly thing. And. And I, and that’s programmed into us by the age of seven. So we now have this core belief. [00:18:00] That we’ve built up. That’s been programmed into us by our parents who are trying to do the right thing by us to protect us, tell us that money is a bad thing, but actually when we start a business, that money blueprint isn’t useful as an adult or as a business owner. And so we have a lot of the work which I do for example, is about just giving people the belief, that one, they are brilliant at what they do. They get amazing results for their clients. Their clients absolutely love what they do and they are worth more. And it takes a long time because for many people you’re undoing. 10, 20, 30 years worth of programming and belief,, negative belief around money and wealth and value. And so it’s incredibly enlightening when you see the kind of the penny drop and all of a sudden it clicks with people. They’re like, ah, I get it. and, it’s actually really simple as well. We go through a process basically where we essentially, once we got somebody to a point where they’re like, yeah, I am worth it. I am worth more. The next step is then we’ve now we’ve created an assumption that we could charge more. So now we’ve got [00:19:00] to go out and validate that assumption. So if this is all very like numbers based, it’s. It’s a very, actually magical process, which we take people through. So when we’ve agreed what the new prices for their product, that they can take out into the world and sell this product for, we just encourage them to go and pitch it to the next 10 people at that new price. And invariably, they come back and they say, Robin, you’ll never guess what? Like I’ve sold it to somebody at the new price. I can’t believe, I can’t believe how easily. But the thing that they were fighting up against up to that point was just this single belief that they weren’t worth it. And it’s just, it’s brilliant to watch because you can just see the world change. Like not just mentally, but physically as well in terms of what they’re able to, do with this new power, which they’ve got.
[00:19:41] VIRGINIA: It’s so good for their self confidence
[00:19:43] ROBIN: It’s literally all about self-confidence
[00:19:45] VIRGINIA: What do you do to get in front of your ideal clients,
[00:19:49] ROBIN: I believe in marketing assets. So you mentioned in the introduction about the books, which I’ve written, that’s probably one of the best ways to get in front of clients. Now I’ll explain what I mean by marketing assets. Most people get [00:20:00] mixed up with marketing as marketing activity. So marketing activities, things like going on to Twitter. propping a Twitter update, a Facebook status update, doing all the stuff that the gurus and experts tell you to do like day in and day out. But the trouble is you drop a tweet and it’s gone within seconds. You put something on Facebook and it disappears off the feed, like within minutes. So those aren’t assets, they just disappear. So what I like to think of assets. is something which Lives on the internet and stands. It’s a digital asset. It stands the test of time. So podcasts and fees, whether it’s your own podcast or guesting on them, YouTube videos, blog articles, writing books, Google reviews. That’s another amazing marketing asset. So for me, we get our clients just through content marketing, building these amazing assets that just kind of people then can consume in their own time. And it builds. And if anybody’s interested, there’s like a parade rule which we apply around this at 80 20. So we recommend that you should spend 80% of your time and or money building, remarkable marketing assets that solve a really [00:21:00] meaningful problem for a client. And then 20% of your time or budget markets, three marketing activity to market those assets. It works really well for us. it’s the last five years we’ve not struggled with leads
[00:21:10] VIRGINIA: so, do you have any, what are some of your big goals that you’ve have with your business in the next couple of years,
[00:21:17] ROBIN: I’m still on the journey of my first big goal with my business, actually, and that was to, so my agency, we got to about 250,000 pound turnover so I always, and I had a team of a slightly functional team, four people working with me, but my, my, my goal was with the coaching practice was to get to 250 K quit a faster amount of time and with fewer people. So it was , more of an agile business and it was more of a lifestyle business. So I think this year we’re going to be doing something roundabout 180 200 case. We went on routes, do that in about half the time, which I’m quite proud of. Long-term, I’d love to hit sort of 300,000 turnover. And then the next goal beyond that, probably You know, probably are seven, seven years into the business. Seven, eight years into the business. I’d love to be hitting sort of a million pounds [00:22:00] a year turnover. And that’s not about the money by the way. I should add. I know my whole, what I’ve been talking a lot about is it’s about pricing has been about money, but it’s not about the money. The money is the more significant thing within that is the impact that I’ve created. So I know how many people I will have worked with to create a million pounds a year turnover. I know how many coaches I’ll have in my team that having this ripple effect this impact with all of the people that we work with. And also a major part of what we, what fearless is about is about giving back. So we partnered up with a charity called formation and every time we enroll a client, we make quite a significant donation to formation, which is helping to remove plastic from the ocean basically, and that’s something which isquite close to my heart as a surfer and being in the sea and swimming around lots of plastic and junk it’s it means a lot to me. So it’s not about the money, it’s about the impact.
[00:22:47] VIRGINIA: And it’s nice that you’re not focusing on the money aspect, right? Like it’s one thing that you had mentioned earlier as well neither do I
[00:22:54] ROBIN: Yeah that’s it’s money as a byproduct of a job well done you know so if I’m making an impact, [00:23:00] if I’m helping people grow their businesses, helping them to, I think we have now I think eight fearless babies that have been born in the five years that we’ve been running the coaching program. We’ve a number of our clients. They’ve been able to buy houses otherwise they wouldn’t have been able to afford. They’ve got offered, which otherwise they might not have had maybe the husbands, wives or partners have been able to give up that job in order to come and work within the business. And it turns into a family business. There’s all these really nice sort of knock-on impacts of the work which we do. and that’s much more important to me. And I, I always say to people like I would always rather be poor homeless and destitute and take on a client that I shouldn’t be working with because if I’ve taken them on to put food on my table and pay for my mortgage, then I’ve taken them on for the wrong reasons, because it’s not about me. It’s about the clients.
[00:23:44] VIRGINIA: What do you feel is like the number one roadblock from stopping you from reaching your goals there?
[00:23:49] ROBIN: Ah, that’s a great question. Gosh, do you know what, one of, one of the biggest challenges which I have found is not necessarily finding the right people. [00:24:00] But, gosh, you’ve, you’re going to get me to open up here a little bit, but I think this is helpful. I’m very much an introvert, believe it or not. And I struggle. I struggle with the process of managing people. Okay. So I can stand up and I can talk in front of people. I can inspire them. I can write Books, you know, jump onto podcasts and things like that. when it comes to, I wouldn’t say that I’m a natural born leader, if that makes sense. So hiring people and actually getting them through that first three to six months and getting them clear on. What it is that they’re supposed to be doing without them maybe getting bored in the role or misunderstanding what it is they’re supposed to be doing. That’s always been the greatest challenge for me. I, and I’m pleased to say actually, so I mentioned Jess actually, who I brought on. So she’s we have a team of coaches, but they all run their coaching practices and they just consult within what we do. Jess is my first full-time employee within Fairless business. And so she’s had to go through this journey with me and, I had to just really slow myself down and not try and rush the process. Like [00:25:00] enrolling her. And actually it was like, it was a massive change. And I think I had to go through this painful process for the last sort of 15 years to be able to learn and understand how to get the most out of it an employee and then.
[00:25:10] VIRGINIA: that’s good. I’m glad you’re able to get to where you wanted to on that journey.
[00:25:15] ROBIN: It was a mentor actually, who pointed out to me, it’s like, why would you hire somebody to then look over their shoulder and watch the job that they’re doing? Because then you’ve got two people doing the same job and that doesn’t make sense. And I was like, oh yeah, I need to. get them on board with the stories that journey, like what’s the vision for the business. Tell them like roughly what it is that you want them to do, and then let them just let them at it. And it’s been really nice cause Jess has properly challenged me in terms of she, she’ll actually stand up to me and just say, Robin, you don’t need to be doing it that way anymore. This is the better way to do it. And I’m like, ah, Okay. So I just switch my ears on. It’s, it’s that simple, but I had to slow the process right down.
[00:25:52] VIRGINIA: Yeah, then you have to be humble enough to listen too
[00:25:56] ROBIN: yeah, yeah. A hundred percent. And that the stuff that I’d been doing for years [00:26:00] not wrong, I, you do the best you do the best you can with the knowledge that you’ve gotten, the tools that you’ve got at your disposal. So I don’t think I was, I wouldn’t ever say I was doing anything wrong, but then Jess is , just there’s better ways to do it. So let’s try it my way. And it’s just about being open-minded I think.
[00:26:15] VIRGINIA: And totally key to growth in all aspects of life. Like having that open mind.
[00:26:21] ROBIN: Yeah. Yeah. A hundred percent. it’s weird because in other aspects of my life, I’d like to say that I am pretty open-minded I try lots of different things, , but yeah, the business, I don’t know why, but I was very locked into a specific way of doing it again. It’s hindsight, isn’t it? I look back now with that piece of an inch when I left the agency and we probably don’t have time to go into the full story of that, but I ended up selling the agency and actually with hindsight, I wish I’d kept it. It was only the fact that I had that team of four people that I was struggling to manage that I ended up selling it. So with hindsight, I would have kept hold of it, but had much more of a business owner attitude than a business do-er and being ingrained in the business.
[00:26:56] VIRGINIA: Which is huge for some entrepreneurs,as their team grows and everything [00:27:00] like that. then even their income, like they have to shift roles in their business. And it’s hard for some of them could shift with it.
[00:27:07] ROBIN: And that there was also a thing about space as well. Like I, for 12 years, I beasted myself in that business, I worked so hard. And then apart part of it was the child, the kid inside me throwing the toys out the pram when it was all felt like it was going wrong. But what ended up happening was I had three. When I, after selling the agency three months where I did nothing and I just had time to think andprocess everything and it wasn’t until I stopped and had that time to think that actually things started topiece together quite well.
[00:27:32] VIRGINIA: I have really enjoyed our interview, but we are unfortunately running out of a little bit of time. Is there anything that you would like to leave with us that I haven’t asked you yet?
[00:27:43] ROBIN: No, I, well, I’ll leave you with a little anecdote, which again was one of the most profound messages that I got left with completely by accident. So I’m a keen cycler. I’m one of those really annoying cyclist. who wears, you know bike wear and clogs up the roads [00:28:00] that the weekend on a Sunday, they call us weekend warriors here in the UK. But when I first got into cycling, my brother had built me this like steel bike that was super heavy at a triple speed on it. And I was just so slow. It was like really hard work about like seven or eight rides in. I was going up this local. And I was getting about four miles an hour. I probably would have been quicker just getting off the bike and pushing up the hill, quite frankly, but this guy comes whizzing past and I like how I’m I am now the light crew and the carbon bike and just, he went whizzing past and I shouted at the rider and went went, oh mate, you’re looking at you’re making that look easy. And he shouted something back and I didn’t hear it. And I said, oh, but that’s a really big community in cycling. So he actually waits at the top of the hill for me when he got, and he waited ages. Cause it took me a long time to get up there. And we were chatting for ages. And then he said, do you know what? That thing you shouted to me as I went past you, he said, it never gets any easier. You just go faster. And I was like, oh, that one quote could apply to so many different things in life that you get stuck into. And certainly with buisness I don’t [00:29:00] believe that business ever necessarily gets any easier. You just get better at it. You go a little bit faster, you get more done, you get more efficient, you build systems, you build processes, you bring people into the business and they do stuff you don’t like doing. So it never really gets any easier. And it’s every time you think you’ve cracked it, like you’re just reaching the next level, which has a whole different set of problems that you’ve got to fix.
[00:29:19] so yeah,that quote was stuck by me for.
[00:29:23] VIRGINIA: I love it. My husband likes cycling too. So you guys would have fun on the road. thank you again. Where can people go tolearn more about you and what you do?
[00:29:35] ROBIN: Yeah, absolutely. So I love to lead with a gift. So my book take your shot. I’m offeringto anyone listening. , if you go to fearless.biz Ford slash T Y S for take your shot, you can pop your details in there and you get access to free copy of the book. Now, if you have UK listeners, then I will post the signed copy of it. If anybody overseas outside, the UK wants to sign, copy of it. You just have to find some kind of ethical bribe to send me in and I’ll pop it in post but aside from that, you’ll get a [00:30:00] PDF, which you can read straight away as well. So that’s my little gift. Fearless dot biz forward slash T Y S.
[00:30:06] VIRGINIA: Awesome well Thank you so much.
[00:30:08] ROBIN: It’s been a real pleasure. well you probably gathered, I could probably talk for hours,
[00:30:11] VIRGINIA: We’ll have to have you back.
[00:30:13] ROBIN: Oh, that would be lovely. I’d love that. That’d be great.
[00:30:16] VIRGINIA: Awesome.sounds like a plan. Enjoy the rest of your day.
[00:30:20] ROBIN: Will do, you too Virginia. Thank you.
[00:30:22] VIRGINIA: You’re welcome
[00:30:24] Thank you so much for joining us today. Be sure to subscribe and leave some love through a review and I’ll catch you on the next episode.
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Virginia lives in Northern Alberta on a small farm with her husband and three children.
Virginia is a master funnel builder having been certified as an FG Society Master Marketer, Funnelytics, and ClickFunnels Certified Partner.
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