Podcasts about because now

Tired of “What went well?” and “What didn’t”? Brian Milner is here to help you cook up retrospectives that actually get your team thinking, collaborating, and improving. From creative themes to actionable frameworks, this is your behind-the-scenes guide to better retros. Overview Do your retrospectives feel more “check-the-box” than game-changing? Brian Milner shares his full recipe for planning and facilitating retrospectives that actually matter. Whether your team is stuck in repetition, tuning out, or phoning it in, Brian’s step-by-step approach will show you how to bring structure, creativity, and energy back into the room. Brian walks you through the five essential components of a retrospective, including how to match formats to your team’s personality, align activities with Agile's three pillars (transparency, inspection, and adaptation), and spark meaningful change with every session. References and resources mentioned in the show: Stranger Things Retrospective Download Agile Retrospectives by Esther Derby & Diana Larsen Retromat Blog: Overcoming Four Common Problems with Retrospectives by Mike Cohn Blog: Does a Scrum Team Need a Retrospective Every Sprint? By Mike Cohn #139 The Retrospective Reset with Cort Sharp Retrospectives Repair Guide Better Retrospectives Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Auto-generated Transcript: Brian Milner (00:00) Welcome in Agile Mentors. We are back for another episode of the Agile Mentors podcast, like we always do. And I'm with you as always, Brian Milner. Today we have with us, me, just me. Now, before you get frustrated with that or think we're copping out in some way, this is intentional. I wanted to have an episode to myself because and working through all this stuff around retrospectives, I thought that it might be good to take an episode here. And I kind of thought of it sort of like a cooking episode, right? Like if you watch a cooking show, you know, Gordon Ramsay show or something, they'll walk you through how they make something. And it's from start to finish. They show you the ingredients. They show you how everything's put together. And then you see this beautiful dish at the end. Well, I've often compared the way that you can format a retrospective to a little bit like a meal, because a meal has different courses in it. And a retrospective should have these themed areas or repeatable sections of it. And so I thought of it a little bit like making a meal. So I thought I'd just walk you through a little bit step by step. what I'm thinking here and how I would go about doing it. this is, you know, we're cooking up something special here. It's a kind of a recipe here that's, you know, equal parts creative and effective. It's a way to try to keep your retrospectives interesting, but also keep them to be solid and where you can have an actual outcome that comes from this. And you actually make definitive changes here with your team as a result. So there's a couple of retrospective courses that I have coming out where I go into detail about all these things, but I wanted to take an episode where I could walk you through and just have you kind of peer over my shoulder a little bit about how I might do this if I was going to create a retrospective for a team. So first starters, I think we have to understand that there is a menu to follow, right? And I kind of use this menu metaphor because one of the great things about when you go out and you have a meal at a nice restaurant is there's a repeatable pattern to it. You kind of expect that they're gonna bring you a drink first and then maybe you have, if it's a really fancy restaurant, maybe you have appetizers first or hors d'oeuvres even before appetizers, then you maybe have appetizers or not. Then you have a main course and maybe you have a salad even before the main course and then you have a a meal, and then you have some kind of a dessert afterwards, maybe even some kind of a cocktail at the end of the meal or coffee at the end of the meal. But there's sort of a pattern to it. And regardless of what restaurant you go to, you kind of repeat that same pattern. Now, I know that there's times you'll be, this is where the metaphor kind of breaks down a little bit, I get it. You may not have the same pieces every time. And what we're going to be talking about here as a retrospective pattern is that, yes, you should sort of follow the same pattern. You can't really get to, let's say, dessert. You can't just skip and go to dessert, right? You've got to go through this journey of the other sections so that you can end up at dessert and really fully appreciate it, right, and get the most out of it. So that's where this metaphor is a little bit of a, starts to break down a little tiny bit. But. I want to talk about here first why retrospectives matter and why they often go stale. I think they often go stale for a lot of reasons, but one of the chief reasons I've encountered when I work with teams is that the Scrum Master on the team really only has a small amount of formats and styles that they have to work with. They have a small little set in their toolbox. And they may even rotate through a few of them. But at the end of the day, it's kind of a small toolbox. There's only a few tools in there. And if I'm a team, if I'm a member of that team, you can imagine how I might get bored. And I might think this is not really worthwhile if I'm showing up every single time and I'm hearing the same exact questions. What did I do? What do we do well? What do we not do so well? Do I have any roadblocks? If I'm just asked that same thing every time, then I might not feel like this is a very worthwhile thing. Or I might get to the point where I feel like, gosh, I've answered the same question, you know, three sprints in a row. I just, got nothing more for you Scrum Master. I just, I can't dig any deeper. I've given you everything and it just feels like this is the, you know, groundhog day. We're doing the same thing over and over again, but nothing's really changing. So. I think it's important that we be able to switch things up, but it's not change just for change sake. That's why I think that having a structure of some kind can give you that pattern to fall back on that can make it effective, but then also can provide variety, can make it something that changes over time as you do this with your team. Doesn't mean that you can't ever repeat a format that you've used. I don't think that's a bad thing. I just wouldn't want to repeat the same, just handful, small little number of them over and over again. That's going to get repetitive and it's going to make people a little frustrated. The other thing is I think you have to match these to the personality of your team. Your team might be more outgoing or they might be more introverted. You might have people who prefer activities or little more, you know, kind of quiet activities or some that are more verbal, you know, require more discussion. That's really an individual thing for your team. So I think you have to think as you go through this, what's going to work for these people, right? For this set of individuals that I am working with. You know, I always say there's kind of a first commandment for Scrum Masters, know thy team. And I think that's really something that's important for us to grasp onto is we have to know our team. can't coach to the average. Right? We have to coach to the individual, to what we have on our team, because your team is unique. That set of individuals has never come together anywhere else in the world. Right? Those personalities. And what you want is to find out how to make that set of people work well together. Right? How do they work best together? Not how does every other team in the world work best or how does the average team work best? How does your team work best? Right? So with all of this is sort of setting this and saying that there should be a pattern. I do want to give the hat tip here and say that the Esther Derby Dinah Larson book on retrospectives is one I strongly recommend. In fact, pretty much my whole career as a trainer, I have said, when people say if there's one book, if I'm to be a Scrum Master, if there's one book that you would say would be really impactful to me from pretty much day one, I have pointed to that book. It's called Agile Retrospectives, Esther Derby, Dinah Larson. And in that book, they lay out a pattern of kind of five phases that go through it. I'm going to distill it down because to me, it's sort of the three middle ones that are the most important. I will talk about the two on the ends here as well and kind of put that on top of these three. But sometimes I find people find it easier if they just remember what I'm gonna teach you here about the three that are in the middle. So in Scrum Master classes, we will talk often about how there's these three pillars of the Agile process or three pillars of empiricism. Empiricism says that we learn through experience. Well, I always say in class, it's not enough to just do the wrong thing over and over again. I gain a lot of experience by doing the wrong thing over and over, but I don't learn from it. And the three pillars are what's needed to make sure you learn from them. And I'm sure you've heard these before, but if you haven't, transparency, inspection, adaptation. Those are the three. Transparency meaning we're not going to be clouded about how we do the work. We're going to be very transparent, open about it. We're going to try to reveal how we work best as much as possible. Inspection, that we're going to actually take time and pause and try to figure out not just what happened, that would be transparency, right? What's the reality of what just happened? But inspecting says, why did this happen? Right? What's the root cause of it? I don't want to just deal with the symptoms, right? If we just try to cure the symptoms over and over again, we still have the same disease, we still have the same illness, and we're not really getting to the root cause. So inspection says, we're going to take time out to actually get to the root cause. And then adaptation, the last one, is probably the most important step here, because if you figure out what's wrong, but you don't ever do anything about it, well, we're doomed to have the same exact discussion again. So adaptation says, now that you know what the problem is, what are you going to try different? We may not even know exactly what the right thing to do is, but we got to try something. What we know for certain is what we did didn't work. That's the one thing we absolutely can't do again, is exactly what we did. We've got to try something new so that we move on, right? So that we find out more information and get closer to whatever our final solution is. So transparency, inspection, adaptation, those three actually serve as a good guideline or three phases you can think about for your retrospectives. There needs to be a transparency phase where you try to figure out what happened this last sprint. there needs to be an inspection phase where now that we know what happened, we got to ask the question, why did it happen? And we need to get to the root cause of why it happened. Now that we know what that is, then we have to move on to adaptation to say, what are we going to do about it? How are we going to take this knowledge we just gained and actually make a change? So we need activities around all three. And what I'm saying here to you is that can serve as your menu. I can do lots of different activities that would match these three areas. Now, I do, again, want to go back to the Esther Derby, Dinah Larson book, because their five phases adds one on the beginning, one on the end, which I actually do think are very helpful. The first one is kind of opening the retrospective. It's a way of trying to just start to get voices in the room. And this is something I will often do as well. Just a quick, quick exercise to just get people to start talking. And that's one of the ways you can start to get a quieter group to get involved is throw them something really easy to respond to right out of the gate. And then the last one is to close the retrospective. Closing the retrospective is a great way to then try to sum it all up and say, well, here's the takeaways, here's the things we're going to do about it, and we're going to move forward from here. Opening the retrospective to that introduction can also then review what you talked about at the end of the last. retrospective. You can say, here are the things that we decided, and let's talk about what's been done about them before you start to inspect the current retrospective. So given that, right, I know I'm going fast here, but you can rewind and listen back to this if you need to. But if you think about that, that you have these kind of phased approaches, and think of it like a menu, right? There's different courses to my menu. Well, I'm not going to serve the same meal every time. That would be boring. So I got to find out different things I can serve for each course of my retrospective. Now, here's where it gets interesting, right? Because there are lots of tools out there. And there's a website that I often recommend called RetroMAT. RetroMAT is a great site where you can go to, and it has those five phases. You can kind of scroll through different exercises for each of the five phases. they sort of have, you you can kind of mix and match and create your own menu based off of that. And doing that is absolutely free. Now they have paid things there as well. They're not a sponsor. I don't get any kickbacks or anything from them. But they have some paid activities as well as far as having things like Mural and Miro templates that you can use if you want to do that as well. So there's lots of things you can do there to thank them for what they put together. But there are times when Maybe you're trying to fit this to your team specifically, or you've grown tired of the exercises that you're used to, and you want to find some new dynamic to add into your retrospective. So what I'm going to do is kind of walk you through what I would do if I wanted to take some kind of a theme and create a new retrospective that's themed around a certain topic. Now I will say that this theme is gonna go just in one of our sections. So it's not going to go throughout it. I'm not gonna be that creative here with you on it, because I don't think you need to be. I don't think you need to have this, it's not like a theme to party, right? You can just take the theme and use it in one of the sections. So what would I do for something like this? Well, I'd start with, as I said, some way to kind of open the retrospective. And I like to have little quick activities as I said, that just get voices in the room. an example of things I've done in the past. Ask the team a quick question like, if this last sprint were a song title, what song title would you use to describe this last sprint? And people can use whatever kind of music they like, right? It doesn't matter. They can just call it any songs that they're familiar with. Or do movie titles. I've had a lot of fun in the past doing that with teams where I'll say, hey, shout out a movie title that might represent this last sprint. You just want to find something quick that people can shout out like one or two word answers, right? Or a small sentence in the case of a song title or movie title or something like that. But something that they can tie it into, right? And it doesn't have to be anything that makes perfect sense, right? It can be kind of crazy. It can be... You know, if this last sprint were a flavor of Starburst or, you know, an color, what color would it be and why? And just have people, you know, shout out whatever they think the answer would be. They might have to be a little creative with their answers when they do that. But that's okay. You're just giving them an opportunity to have a few voices start to enter the conversation. Don't force anyone, right? Don't force anyone to shout out, but give them an opportunity to. So I'm going to open the retrospective with some kind of fun, quick exercise like that. Probably won't take more than five minutes, okay? Then I want to move into that transparency section. And the way I frame transparency is what actually happened this last sprint? What was the reality of what happened this last sprint? So here's where I'm going to inject a themed kind of approach. And I just, I go through a couple of examples in our courses where I talk about doing this, but I picked a different one here for this podcast episode that I've put together right before this recording to try to walk you through a little bit of how I did this. So I tried to pick something that was a little more relevant to today. I know that this is popular and people are looking forward to the next season, which is about to come out. sometime soon, I know they've been shooting it, but I picked the theme, Stranger Things. And I just thought, what if my team, you know, had, I knew there were some people on my team really into Stranger Things, or what if I just knew they were aware of it, they knew what it was, and I wanted to have a theme built around this. So here's how easy it is to do this. I went to chat GPT, and I asked it to give me some, you know, putting together a retrospective that I want to theme it around stranger things. And give me some major themes from Stranger Things that might align to Some different ways of collecting information around what actually happened this last sprint. And. They gave me a long list of different things. And I read through these and kind of tweaked them, talked back and forth with it a little bit, kind of refined. And I distilled it down to five sort of themes or categories I thought would be fun and would kind of challenge the group to think along different lines of thought. So here's what I came up with with Chat GPT's help. My first category. I called running up that hill. And what I put for the prompt for this one is what felt like an uphill battle this sprint? Now just think about that, right? In traditional sprints, there's lots of things that are just, I'm essentially asking what was the obstacles? What were the hurdles in this sprint? But I'm getting them to think about it in little different way by saying, what was an uphill battle in this sprint? And even that subtle rewording, of that prompt can trigger people's brains to work in a different way and get them to think along different lines. If I just ask over and over again, you know, what was a blocker of this sprint or what blockers do we encounter this sprint? If I use those same words over and over, I get sort of immunized against them and I can't really think about anything new. But just phrasing it that little slightly different way, what felt like an uphill battle this sprint I think can really trigger some new ways of thinking. So that was my first category. The second one that I came up with, big theme here in Stranger Things, was the upside down. And I related it this way to say, what is completely upside down right now? What is the opposite of what it should be right now? Now here, I'm trying to get them to think about things that are not really going well, right? Things that are going the opposite direction that they should, and it's upside down from what should be the normal. Right? And again, we're just thinking along this theme of stranger things and I'm tricking their brains a little bit into thinking along a different line, right? To examine it from a different point of view. My third category that I thought would be fun was I titled Vecna's Curse. And what I prompted here for this one was what haunted the team this sprint or kept coming back up to bite us. And The idea here is to get them to think about things that were maybe decisions we wish we had made differently. These could have been decisions in the past. It didn't have to be a decision from this sprint. But what are those things that we felt kind of like was like Vecna's curse? It was just something that kept rearing its ugly head. And it was just a struggle for us to get around. My fourth one, just to have a little fun. I call the fourth one Surfer Boy Pizza. And what I put as a prompt on this one was, where did we bring the chill? Where did we bring the creative spin to a tough solution during the sprint? So here I'm wanting to celebrate good things, right? And I'm asking that in a funny way. So it brings some humor to it, puts them in a better mood, and also gets them to think along a maybe a little bit of a different line in this area to think, all right, well, what do we get really creative about? What do we have to be really creative about in this sprint? What kind of tough solutions did we really conquer? Did we really nail in this sprint? And I'm just theming around that loose theme of that surfer boy pizza from the last season. And then the last one, I couldn't have categories here without mentioning Hellfire Club. So the last one was Hellfire Club. And the prompt I put for it was, where could we bring more of kind of that Hellfire Club vibe, planning, teamwork, shared adventure, right? Just the fun. Where could we put more of that vibe into our team and to how we operate? Now, this is getting them to think about something that might otherwise be a little bit of a uncomfortable thing to think about, right? Because Now we're getting into interpersonal dynamics. We're getting into how the team actually works and fits together. And that's why I chose this theme, because I wanted it to be just kind of a, even maybe a sneaky back doorway of getting their brains to start to examine, yeah, what would have made this more fun? Or what would have made this, how could we have, I've asked often in retrospectives, what would it take for us to be the team that everyone else wishes they were on? Well, That's what I'm asking here, essentially. So I've got my five themes. And I even then went forward and created and kind of get some images for each one of those, like icons for each one of those things. Just created a board and mural for this and put each of those things up. Had a big block space next to each one where people could put Post-it notes. So what I would do here in the retrospective is I'd introduce this. I'd give them the prompts for each of the section and say, all right, let's take a few minutes. Everyone can add Post-its to any of these sections, but try to think through several of them and put several of them up here on the screen or physical board if we're in the same space. But take a few moments here to think through each category and see if there's anything that you can think of that you would add to each area. So we take, I don't know, five, 10 minutes to do that. normally time that, I just see when it starts to slow down. And there's generally a point there where you can kind of intuitively feel it and feel like, you know, the group's ready to move on. So whenever that time comes, I'll call a halt to it and I'll say, all right, now that we've done this, I want us to try to narrow down what's on the board. So let's give you each three votes. And I do this usually with dot voting or something along that line. where they have three dots they can place on three different sticky notes across all five categories. And what I tell them is find the three that are the most important of all the things here, what are the three that are most important and put your vote on those top three. And by doing this, having the team vote on it, then we surface the most important three out of the entire group, right? It's not to say we ignore the others, but we're going to try, we can't focus on everything in our time that we have. So, whether our top three, and then I start with the first one, right? So right now, all we've done is kind of the introduction of the sprint. We've done a transparency section. Now we move into the inspection. Now there's lots of different things you can do here, but what I put together for this retrospective was taking them through sort of a five whys activity. So I would take that first one, I'd have them examine it and look at it and say, all right, let's ask the question why five times for this one. Why did this happen? whatever they answer, then we say, all right, well, why did that happen then? And we ask why, it doesn't have to technically be five times, but you need to ask it enough to where you get down to something that you can say, yeah, that's definitely the root cause, right? That's what's underneath all this. All that followed it, all that came afterwards was all stuff that came as a result of us making that decision. So once we have our root cause, we can repeat that again for the other two. if we have time, but if we're starting to run out of time, I kind of watch my time box there. And once I realize we need to move into solutioning, then we'll move on into the adaptation portion. In adaptation, we just take each single one, and we kind of repeat this process of getting possible answers across the team. So for the number one issue that you guys identified, here's our root cause. Let's take some post-its here. or let's take some suggestions of what we might possibly do to counteract this in the next sprint. So we get those things that come up. Then we'll talk through each one, and we'll try to build consensus as a team as to the most important step to take. So for each item, I want what's the one most important thing to do. So we'll identify that, again, as time allows, I want to at least do the most important thing. If we have time for more than that, great, we'll get to the second and third. But I think it's so important to just, whatever the biggest, most important thing is, make sure you have an action item for that thing. And here's where I just caution you. It doesn't have to be, hey, we've knocked it out. We've cleared it. We've solved it in the next sprint. It just has to be that we've taken a step towards solving it, right? What's the old phrase, a journey of a thousand miles starts with a single step. Well, the same thing goes for our teams. And this is oftentimes why teams get stuck, is they just feel paralyzed. Hey, there's nothing we can do about this. It's such a huge issue. Well, that's not true. What's the next step you can take? So take the next step. Make sure that the team understands what it is. And make sure we understand who is going to be responsible for that. And do that for as many as you can get through. Then get to the closing the retrospective part of it. Kind of wrap up. Remind them, here's the journey we've taken, here's what we've uncovered, and here's what we're gonna do differently for next time. And now those items, they should go straight into your next sprint backlog, not product backlog, sprint backlog, right? They don't need to be prioritized because the product owner has been with you, they should have been with you in this meeting, it's the entire Scrum team. So the product owner has weighed in as well. This has been a team collective decision. So now those items should go into your sprint backlog, and you should do something about them in this next sprint. That's the whole concept of the Kaizen comes first, right? The good change should happen before we do anything else so we can get the benefit of it over a longer period of time. So that's kind of the idea here. And I wanted to give you that kind of really quick flyby to help you kind of see how to go about doing something like this, right? And I just picked one theme. I just picked Stranger Things because I thought it would be fun to work on. I thought it would be a fun kind of theme. And it might be fun for a team I was working with. But maybe that's not something that aligns to your team. Maybe your team has a bunch of people who are really into cricket. Well, do a cricket-themed one. Maybe you have a team that's around the Academy Awards time. And everyone's talking about, and now people don't do this as much anymore, but. Maybe they're all talking about who's going to Oscars this year or something. Well, do an Oscar-themed one. Or it can be around anything. Do it around award shows in general. It doesn't have to be just Oscars, but do it around any kind of award show. And you can pick up different themes. Again, if you're stuck, ask your favorite large language model and see what it comes up with. It's not all going to be gems that comes from that, but you can pick and choose and refine it, which is exactly what I did with my five themes for this. So I hope you see how easy it is to do that. It doesn't have to be complicated. You don't have to be extremely creative to do this. You can make use of the tools that you have available to you. And as a Scrum Master, you can keep this fresh. You can tailor this to the team that you have. What is your team really into? What's the theme that they would really resonate with? Choose that. Go with that. Create a theme around that and see what they think about it. Afterwards, ask them, hey, did this work all right? Did you like this? I hope that's been useful to you. If you like this and you want to hear more like this, come to our website to mountngoatsoftware.com and check out our courses that we're launching actually this week, Better Retrospectives and the Retrospective Repair Guide. Those are the two that we really want to have you kind of think about. Come to our site, find out more about them. Better Retrospectives is all about just the expert level retrospectives course really gets into the heart of a lot of these issues at a very, very deep level. The retrospectives repair guide is taking the 10 most asked questions that we have about retrospectives at Mountain Goat Software and giving you really deep dives on how to solution those, how to problem solve those top 10 issues. And the great news for you is if you're listening to this in real time, right, when we've launched this, We're launching this as a two-for-one special. We'll not have that special again. So it's $99 that you get both of those courses. You don't have to pick and choose from them. You can give $99. They're prerecorded. You can watch them at your own pace. This is for people who want this knowledge, who want these answers. And I know when I was a Scrum Master starting out, there was a lot of, I followed a kind of the pattern that Mike established with his sprint repair guide. I bought that when I was coming up as a scrum master because I needed answers to some of the questions that he had in that scrum repair guide. Well, take a look at the 10 that we have for our retrospective repair guide. Maybe you'll find one of those things that's really tripping you up and maybe just getting the answer to one of those is going to be worth the money for you. I encourage you to go to our site, check it out. Don't miss this. It's a limited time cart that's opened. It's only going to be open for a week. So if you're listening to this when we launch it, don't delay, don't wait until next week. If you hear this next week, then you're running out of time. So make sure that you take advantage of the time that you have here so that you can get these two courses, two for the price of one here at our launch. Again, we won't do that again. So I hope you found this to be useful. It's just a little taste of the kind of thing that's in those courses for you. And if retrospectives are something that you're struggling with, or if retrospectives are something that you just feel like, man, it really could be more. It really could deliver more for my team. Check out these two courses. I really think they're gonna help a lot of teams out there. That's why we put them together. So that'll wrap it up. I hope you've enjoyed this and we'll talk to you next time. on another episode of the Agile Mentors Podcast.

Donald Trump is set to go back to Butler, PA, the town where his life was nearly ended three months ago. Why is he doing it now, and not in a month? Because NOW is the time to cast the ballots that will win the race. Charlie talks about the evidence that a Trump surge has begun — and you can see it through renewed Democrat panic over their "safe" Senate seats. One of the GOP's surging Senate candidates, Eric Hovde of Wisconsin, joins the show. Become a member at members.charliekirk.com!Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.

Donald Trump is set to go back to Butler, PA, the town where his life was nearly ended three months ago. Why is he doing it now, and not in a month? Because NOW is the time to cast the ballots that will win the race. Charlie talks about the evidence that a Trump surge has begun — and you can see it through renewed Democrat panic over their "safe" Senate seats. One of the GOP's surging Senate candidates, Eric Hovde of Wisconsin, joins the show. Become a member at members.charliekirk.com!Support the show: http://www.charliekirk.com/supportSee omnystudio.com/listener for privacy information.

At ROBERTKNAUERUNFILTERED I talk about how doctors back in 2007 were not necessarily so good, and yet, slowly doctors, nurses, etc...have gotten better and why? Because NOW there is more available affordable rental housing for them and service personnel than there was in 2007, and yet, the problem still exists that there is not enough affordable housing in and around the Villages to support the rapid growth occuring here.

In today's episode I am going to give you a kick in the butt that you need to be able to crush your goals in the next 3 months of 2022!! Because NOW is the best time to get started! It is time to get to your goals already! #DANGEROUSDIVAS

What's coming & all the ways to get access to me in 2022!! If you didn't hear, I'm shifting my focus to this group and my business page, AND I've been invited to interview on a few podcasts as well as hosting some Instagram Takeovers!! I'm SO freaking excited!! FREE STUFF {NO CATCH!!} The Nurtured Mama Facebook Group- I am shifting my focus here to be more intimate with you and share my own journey with you as well as encourage you in creating your own holistic, confident, balanced life! Be sure to invite your fellow Mamas to this space if you believe they will benefit from it! www.facebook.com/groups/wellnurturedmotherhood ~The Nurtured Well Collective- This is the podcast where you can be encouraged and empowered on the go! We are officially on iTunes, iHeart Radio, Amazon Music, Audible, Spotify and CastBox! www.nurturedwellnesscenter.com/podcast ~The Nurtured Well Library- Our Blog of wellness tools and tips! www.nurturedwellnesscenter.com/library ~The Nurtured Well Channel - Our YouTube Channel! https://youtube.com/channel/UCUCD1Swcw6ICoQFJrj_VlqQ ~The Nurtured Well Daily- This is our FREE Texting Community where I text you daily encouragement!! Text NOURISH to (845) 217-4445 ~The Nurtured Well Weekly- A weekly email with encouragement for the week, a simple holistic tip you can implement and a healthy recipe! www.nurturedwellnesscenter.com/welcome ~Social media- We are on here Nurtured Wellness Center on Instagram, Pinterest, Twitter, LinkedIn and TikTok THE MEMBERSHIP {$55 OR $99 per month} The Nurtured Well Experience is a monthly membership space with daily devotionals, access to most programs and masterclasses, exclusive community of moms just like you, monthly group coaching sessions AND a 7 Day FREE Trial! www.nurturedwellnesscenter.com/the-experience INTENSIVES ~ 90 Minute Zoom Session {$111} - This personalized Zoom call is designed to work you through your old habits and build new habits focusing on holistic nutrition and mindful living. This will give you the next tools you need to start implementing wellness into your life! ~ 30 Day Voxer Support {$333} - This Intensive is fast paced and action packed, designed to get you feeling energized and focused through personalized holistic meal guides. We dive deep in your negative self talk and refram those limiting beliefs as we navigate life together. www.nurturedwellnesscenter.com/intensives PROGRAMS ~Nourish -This LIVE 5 week signature program, we are refocusing on our wellness and wellbeing through holistic nutrition and weekly meal plans and mindful living of making conscious choices. {Next Live TBA} ~Balanced - This 3 week program is designed to help you create the balance of motherhood and your wellness! We deep dive into your negative self talk while feeling balanced in the foods you nourish your body with. Because Now creates the ripple effect for Tomorrow! www.nurturedwellnesscenter.com/courses PRIVATE SUPPORT ALL experiences contain access to all programs & The Experience during our time together, personalized weekly meal plans, daily support, & weekly Zoom sessions. 3 month 9 month 12 month {I am currently accepting applications! Pay In Full OR Payment Plans available!} www.nurturedwellnesscenter.com/coaching If you have any questions, please email me at hello@nurturedwellnesscenter.com !

Going back to basics, we are going to talk about how to starve your fear and feed your faith. Fear can be good for us, it can protect us. But sometimes our fear gives us the problem but not the solution. That's where FAITH comes in. Faith provides the solution. Havilah goes through many fears we all face and what the solution is! We don't want you to dismiss facts. That's delusional. God sees fact and truth differently. John chapter 11 - God does not need additional motivation to set you free, to heal you, to save you. We believe if God cared, He'd save us right now. He'd move on our behalf right now. Often times we get the promise, the prophesy, and we wonder what the holdup is. We feel God is holding out on us. But keep in mind, sometimes it takes time in our stories to give us the promise AND give God the glory. Don't give up hope! People blow up their lives in the waiting. People start to take over because they feel the waiting is ‘too long'. Waiting on God is tough. If you don't hang on to the vision of what God promises is coming… you will never birth the gift of the promise. If you don't know what you're getting at the end of the struggle, you will bail in the middle of the waiting. Because NOW you have an opportunity to see God and actually TRUST Him. This is a prophetic word for you: You aren't meant to get everything you wanted in this season. Because learning that God is who He says He is and that He can do what He says He can do is the real gift. Listen in to hear this and MORE truthbombs Havilah drops this week! As always, share what stood out to you from this episode on socials and tag us! @truthtotable @havilahcunnington and utilize our special podcast discount code: SUMMER15 upon checkout on everything at shop.truthtotable.com. Learn more and connect with Havilah: + havilahcunnington.com + truthtotable.com + theinfluencertable.com

HAPPY MONDAY MOTIVATION! Welcome back to the weekly podcast No More Excuses! Once again, the unrest in the world has affected us in some way. Did we send the hornets back or did they make a detour because they were like “oh hell no, I’m not getting in the middle of that shit show”? In last week’s podcast, I suggested we focus on our FUTURE and put the “VID” talk on the back burner. I think we all needed a distraction, but I don’t know that anyone was suggesting this! The last few weeks have been unfortunate, devastating and yes, some great things will happen because of it. The biggest change needs to begin with MINDSET! Yes, I’m still talking about it! CHANGE. And things STILL need to change. Including the ones causing the chaos. I say IT’S TIME a lot. It’s time for ALL OF US to get off our asses and DO! It’s TIME for us to make AMAZING SHIT HAPPEN! And, move forward TOGETHER! Please listen in this week as I discuss more of why this chaos hurts my heart so much!  In last week’s podcast I talked about revising 2020’s goals. And, to only focus on June for now. For you to choose one thing that you had changed and how your WORD OF THE YEAR can help you with it. Did you do it? I understand it’s hard to think about yourself / your business when there is so much unrest and people that truly need your help. So… how can YOU help? Is there a way you can help? If so… how? Listen in as I talk about what I've seen CHANGE, and making sure as you go forward and make changes, that you’re doing it for the right reasons. NOT because you feel “like you should” otherwise you’ll be judged. Change. There is so much that we’ve seen happen this year and still more to come. Yet again, we are given the opportunity to look deeper into ourselves. Whether you are a business owner, a wanna-be or someone with a side-gig, take some time this week FOR YOU! You can’t move forward with a clouded mind or a heavy heart. Take some time and PAUSE. IT’s TIME. Time to Help yourself. Your friends, staff, co-workers and friends re-emerge. Even if it’s just listening!ESPECIALLY if it’s just listening. Let’s help people achieve the success they desire. The peace that we ALL desire. Because NOW more than ever – we are in this together! I look forward to hearing from you and what you can and will do! Cheers! Sandi

Is it really, actually true - that Time heals all wounds? Because over time, haven't you seen how when it comes to problems, most problems seem to get worse… not better? If you're actually going to solve a problem - we must take Time - out of the solution! We can spend years struggling to solve this… and all along, years suffering from all the side affects along the way, from what we'd previously trusted as being able to help… But we're tired, now it's time to choose to continue the same stuff for even more of the same, or choose to trust you - and those who would help you solve this - to rise up to a Higher Standard! It's time to make that One Choice! This is the final episode of a 3-Part Series - where we've uncovered why old outdated methods that don't work (because they were never meant to), how you are actually not the problem, but are instead - the solution - for how to solve this, so listen-up! Because Now is the time to Go All-in! Go to: https://www.OneInsightAway.com It's time that you finally have something that will help you! See you there... --- Send in a voice message: https://anchor.fm/sleepypeeps/message

Follow along and create your own Value Ladder as I show you how I designed my personal one.   It’ll probably come as no surprise to learn that I love the book DotCom Secrets ;-)    DOTCOM SECRETS - MY FIRST TIME    I first read DotCom Secrets when I was in the army…   I was on a security line training - it was ten days lying prone in the dirt.   It might NOT surprise you to find out I have a very active brain, and I can only study bugs for so long…   Army uniforms have these cargo spots where you can store things    I kept DotCom Secrets in a plastic bag in my pocket to keep it from all the dirt and the crazy intense rain.    With my M16 in my right hand, I’d pull out DotCom Secrets…    I’d take out my pen from these pen slots on the side of my uniform, lay my weapon down and take notes.    I don’t have my original copy, which kinda stinks, but it was marked to death 'cause I really go deep.   Before I read DotCom Secrets, I was probably on business try number 10/ 11/ 12, or somewhere around that…   But it wasn't long after reading DotCom Secrets that things started really working for me, and part of this was because of the topic I want to talk about today, which is value ladders.  HACKING THE VALUE LADDER   So what is a value ladder?    Right at the bottom of page 23 of DotCom Secrets, it says:   A value ladder is where you want to take your client.    *THAT’S IT*    … that's all a value ladder is.    It's where you want to take your client.    Funnels are NOT the only thing that Russell's popularized in the Internet marketing space- he's kinda credited for being the one that popularized value ladders too.   And now,  I wanna teach you…   How I use value ladders after reading DotCom Secrets..   Where most people kind of mess up when they focus on creating a value ladder.     After reading DotCom Secrets, all my college notebooks were crammed with drawings of funnels and value ladders …   They were HUGE value ladders with tons of steps - they were MASSIVE value ladders.     However, one of the things that I got stuck on was thinking that I needed the entire value ladder planned and designed before I could even start building a funnel.    I want you to know, that's actually NOT true.    That's NOT the way ClickFunnels builds their funnels, that's NOT the way I built mine, but most people think that’s what they have to do.    When I ask "What's the model you're following?" A lot of times what that means is what’s the value ladder?    Do you know the value ladder/ the model that your industry uses most and has all the success with? '   … ‘cause it's the template.    When I started realizing that there where models,  I’d be sat in classes thinking, "Man, all I gotta do is follow the model! What’s the info product model?"    YOUR CORE IDEA   Now, if you don't know, we have OfferMind coming up, and OfferMind’s purpose is to to help you find your core idea.    The reason I’m bringing this up is that…   I'm following the info product model   If you’re in the e-commerce model there’s a value ladder that is proven to work really well for that too.    If you’re in, B2B, there's also a value ladder model.    ClickFunnels follows the software plus info product model.    If you guys aren't watching on YouTube, this might be one of those episodes that’s powerful for you to watch, and actually see how I draw this out.    So if we take the DotCom Secrets definition of a value ladder, remember that...   A value ladder is where you want to take your client.    This is a cool framework that you can use to develop your entire company.    But there are a few specific things about this model that I want to share with you that’ll help you get the MOST from it…   HOW TO NAVIGATE THE VALUE LADDER  The goal of the the value ladder is to ascend your customer to very tip-top, (I'm gonna put a star there) - that's where you want to take your people.    The top of your value ladder is where you want your dream customers and your dream product to be.   It's also the MOST expensive step on the ladder.    It's the one where you give the most value, and the most amount of your time, (if you want to design it that way).    And at the bottom, it’s the exact opposite.    It's NOT that you don't want to sell people at the bottom, but the whole point/ the whole idea is that you want to start qualifying people.    I can't draw very well, but let's say this is a phone…    (There we go, there's a little phone right there)    This phone, (a.k.a, value ladder step), is what's calling out to your dream customer.    You bring people in on the cheap step and then you start to ascend them to the top.   So the value ladder is somewhere that you wanted to actually take people to… I want to show you how I personally design my own value ladder, but first, I want to teach you the principles I use to design my value ladder.    So that next post, you’ll see the application of these principles as I actually teach you what my value ladder is.   HOW TO INCREASE CUSTOMER VALUE   Recently, I’ve been really geeking out lately on this idea of campaigns, and one of the issues I've found is that most of the time...    People don’t buy from you because your offers NOT good enough,  ...it's usually 'cause they don't know *WHAT* they can buy from you.  So my role is to create:   Cool marketing messages   Cool offers   Campaign noise around offers   … but it's also my role to educate my customers on what they can buy from me.   Sharing your value ladder with your customer base is one of the easiest ways that you can educate your customers on what they can buy from you.    How many of you guys, right now, as you guys are listening or watching this, how many of you guys, even know that there's the option for me to fly to you?    (That's something we're probably gonna take away, but I’ve been doing it for a while though.)    Did you know that there's an option where you can fly to me for a day?    ...there's all these cool things that people just don't know about.    And so I've realized, "Man, my role is to educate the value ladder, NOT just the product."    I think it was Peter Drucker who talked about the only two obligations an entrepreneur has are marketing and innovation.    “Because the purpose of business is to create a customer, the business enterprise has two–and only two–basic functions: marketing and innovation - P Drucker One of his definitions of marketing is education for a sale.    Every enterprise is a learning and teaching institution. Training and development must be built into it on all levels - P Drucker   Drucker believed the marketers needed to educated people, so that they’d actually go buy.   My definition of marketing is:   Marketing is changing beliefs for the intent of a sale - S Larsen   (I can feel I’m not telling enough stories, so hopefully, you guys can follow me with this.)    But anyway, I started to realize was that:    I need to create mechanisms inside of my funnels that don’t just sell the product itself - I have to educate people on the other things that they can buy from me as well …   ...and that I actually can automate huge parts of that process.    (If you come to my events, I teach much deeper on this)   VALUE LADDER EDUCATIONThere are eight ways that I create what I call value ladder education, and they're all automated ways that teach people how to go and make a lot of money.    Now, let me walk through a few mechanisms with you guys.    So I'm a One Funnel Away coach for ClickFunnels, I coach daily, and usually live (unless I'm traveling, sick, or something like that)…   There are like 6,000 people on this last challenge - it's a big one, we're having tons of fun with it.   One of the things we teach is that typically, (even if you're bad), you can make a dollar per person per month on your list.    Typically, you can expect a dollar per person on your list per month.    Now, what I've learned is that the $1 per person per month can easily become $2 with what I'm gonna share with you.    Add a few other things, and you can make that $3 … then as you get better you can turn that into $4/ $5 per person.    Right now, for every person on our list, (our list grew heavily in the past little bit here), but...    With the list that I have right now, we do $3 - $5 per person per month on the list.    What I'm gonna teach you right now is one of the easiest ways to manipulate this formula and increase customer value.   Value ladder education, (a.k.a, teaching your customers what it is they can buy from you), is one of the easiest ways to increase customer value.   There's a lot of automated ways so you're NOT having to be the one putting in more sweat equity.    You just do it once, and it's all automated.    SIX STEPS TO YOUR CORE OFFER   There are six steps that I use to create a core offer.    … they have to go in a certain order as well.    What is my market/ where is it?   Who is my dream customer in that market?   What problems do my dream customers have?   Identify the core problem   Find the core solution   Make the core offer   The first thing I do when I'm designing a new value ladder is...  I want to know what market I'm selling into.    I've gotta know what this red ocean is.    What is my market?    Now once I know what my market is, I wanna know…    Who my dream customer is in that market.    I'm not trying to sell the whole market. People mess that up all the time.  Now once I know the who, that I'm trying to sell, I need to know…    What their problems are?    I list out what their problems are.    What problems are they trying to solve?    Then ‘Who’ leads to ‘What’...     This is where ‘The Dream’ comes in…    Because NOW, from the ‘What,’ I can identify what I call ‘The Core Problem.’    "Stephen, what does that have to do with designing a value ladder?"    It has EVERYTHING to do with it!    And *this* is the reason why you may NOT know what's on my value ladder yet because I'm testing out my core offer...   I've had people offer me $1 million.   It's NOT a joke...    They're like, "I'm dead serious, Stephen. I will give you $1 million for a funnel."  I've said “NO!” - which it's baffling to them…    And,  the why, is because of what I'm sharing with you right here.    I don't want to be in a scenario where I'm like, "You know what, I could do that…”    But the REAL question is, “Is it what I'm designing?    The value ladder is the roadmap for my business and my activities.    So if it's NOT time for me to be offering those kinds of deals, “A million bucks??? No thanks!” ;-)   I'm NOT saying I won't take 'em in the future, but, at that time, when the first BIG offer came, the answer was “NO!”    I don't want to be in a scenario where I’m like, "Crap, I'm getting out of line with my value ladder."    When I got hired by ClickFunnels there were only 14,000 monthly users - now there's 92,000.    There were only 40 ClickFunnels employees - now there are 340. It's crazy! It has exploded!    I joined ClickFunnels right before this major, explosive growth, and part of the reason why I know I can teach so much about this is because I was there:   Helping    Experiencing    Designing   Observing it   Being a part of it   … I watched this HUGE, ridiculous growth happen.    And so, these questions that I'm walking through are the kinds of things that were being tackled when I was at ClickFunnels.   When it comes to value ladder design, people are like,    Well first, I'm gonna do a free plus shipping book   Then I'm gonna do a course   Next, I'm gonna do a high ticket mastermind   I'm gonna do a high ticket event   … that's all great, but *that* comes waaay down the road.        What you need to know first is:   What's the market that your serving?    Who is your dream customer?    What are their problems?   Is there a core problem to be solved?    You design a core solution   You create a core offer   Now, you’re finally at a spot where you can create an offer.    You create a core solution, and from there you create a core offer - that's why I call it Your Core Offer.    I place the core offer in the middle of the value ladder.    And I start at that spot.    WHY HAVE A CORE OFFER?If you're NOT watching on YouTube, I strongly encourage you to watch this part of it - it graphically helps you to understand these pieces.    I help people find out what their core offer is because the numbers work easier with ads.    If I'm selling something that's mid-tier priced, I only need to sell one of 'em, and Facebook ads are covered for a while.    Rather than me go straight to the top… and there are people who argue with me and say, "Go straight to the top..."    I get it, and I've done that as well…   I'll be honest, the one I don't do first is the very bottom, and it's 'cause it's a little bit riskier.    There’s a quote in my head, but I'm not very good at remembering the names of who said what…    Anyway, the quote is something like:    People spend more money for the same thing repackaged in a different way.   It's a powerful quote, and it's a quote that floats around in this space a lot.    You have to understand that each value ladder is represented by an idea - it's actually a full idea.   I need to prove the idea almost more than the product itself. I’m proving out the idea, NOT just the offer!    So once I know that…    My core offer delivers a core solution   Which fixes the main problem   Which helps solve my dream customer   Which is targeted at one specific spot inside of my market...    Man, now I can build a whole value ladder.    But too many times, people are all like,    "I'm gonna build this funnel, then this funnel, then this funnel, then I'm gonna publish this, and then I'm gonna make this continuity program..." and it's so fast…   ...they build too quickly.    All their focus is on getting that next funnel out... which is great after you've proven out the main idea and after you've proven the core offer.    I hope this is making sense to you?    (It's funny, I wanted to trial close you guys, even though I can't see you right now)   ... but hopefully, this is helping ;-)    So, I focus on the middle of the value ladder to prove out the main idea.    SAME IDEA DIFFERENT VALUE    Now that the idea is actually proven for the entire value ladder, my whole goal is to go in, and develop varying levels of value on the same ladder.    I can go do something more high-touch with my time up here. I can go develop a cool mastermind up at the top up here - that's lots of value.    I have the same ideas at the bottom of the value ladder, but now I'm gonna have:   The Book   A Challenge    CDs    Courses   A Continuity-based Program   ...I'm gonna have all this stuff.    And it works because I've proven out the main core offer and the main core idea.    And with the cash flow from the middle of the value ladder, I get to:    Skip things like VC funding   Build a business    Put systems together that free up my mental faculties enough to go build the rest of these funnels.    HOW TO PAY FOR EXPENSIVE THINGS IN YOUR BUSINESS   As a business, we're running lean on purpose.    I don't want a ton of people inside of my company as far as employees and stuff like that, I just don't.    But the reason I get to do it that way, and the reason we're cash flowing so hard right now is that I follow my six-step model that helps to clarify the way the value ladder is used...    'Cause you do want to upsell people    You should bring in the bottom of the value ladder individuals.    … but all in good time.    One of my favorite book, Ready, Fire, Aim, teaches that your goal, as a beginner entrepreneur, is just to get enough customers     You're just trying to get a big ole list.    Once you have a BIG list of customers, anything you sell to them afterward is MORE likely to be successful “because so many of your existing customers will buy it.”    … that's exactly how the book it says.    Now, when I need to get more people in a funnel/ business), then I go build something at the bottom of the value ladder.    The reason I don't have a book right now is that I don’t need leads.     It's the reason why I don't have a lot of cheap stuff right now,    I don't need leads.    Do you see what I'm saying?    (I’m gonna make this a two-part series...    I want you to know the principles behind my value ladder so that you’ll have the context when I teach you my value ladder… and it’ll make more sense to you.)    HOW TO KNOW WHAT TO BUILD NEXT?   One of my favorite individuals is Alex Charfen,  in fact, I just interviewed him… Alex Charfen is a BEAST.    I've learned A LOT from Alex, the book Clockwork (great book btw,) and James Friel about building a business…   Now, there are five criteria that I analyze my business on, and this is how I determine what to build next in my value ladder...    Ohh! What's up?    The first thing, I go and I figure out what I'm gonna go build on.   I want to see:    How well do I get leads?    How well do I convert them?    How well do I deliver the stuff that they bought?    How well do I retain them?   How well do I upsell them?    (This is how I personally do it - I know there are different formats here and there)    And so, I break those categories out separately and I rank myself…    For example:    If I start getting low on leads, I’m ranking myself, “Oh, dude, your leads are kinda low right now, darn it..."    I start asking:   What should I go build on my value ladder next?    What would get me a lot of leads really quickly?    ANSWER = BOTTOM OF THE VALUE LADDER STUFF   I don't need more leads right now! That's why I don't have bottom of the value ladder products.  I've had a few people reach out, (and if a few people have reached out, it tells me a lot are thinking it), and ask, “Stephen, why don't you have a book yet?"    The answer is…   Man, I got more leads than I can handle, so that's NOT what my personal business scenario needs right now.    Now you might be like, "Stephen, I need leads." That's great, but don't compare yourself to me.    I just follow the formats and formulas that cause success.   In order to decide what to build next, I answer the questions:     How well do I convert leads?      A: You know what, I convert pretty high. So I don't need to focus on the actual sales message or the offer.      How well do I deliver?      A: I deliver really high! I know I do.      How well do I retain an upsell?      A: Well.      How well do I upsell?      A: *NOT WELL*   … so the next thing I'm building is an upsell.    Meaning, there's NOT a lot at the top of my value ladder…   So the next thing I'm focusing on is on top of the value ladder…   ... because that’s the thing that I'm suckin' at the most at right now.    I just look at it the value ladder objectively and think,  "Oh man, I gotta do this.”     I was listening to the book Clockwork while mowing the lawn, and that's where I learned this... I've had so many epiphanies mowing the lawn, it's crazy. I'm always nervous to get somebody to go do it for me because I have so many epiphanies.    I need to look objectively at my company, and ask:   Do we have leads? "Oh yeah, lots."    Are we converting them? "Yeah, we are."    Okay, so that's not the issue, so where's the weak spot?    So…   PLAYING TO MY STRENGTHS & WEAKNESSES   As an individual, and a solutions provider, I sell my strengths, but as a business builder, I solve my weaknesses.    That's a big statement, (that has a lot to do with the value ladder)...   As a business owner, I fix my weaknesses, and I only focus on the weak part, to fix these five formula pieces.    However, as a solutions provider, I sell my strengths, which makes total sense, right?    But too many people get it switched.    INSTEAD... I let the model tell me what to go build on my value ladder.    I know what purpose each phase of the value ladder is for:    The Bottom of the value ladder is hardcore about acquisition.   The Middle is all about ascension, (whether I'm ascending them from the red ocean into my value ladder, or I'm ascending them from the bottom up) - it's a place of monetization.    The Top is the MOST monetizing.   And if I am not in a spot where I've tested out and proven the main idea of the whole value ladder, I shouldn't even be looking anything else.    All I'm doing is testing ideas.    Now, I know I've spit a lot at you in this blog- so if you need to re-read a few times, go for it (or check it out on YouTube).    This is how I think about my value ladder, and this is the premise I design under.    I know that I'm tossing A LOT at you with this - it was kinda heavy, but if you like this kind of stuff, we cover a ton MORE in this depth at OfferMind.    Guys, go get a ticket at offermind.com.     We’re, we're pushing pretty hard on tickets right now - so it's super-exciting…   There's a chance this baby will sell out.    So anyway, go get a ticket at offermind.com, so I can teach you how to do this for your own business.   You’ll create a roadmap of what you actually need to do - not just from a business structure standpoint, (which is kinda what I'm showing here), but also from a marketing standpoint of how to actually get your offer out the door.    Thanks for leaving reviews -  I just can't even tell you how much that means to me. It's very exciting to see those. Gets me pumped.   We spent a lot of money and a lot of time putting this content out, so your reviews are super fun, and I really love 'em. Thankful You.    Get Rich - Do Good   BOOM!    If you're just starting out you're probably studying a lot. That's good. You're probably geeking out on all the strategies, right? That's also good.   But the hardest part is figuring out what the market wants to buy and how you should sell it to them, right?    That's what I struggled with for a while until I learned the formula.    So I created a special Mastermind called an OfferMind to get you on track with the right offer, and more importantly the right sales script to get it off the ground and sell it.    Wanna come?    There are small groups on purpose, so I can answer your direct questions in person for two straight days.    You can hold your spot by going to OfferMind.com.    Again, that's OfferMind.com.

The Run and Shoot offense doesn't get the credit it deserves. Allowing your players the FREEDOM to adjust their routes is now something EVERY NFL and NCAA team does... ...but it was TABOO 15 years ago. But high school offensive coaches are terrified at allowing their players to do this. And high school defensive coordinators are LOVING IT. Why? Because they can play their Match Quarter coverages and make high school quarterbacks look STUPID. But that's about to change. Because NOW you are going to allow your players the freedom to adjust their routes... ...and to use the Match Quarter rules against the defense... ...so your players WILL ALWAYS be open! You'll learn from this episode: Why the Go Concept KILLS Match Coverage How to simplify the Choice Concept Why you need more vertical stems in your passing attack How the Run and Shoot simplifies your offense Why the Run and Shoot is better at passing than the Air Raid offense Thanks for Listening! To share your thoughts: Leave a note in the comment section below. Buy My Simplified Air Raid Book Buy my Pin and Pull eBook Buy my Simplifying the Air Raid Quick Game video Get a free eBook on Air Raid Drills. Get a free eBook on The One-Back Power RPO. Follow me on Instagram. Follow me on Twitter. Subscribe to my YouTube Channel. Grab a free audiobook from Amazon. [Affilate Link]. Football Coaching Podcast Become a Ron McKie Football Member To help out the show: Leave an honest review on iTunes and Sticher. Your ratings and reviews really help and I read every single one. Subscribe to the podcast on iTunes and Sticher. Show Notes: Justin Clark's Podcast on the Run and Shoot June Jone's Mesh Concept AJ Smith on the Run and Shoot

Are you ready to say “yes” to love? How about manifest your dream partner and relationship? In this episode of the IHML Show, love coach extraordinaire Nicole Moore shares powerful insights into creating and manifesting the life and relationship you want. Nicole started her business, Love Works, while in a relationship she thought would lead to marriage. But when it turned dark and abusive, she left and began to live and practice everything she taught her clients. Through this experience and healing process, she developed her “Love Works Method,” which has helped thousands of women find fulfilling and loving relationships. And now, Nicole is not only married to the love of her life, but she has a thriving 7-figure business, doing what she’s passionate about: love coaching. After listening to this episode, you’ll find how trusting in your desires, taking risks and creating your ultimate vision can help you find your true love and create a life better than your dreams. Because NOW is the perfect time to find love, to say yes to yourself and to pursue your dreams. Nicole Moore, creator of the Love Works Method, has helped hundreds of powerful, influential women find their ideal romantic partner in record time. (For example, she helped a client who had been single for 10 years find her dream man in 90 days). Nicole started her company while she was in a relationship that she thought would lead to marriage. Instead, it resulted in emotional abuse and her boyfriend cheating on her. Suddenly single as a life coach, Nicole had to start following her own advice and take every step she’d ever taught a client—and it worked. She found her dream man exactly one year after following her own program. Nicole has three life coaching certifications, including a certification from New York University. She’s been featured in Money magazine, Inc Mag and Greatist.com, and she lives in Encinitas, California with her husband and son. For Further Insight: Website: http://www.loveworksmethod.com Instagram: http://www.instagram.com/nicolemoorelove Facebook: https://www.facebook.com/nicolemooreloveworks

If you're listening to this around its time of release, it's late November, and there's less than 5 weeks until Christmas. And even less time to the start of school holidays! AArrrggh - where is the year going hey?   So, if you're planning some work on your place over the holidays, I want to share with you some tips. Because NOW is the time to get ready.  And if you're not listening at the time this episode was released, and it's say, August or some other month ... then these are still good checks for you to do before you hit 'go' on any project at home. Whether you're planning anything big or small, these tips will help minimise the headaches in getting it done.  So let's dive in! Let me share 7 tips to help you get sorted, so you can use your time effectively, to get work done this time of year. Because now is the time to get yourself ready.  Tip #1:  Check who else will be on holidays  So you don't get caught out like I did and have to scramble for suppliers or tradespeople mid-project.  Tip #2:  Make room for some holiday time  Don't wear yourself out so much on getting your project done, that you forget to actually relax in your holiday.  Tip #3:  Work towards the big picture  You'll be better served ensuring that all work you're doing on your project is heading towards a masterplan vision for it - rather than having to undo work down the track.  Tip #4:  Tick all the boxes  Don't forget to do things legally so you don't get into trouble with your local council, approvals and rules and regulations.  Tip #5:  Plan what you'll get through - and be realistic.   Create a plan of how much you can actually get through, so you don't finish your holiday with a half-done job, and feeling disappointed you've not got done what you wanted to, because your expectations were actually too high.  Tip #6:  Make the most of it, while it's still just on paper  When your home reno or new build is still lines on a page, you have a precious window of opportunity to be sure you've got it right - before all those lines become permanent choices you have to live with.  Tip #7:  Be patient - and look for the silver lining.  Can't get done what you want to? Look for other opportunities in your project. Tick off tasks you can do, and get yourself super prepared for future ones. You'll save time, money and stress in the long run.  Listen to the podcast now.  FOR RESOURCES MENTIONED IN THIS PODCAST CLICK HERE

New Year’s is only 2 months away. Why does that matter? Because NOW is the time to start planning 2017! We believe that mapping out the whole year in advance is the most efficient (and motivating) technique you can use. This is Part 1 of a 2-part series. Be at your most productive, organized, and […] The post MBA795 How to Plan Your Next Year PT1 appeared first on The $100 MBA.

New Year’s is only 2 months away. Why does that matter? Because NOW is the time to start planning 2017! We believe that mapping out the whole year in advance is the most efficient (and motivating) technique you can use. This is Part 1 of a 2-part series. Be at your most productive, organized, and […] The post MBA795 How to Plan Your Next Year PT1 appeared first on The $100 MBA.