Podcasts about Nate Hirsch

We all have a limit to our capacity. For some entrepreneurs and small business owners, that's a tough pill to swallow. But when you're up against that ceiling you've got two options. You can: Settle in. Get help. This episode is about growing your team in such a way that you have some breathing room in your schedule and in your mental bandwidth to do the work that's required of a business owner. Even though I've been hiring virtual help in my businesses since 2005, I've still got a lot to learn! This is something that's been on my mind this year as I think about where I want my current operations to go and who can help get me there. To help dive into this topic, I'm excited to welcome John Jonas and Nate Hirsch to the show. Between them, they've got more than 60 virtual team members and have been practicing remote management for more than a decade. They both run platforms to help you make your first virtual hire as well: John heads up OnlineJobs.ph, the largest remote job board and resume database for workers in the Philippines. Nate created FreeeUp.com, a curated freelance marketplace for workers all around the world. He also founded Ecombalance.com, a monthly bookkeeping service for Ecommerce Sellers/agencies, and OutsourceSchool.com where he teaches his hiring processes. Tune in to hear John and Nate's take on when it's time to hire, how to find the best talent for your budget, and some common mistakes to avoid. Full Show Notes: Hiring Your First Virtual Assistant: When, Where, and How to Do it Right New to the Show? Get your personalized money-making playlist here! Sponsors: Shopify — Sign up for a $1 per month trial! Indeed – Start hiring NOW with a $75 sponsored job credit to upgrade your job post! This is Small Business Podcast – Brought to you by Amazon, explore the stories of small business owners as they navigate their path to success!

When founders typically start a business they feel like they have to do everything in the business themselves. Sometimes it's control and other times it's all about the budget. Nate Hirsch faced the same challenges when he built Free Up. But instead of doing it all on his own or hiring really expensive employees, he built his own way using virtual teams to help build his business. He quickly grew Free Up to a multimillion-dollar business and now he has done what many dream of doing by selling the business that continues to grow and do well today.In a Covid world, most businesses are now having to rethink how they approach staffing and staying safe. Nate shares some powerful tips on how you can build your business all while doing it remotely. He also shares some tips on how you can approach staffing in unique ways.Later in the episode, he shares what he is doing today as he builds Outsource School.LinksOutsource School: https://www.outsourceschool.comFree Up: https://freeup.net

What does it take to scale?Nate Hirsch knows about scale. He learned early on that he couldn’t do it himself.Selling textbooks out of his college dorm room, he could only ship so many boxes.Years later, he found himself selling FreeUp, a platform for hiring VAs, with $12 million in annual revenue.Why did he quit selling in Amazon to build a freelancer platform? And what lessons did he learn that you can apply to your business?Listen now to find out.Links to everything discussed can be found at:www.nextlevelecommerce.co/58Schedule A Call With Isaac To Get Your Bookkeeping Done Before The End Of The Yearwww.nextlevelecommerce.co/books

The post EP 80: Delegate to Attain Work/Life Integration, with Nate Hirsch appeared first on Kelly Campbell.

The post EP 80: Delegate to Attain Work/Life Integration, with Nate Hirsch appeared first on Kelly Campbell.

Nathan Hirsch is a 30 year old entrepreneur that's been scaling businesses since 2009. Nathan's first business, Portlight, sold over $30 million in sales through Amazon. Nathan then co-founded FreeeUp.com with an initial $5,000 investment in 2015, scaled it to $12M per year in revenue, and it was acquired in 2019. Today, Nathan is a co-founder of OutsourceSchool, a company working to educate entrepreneurs on how to effectively hire and scale with virtual assistants through in-depth courses. With all of his businesses, Nathan has hired and scaled with hundreds of virtual assistants and freelancers from all over the world. He shares his roadmap for scaling businesses with virtual assistants through OutsourceSchool. Nathan has built himself into a social media personality online, he has appeared on over 300+ podcasts, and has spoken to thousands about remote hiring at industry events. Resource www.outsourceschool.com Previous appearances: www.marketeroftheday.com/183 and www.marketeroftheday.com/696  

Nathan Hirsch from OutsourceSchool joins me today as a repeat guest. He first appeared in episode 133. Nathan is an entrepreneur and expert in remote hiring and eCommerce. Most recently, Nathan co-founded FreeeUp.com in 2015 with an initial $5,000 investment, scaled it to $12M per year in revenue, and was then acquired in 2019.  Today, […] The post HMBT #224: Nate Hirsch Part 2 appeared first on .

Nathan Hirsch and Connor Gillivan built their first eCommerce business to $25 million in total sales using virtual assistants. Next, they scaled and sold their second company, FreeeUp, from $5,000 to $12 million in yearly sales with a 100% remote team of virtual assistants. Their new venture Outsource School is an education platform teaching entrepreneurs how to crack the code on hiring and scaling with virtual assistants. 

Nate Hirsch has an awesome story. He's only 30, but he's already started multiple 8-figure companies. He started his first company buying and selling textbooks out of his college dorm room. Over 5 years, he and his business partner scaled Portlight to over $25 million in total sales. After endless frustration with remote hiring, they founded FreeeUp. For 4 years, they scaled it from $5k to $12 million in yearly revenue. They were subsequently acquired by The HOTH. Today, he's launching a new company called OutsourceSchool. It's an online education platform that teaches entrepreneurs how to hire and scale their business with virtual assistants. If you listen to the news, they'll try to convince you that the apocalypse is nigh. So it's easy to forget all the good stuff that's happening. Nate's story is a great reminder. We live in the greatest time in the history of the world. Opportunity surrounds us. The media will tell you all about the many ways this economy benefits the rich people. But they won't tell you about the many ways you can become one of those rich people. ~~~~~~~~~~~ Go to OutsourceSchool.com for a free case study, to sign up for Nate's newsletter, or to pick up his Cracking the VA Code tutorial! This episode is brought to you by our sponsor: Stamps (Code: JASON)

How to use Virtual Assistants to build and grow your Small Business with Nathan Hirsch. He shares why he sold his previous business, and tips for using VAs. He built and grew his previous small business with only VAs and no employees. Nate is the co-founder of Outsource School - an education platform teaching entrepreneurs how to crack the code on hiring and scaling with virtual assistants. Henry Lopez is a serial entrepreneur, small business coach, and the host of this episode of The How of Business show – dedicated to helping you start, run and grow your small business. (TheHowOfBusiness.com)

Today I am joined by Greg Meade, one of the co-founders of Crossnet.  I was introduced to Greg through Nate Hirsch, former owner of Freeup, which was on episode #133 Crossnet is a four way volley ball game that in just a  short years have: Surpassed 2 million dollars in sales. Is already in 2500+ […] The post HMBT #214: Crossnet Success Story appeared first on .

We all have a limit to our capacity. For some entrepreneurs and small business owners, that’s a tough pill to swallow . But when you’re up against that ceiling you have to decide between two options. You can: Settle in. Ask for help in breaking through. This episode is about growing your team in such a way that you have some breathing room in your schedule and in your mental bandwidth to do the work that’s required of a business owner. Even though I’ve been hiring virtual help in my businesses since 2005, I’ve still got a lot to learn! This is something that’s been on my mind this year as I think about where I want to my current operations to go and who can help get me there. To help dive into this topic, I’m excited to welcome John Jonas and Nate Hirsch to the show. Between them, they’ve got more than 60 virtual team members and have been practicing remote management for more than a decade. They both run platforms to help you make your first virtual hire as well: John heads up OnlineJobs.ph, the largest remote job board and resume database for workers in the Philippines. Nate created FreeeUp.com, a curated freelance marketplace for workers all around the world. Tune in to hear John and Nate’s take on when it’s time to hire, how to find the best talent for your budget, and some common mistakes to avoid.

In today’s episode, I have an interview with Nate Hirsch from freeeup.com. How did Nate go from being in university, and then selling products through Amazon FBA, to creating his own freelancer website? Listen to the interview to find out. 

A decade ago, the concept of building and running a multi-million dollar staffed only by freelancers was unheard of. Nowadays, many experts are using this model and running virtual dominant teams from anywhere in the world. When it comes to hiring people for our teams, how do we get people who will take the mental burden off of us? How do you choose your relationships, the structure of your relationships and set expectations? What is the difference between a follower, doer, and an expert freelancer?

Visit https://ecombillionaires.com/episode014 for show notes and links. Are you hiring freelancers for your business? Hiring freelancers is a great stepping stone for a business that has yet to hire full time employees. Its also great for taking on special projects, or extra tasks. And better yet, you might just find a freelancer that is so good, you decide to make them your first full time employee. What’s the downside of hiring freelancers? I’d say its the varying skill set. You never really know how someone is going to perform for you, and your business, until they do. And spending hours finding the right person for the job, could take longer than you just doing the job yourself. But there is a better way to hire freelancers, or remote workers, in today’s day and age. And Nate Hirsch, CEO and Founder of FreeeUp, has made this a whole lot easier. For all of us. And he has honored us by coming on the show, and being our first guest! We cover how FreeeUp got started. How Nate started hiring freelancers, or remote workers, for his multi-million dollar Amazon business. And how he used those hiring systems he put in place, to start FreeeUp. Your one stop shop for all of your freelancer or remote worker needs. Get started by hiring your freelancer today at: Https://freeeup.com and get $25 OFF by mentioning this show!

General Tony McPeak, Julie Adams, Michael Tougias, Nate Hirsch, Shawn Johnston

Nate Hirsch joins me today – we walk through his journey from college, selling academic textbooks on Amazon, how he scaled through hiring and took those skills to build Freeeup.com If you mention the podcast, his team will provide a nice discount on your Freeeup hire! Hope you enjoy our conversation! Here's some additional info […] The post TAS 044 : From college dorm room to multi-million dollar business. Nathan Hirsch from Freeeup. appeared first on The Australian Seller .

Hiring remote team members has gained in popularity over recent years. With access to a wider talent pool, more varied price ranges, and the ability to hire project-based and full-time resources, what's not to love? So how do you effectively hire and work with someone whom you never meet in person?   This week I speak with Nate Hirsch, entrepreneur and expert in remote hiring and eCommerce. Nate is the co-founder and CEO of FreeeUp.com. Nate and I talk about how to hire remote workers to grow your team’s capabilities. We talk about different types of freelancers and how to set yourself and the new hire up for success. Join the Modern Manager community to get a $25 credit to FreeeUP and other additional resources to support your learning journey. Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox. Key Takeaways: With remote hiring, you have access to a larger pool of talent at a wider variety of price point. You can hire a remote individual for a one-off project, sporadic work, and full time employees. Even ‘brick-and-mortar’ stores can supplement their work with remote team members for things like customer service, social media management, graphic design, etc. There is always a risk with hiring anyone, in person or remote, that the person won’t deliver. But hiring is the only way to gain capacity and grow. It’s about implementing good processes for accountability and building trust. You need to know what you’re looking for before you start the hiring process. Too often when hiring remote, we think ‘we’ll know it when we see it’ about finding the right person. Once you’ve identified a person to hire, be intentional about sharing your expectations and clarifying what success looks like. Freelancers often work with multiple clients who have different needs and expectations. What makes one client happy doesn’t make another client happy. There are three levels of hires: (1) The basic level freelancer who can follow and execute on the processes and systems you’ve already set up; (2) The mid-level freelancer who is a specialist doing the work, for example a graphic designer, book-keeper or Facebook Ad manager who knows their craft; (3) The experts who advise in addition to doing work by bringing their own experience to help your business. Defining what level of work you need is critical. Where people go wrong is by hiring a basic level freelancer when the don’t have systems yet and then expecting that person to create the systems. If you hire full time people who are doing work central to your business, treat them as full members of your team or business by including them in weekly meetings. Ask for feedback regularly, even with your remote team members. Set the expectation that asking for and givin

Hiring remote team members has gained in popularity over recent years. With access to a wider talent pool, more varied price ranges, and the ability to hire project-based and full-time resources, what's not to love? So how do you effectively hire and work with someone whom you never meet in person?   This week I speak with Nate Hirsch, entrepreneur and expert in remote hiring and eCommerce. Nate is the co-founder and CEO of FreeeUp.com. Nate and I talk about how to hire remote workers to grow your team’s capabilities. We talk about different types of freelancers and how to set yourself and the new hire up for success. Join the Modern Manager community to get a $25 credit to FreeeUP and other additional resources to support your learning journey. Subscribe to my newsletter to get episodes, articles and mini-guides delivered to your inbox. Key Takeaways: With remote hiring, you have access to a larger pool of talent at a wider variety of price point. You can hire a remote individual for a one-off project, sporadic work, and full time employees. Even ‘brick-and-mortar’ stores can supplement their work with remote team members for things like customer service, social media management, graphic design, etc. There is always a risk with hiring anyone, in person or remote, that the person won’t deliver. But hiring is the only way to gain capacity and grow. It’s about implementing good processes for accountability and building trust. You need to know what you’re looking for before you start the hiring process. Too often when hiring remote, we think ‘we’ll know it when we see it’ about finding the right person. Once you’ve identified a person to hire, be intentional about sharing your expectations and clarifying what success looks like. Freelancers often work with multiple clients who have different needs and expectations. What makes one client happy doesn’t make another client happy. There are three levels of hires: (1) The basic level freelancer who can follow and execute on the processes and systems you’ve already set up; (2) The mid-level freelancer who is a specialist doing the work, for example a graphic designer, book-keeper or Facebook Ad manager who knows their craft; (3) The experts who advise in addition to doing work by bringing their own experience to help your business. Defining what level of work you need is critical. Where people go wrong is by hiring a basic level freelancer when the don’t have systems yet and then expecting that person to create the systems. If you hire full time people who are doing work central to your business, treat them as full members of your team or business by including them in weekly meetings. Ask for feedback regularly, even with your remote team members. Set the expectation that asking for and giving feedback are part of our culture. KEEP UP WITH NATE AND FREEEUP Website: FreeeUp.com Facebook:www.facebook.com/nathan.hirsch and https://www.facebook.com/freeeupcom/  Twitter:@realnatehirsch and @freeeup Instagram:@realnatehirsch and @freeeup_ LinkedIn:https://www.linkedin.com/in/nathanhirsch/ and https://www.linkedin.com/company-beta/10455467/ YouTube: https://www.youtube.com/channel/UCqoq7EGvwLQXgiYuIG8_iMg and https://www.youtube.com/channel/UCSWdjdeVEWmk6f6wrsMeZcQ Online Hiring Mastermind Group: https://www.facebook.com/groups/OnlineHiringMastermind/?ref=br_rs

Please meet Nate Hirsch, Founder and CEO of FreeeUp, a marketplace connecting business owners with the top 1% of freelancers in eCommerce, digital marketing, web development, and much more. Nate shares his best startup insights and stories – and his deep knowledge of remote hiring, ecommerce and bootstrapping.Highlights from this delicious conversation: •Nate’s Big Hairy Problem, how he solved it, and what he learned: one of the most important parts of problem solving is putting steps in place so that the same thing doesn't happen again.•How many times do you hire someone with a good resume, and it just doesn't work out? Nate shares how they vet the best freelancers at FreeeUp – and it’s not an algorithm!!•How Nate bootstrapped his businesses: I’m a big proponent of making hires and really investing back into people in order to grow the business and reinvesting revenue that comes in.•Nate’s best tips for getting off the ground without dumping a ton of money in marketing (you will LOVE his advice!!)•How to create the right ecommerce mix for your business – Amazon or Shopify or both – Nate digs into awesome ecommerce strategies!•Why building great relationships and focusing on the customer is key to growing your business.•Fave Quote: You must believe in yourself and keep a straight eye… where you're only looking forward and not looking at the sides and hearing what people think about you. Being an entrepreneur is not the place to care what people think.Here’s a terrific offer to Startup Life Listeners from Nate:“Please visit FreeeUp (https://freeeup.com/) - my calendar is right at the top if anyone wants to meet with me and talk about their business and how we can help. If you create a free client account, mention this podcast, get a $25 credit to try us out. If you're looking to be a freelancer, definitely apply in the site and check out the FreeeUp blog (https://freeeup.com/blog/) and the FreeeUp YouTube channel (https://www.youtube.com/channel/UCqoq7EGvwLQXgiYuIG8_iMg) for a lot of great hiring content.”Please connect with Nate on LinkedIn and follow FreeeUp on Twitter and Facebook.If you’re ready to raise capital or enter a pitch contest and need a plug’n’play pitch deck template to wow potential investors, I urge you to purchase my powerful pitch deck template. You can find it on my website or https://selz.co/VkRb7xpUr. Be sure to use the discount code STARTUPLIFE to receive 20% off.Thank you for tuning in and heartfelt thanks for your comments, for following the show on Spreaker, and for sharing the show with other startup founders who could benefit from Nate’s fabulous advice.Ande ♥

Hire Top Talent On A Temporary Or Part-Time Basis To Instantly Increase Business Productivity This week we interview Nate Hirsch from FreeeUp.com, who teaches us how you can use freelancers to scale your company on a budget.  Nathan Hirsch is a 28 year old serial entrepreneur who is an expert in hiring online and building eCommerce businesses. He co-founded his first eCommerce company out of his dorm room in 2009  built it to sell over $25 million worth of product over 5 years. While scaling, Nathan discovered the power of outsourcing and ended up building a remote army of freelancers.  In 2015, Nathan co-founded and became the CEO of FreeeUp, an online hiring marketplace that allows business owners fast access to a hand-picked network of top talent freelancers in eCommerce, digital marketing, web development, and much more who have already been vetted for skill, attitude, and communication. Nate shares his story of entrepreneurship, delegation, and scaling a small business on a bootstrap budget.  Using freelancers to supplement your team can provide some great benefits to local business owners.  You can hire top quality individuals quickly, and instantly improve the talent on your team - often with higher skill sets and lower costs than if you were to hire local talent.  Learn how FreeUp only accepts the top 1% of all freelancers into it's pipeline, and how you can get started with a discount for being a Local SEO Tactics listener! What You’ll Learn How Nate Hirsch founded FreeeUp.com and grew it into a successful business that allows customers to hire top quality temporary freelancers Nate got his first taste of scaled success by selling niche baby products on Amazon when he was attending college at 20 years old As Nate tried to scale his business he encounter many struggles in how to hire talented people to join his team Growing your business and delegating your duties as a business owner are very difficult FreeeUp only allows the top 1% of all freelancers to join their network and perform work for FreeeUp.com customers Freelancers are all vetted on many levels, including skill, attitude, and communication Utilizing freelancers allows you to utilize top level talent for short term tasks or projects instead of hiring them and retaining them In a job market where hiring local talent is very tough, using freelancers is a great way to get talented team members It is important to set expectations on what type of talent you need and what type of talent you are hiring in a freelancer Focusing on your own hiring process and refining them will make sure you continually bring talented people that fit your needs You should delegate things that you are not good at or that you don't want to do Find specialists to execute these delegated duties for you so you can turn your weaknesses into strengths Get $25 OFF from FreeeUp.com for all Local SEO Tactics listeners View the show notes, resource links, episode transcript, and watch the video version at https://www.localseotactics.com/episode35

Running a Shopify store is a ton of hard work. You want to spend more time with your family and do the things you love, but if things don't get done, your business doesn't grow. Today on the show I chat with Nate Hirsch, co-founder and CEO of FreeeUp. He's an expert in hiring online and building eCommerce businesses. Listen to learn: What you should delegate ASAP to grow your store The 3 things you need to look for in your next hire (hint: it's not just experience) How to make sure you don't hire someone bad Links: Wavebreak FreeeUp Schedule a call with Nathan Listen on iTunes Get new episodes via email Learn more about Wavebreak You're leaving money on the table with bad email marketing. Black Friday will be here before we know it. Now is the time to take your email marketing to the next level - before it's too late. At Wavebreak, we've got proven frameworks for generating serious revenue Black Friday and beyond. Get your email marketing right before you miss out. Click here to learn more and schedule a call.

In this nuts & bolts episode Nate Hirsch, CEO @Freeup.com shares the strategy he used to scale his business from $1M to $10 million in only 3 years.

Nate Hirsch from freeeup.com joins me today to talk about outsourcing, being productive, and more. Nate helps small business owners run their business better. Nate took a look at the other outsourcing companies and found they took a long time to deliver project work. With Freeeup, only the top 1% of applicants are chosen. They […] The post HMBT #133: Nate Hirsch on Hiring Freelancers appeared first on .

Nathan Hirsch is the CEO of FreeeUp.com and the COO of Portlight. Nate has been an entrepreneur in the eCommerce industry since 2009 and has grown into a leading expert in the field with experience managing multi-million dollar businesses. He has extensive knowledge in creating business systems and processes, personnel management, hiring remote workers, the Amazon Marketplace, and advanced sales tactics. He is passionate about sharing his knowledge with others and has been featured on leading industry podcasts, webinars, and blogs. Nate is determined to build FreeeUp into the top hands-on platform for hiring remote workers where thousands of businesses and remote workers are connected. If you're interested in connecting with Nate, shoot him an email at Nathan@FreeeUp.com. The Transcript NPC Interview with Nathan Hirsch – 6/13/17 Hugh Ballou: Greetings, everyone. This is the Nonprofit Chat. Tonight's guest is Nathan Hirsch. I just met Nathan a month ago. I was smart enough to recognize this guy had talent, so I am giving myself credit for that. I posted a little information about you, and I'd prefer for guests to give us a synopsis of what brings you to this discipline that you do so well. I'd like to say your company is called Freeeup.com, and it's an outsourcing company. The reason I wanted you on this series is because I see so many people who are working at the leadership level that are overfunctioning and doing way too much. We are going to talk about how to leverage time by putting in part-time employees. Nathan, speak a little bit about your journey and why you are so good at what you offer. Nathan Hirsch: It's funny. When I first talked to you, I was like, “My mom owns a nonprofit.” I'd seen her journey from being a one-woman show to finally retiring and upgrading the location she was at, having a huge staff, taking more and more off her plate. I got that business, entrepreneurial, delegating mentality from a very young age. When I was in college, I started a textbook business trying to cut off the school bookstore because I was mad at them for ripping me off and giving me pennies on the dollar when I thought I could get more. Before I knew it, I had lined my college dorm room buying people's books. That led me to Amazon.com because you don't sell books for very long without learning about Amazon. Before I knew it, I was running this multi-million-dollar drop-shipping business on Amazon, working with all these different vendors and suppliers, selling stuff out of my college dorm room. It was just me doing everything, from filling orders to answering customer emails. I was driving myself crazy. I was going to college at the same time, trying to have good grades, trying to balance a girlfriend and a million other things that happen while you are at school. I remember going to my accountant one day, and he was like, “So, when are you hiring your first employee?” I was like, “Why would I do that? I don't want to give my money to someone else. I really enjoy what I'm doing. This is fun. I am going to work seven days a week.” He just laughed in my face. After that meeting, I quickly got to hiring. I opened up an office and moved stuff around. I ended up getting rid of that and making my company remote. I always ran into hiring dilemmas because I would make really good hires, things like Connor, who was my business partner for a long time. But then I would make bad hires, who cost me time and money and set me back. Although I got better at hiring, the amount of applicants got greater and greater because I was hiring for all these different things. Yes, I perfected this hiring process, but then I found myself in the interview room six hours a day interviewing people, going through multiple rounds and resumes, only to find that some of them, even though I'd vetted them properly, still didn't work out and cost me money. So I got really frustrated at that and thought there had to be a better way. There had to be a company where I could tell them what I wanted—if I needed a graphic designer, I don't want to wait three weeks to get one by vetting through fifty applicants. This is what I need, and I could get them by the end of the day. This is how I came up with the idea of Freeeup, where instead of the marketplace being a free-for-all, it is very organized. People apply to get into the marketplace, they are heavily vetted, we make sure they have a good attitude and communication, and we make them available to clients so they can get access to talent quickly, no matter what it is. Hugh: I love it. Our co-host, Russell Dennis, has joined us. Russell, say hello to Nathan. Russell Dennis: Good afternoon. Good to meet you, Nathan. I love the concept of Freeeup and pre-vetting virtual assistants because they are practically everywhere. I have just had that one follow me on my Twitter feed who looks like they are doing the same thing or something similar. These agencies are starting to turn up, but I haven't seen anything quite like what you are doing before. Nathan: Thank you. Great to meet you as well. You're right. There are so many different agencies and marketplaces. I have hired from all of them. I kind of took what I liked and what I hated and put together a concept that really works for business owners. The downside of agencies is you never know who is doing the work. You don't get that one-on-one touch. A lot of times they switch people behind the scenes and you don't know about it, so the quality goes up and down. The problem with the marketplace is the time and effort it takes to get a good freelancer, and if you invest the training and they decide to quit, there is no one held responsible for that, and you have to start right over. With Freeeup, we have our no-turnover guarantee, where we cover replacement training costs if anyone ever quits. That was the concept behind it. It has been a lot of fun so far. Hugh: Having run multiple businesses and church programs and non-profit programs, hiring people is not a skillset that I had. I have it now. Previously, I had a lot of bad hires. You have come at this very early in your life. You have developed this level of expertise. Russell has worked inside a non-profit for 11 years. He also worked for the IRS, so he had to visit a lot of nonprofits, I guess. This whole thing of accomplishing our mission is very elusive, and we are so passionate about it that we just jump in and forget that in this realm of the charity, there are people who will step up as community leaders and work with us. They will say, “I want to help.” There are some tasks that we need to have somebody who is paid, that regular work ethic that someone will do what we have assigned them. There is an exchange of value for pay. We can do that in a charity, actually delegating some things. Part of what we teach at SynerVision about leadership is learning to take things off of your plate. I guess the piece that you just talked about is having the confidence that the person is going to be capable of accomplishing it. We invite people who have businesses and expertise. We are talking about Freeeup, which is Nathan's business. The people that referred Nathan to me were our friends in Phoenix who do the background checks, former military intelligence people. If they said he is clean, it's good. Nathan, we have to get over this fear of having somebody else do the work. From a leader's perspective, I have noticed you have a team around you that performs at a pretty high standard. Speak from your own personal perspective. How were you able to make the transition to getting things off of your plate, delegating them? Nathan: Sure. Whenever you talk about delegating, you have to be in the mindset that the business has to work for you. You can't work for the business. If you find yourself trying to catch up and clearing out customer emails and calling everyone back and doing this Excel project and building the website, the business isn't working for you; you are working for the business. You have to get out of that mentality. You have to get into the mentality that you are a delegator as the owner of the company. There should be a specific thing, or a few things if you are very talented, that you are really good at, that your core competency can really help you excel at. You need to identify those things. If you are good at sales, 80% of your time should be sales. If you are customer service, you should be building customer service programs. If you are a website developer, you should be constantly upgrading your website, and other people should be doing those other things. It's really important that you get into the mentality that the beginning of every day is getting your team organized before you get yourself going. The first thing I do every day is I have a list of people and prioritize them. I go to them one by one, following up with what they are doing, making sure they are on the right track, making sure I answer any of their questions to get them to the next level because if they are sitting there waiting, that is incredibly unproductive. I am not going to start on my project because I get them going. On top of that, I make sure things are constantly running at full speed, whether it's someone working at night or someone working on the weekends. Even when I am on vacation, the business is not going to stop. My whole thing as a business owner is to get into the mentality that I have to get this train running. It takes a lot of organization upfront to build that team, which we will talk about, but the end goal is to have a team that never stops, that keeps moving forward whether you are there or not, and that you are contributing value when you are there to keep them moving further and further along. Hugh: We think, and I'm saying we because I am not innocent of any of this, we are essential to the work of the organization when in fact, we don't need to be essential. We are the cheerleaders; we are the visionaries. It's the people we bring on board that actually perform the duties that are important to the success of the organization. That thing you just talked about is a paradigm shift. Did you have to make a paradigm shift to make a mental flip that you were going to learn to delegate? Or did that come easily to you? Nathan: I came easier to me than it did to my business partner Connor. I remember when I first started delegating after that meeting with the accountant, it becomes addicting. I am a business owner. I am passionate about what I do. I like getting things done. All of a sudden, when I added a few people, I realized I was getting four times the amount of work done, and not only that, but they were doing the work better than I could even do it. They were talents that I didn't have. When I realized that, then it became easy. You almost become lazy as a business owner because it's like, “Yeah, I could spend the next three hours doing Quickbooks, or I could pay someone $40 to do it for me.” You just start passing stuff off your plate. You get a lot more done, which leads to more revenue and expanding your company, which leads to hiring more people. It is a really great circle once you get those wheels churning. But I remember my business partner Connor managing the company one day when I was on vacation, and he was literally doing everything. Every single tracking email at my Amazon business, he was responding to. When I came back from vacation, I sat him down and said, “You're stuck. If this is how you want to do business, you are never moving forward. You can't be my business partner. You are just going to be in this spot forever. There is no way to be on top of your business if you are doing every little thing. You have to take stuff off of your plate. You have to get over that fear of letting go. It's not until you actually do that that you can accomplish something as an entrepreneur. No matter how big or small your business is, you are going to hit a ceiling, a road block. Right now, if you get sick for two weeks—I had shoulder surgery a month ago. Nothing stopped, things accelerated. I got my team motivated to work because I wasn't there, and a lot of stuff got done while I was out. You have to look yourself in the eye and figure out if that is going to happen in your business while you are out. Hugh: David James Dunworth says, “The real measure of a successful leader is that the operation operates as or more effectively and smoothly when the boss is not there. I call the job of establishing systems and processes to get that point is owner-proofing.” That is getting out of the way, isn't it. Owner-proofing. We have launched some questions during the interview. You sent me some good questions, and we are sharing them out there on social media. The first one: What would you do if you had two extra hours each day? Russell, what would you do if you had extra time every day? Russell: Two extra hours. I would probably be outside walking. Definitely would be outside. It's not a cloud in sight. It's about 82 degrees here. That is what I would be doing. I took a break today to walk outside and get around. I love the fresh air. I made a decision to get in a really good condition this spring. I made major changes to my diet. From my last doctor's appointment about five weeks ago, I am down 27.5 pounds. And I am sleeping better. Hugh: Wow. I was with a client today, and they had a management team of about 14 people. They were talking about one of the aspects of one of the department's work, and they were streamlining and automating. They estimated it would save 3.5 hours a day of the employees, which totally revamped how they were going to assign duties in that department, which is huge. They are installing some automation, which frees up people with a higher level of skill from doing something routine to utilize that skill. Nathan, what would you do with two extra hours if you had them? Nathan: I think that's the difference between running a lifestyle business and trying to get back toward that lifestyle versus a workaholic. For me, when I am freeing up time, which I am constantly doing because I get more and more on my plate, I am just freeing up my time to focus on some other part of my business. I like working ten hours a day, and I am doing that no matter what. If I free up three hours, I may take an extra day off here and there, but I am reinvesting it back in the company. That content video that I didn't have time to make, now I have time for it. That PR company that I never called back, let's give them a phone call. For me, I am freeing up time to get more time in my business that focuses on sales, marketing, and expansion. If I am not doing something that focuses on sales, marketing, and expansion, my business is stalling. I am not moving forward as fast as I can. I owe it to the other people on my team to do that. We have all been around that boss where all they do all day is walk around and look over your shoulder. My mentality is if you are doing that, you are not doing what you are supposed to do as a leader. You are not progressing anything forward. You are not making a process better. You are not fixing anything for the future. And you are definitely not growing and expanding your company. Yes, there is a time and place to double-check work and make sure everything is going well, but the goal should be to free up your time for anything that involves expansion. Hugh: Why do you think that it's so hard for people to do that? Nathan: Expanding is hard. Get to a point in your company that you are comfortable. You are making money for the first time. You have a stable client base. Anything past that is unknown territory. What happens if you invest in advertising here? What happens if you do 20 phone calls for lead generation and you get rejected 20 times? People don't want to do what it takes to get to that next level of your business. You eventually stall out. There are people who are very comfortable running a $1 million company or a $4 million company instead of being like, “Hey, every year, I want to grow non-stop. Yes, I am setting goals and guidelines, but if I didn't get bigger from year to year, I did something wrong that year. I am too involved, or I made a bad decision, or I wasn't focused on expansion.” A lot of it is fear. Fear is incredibly motivating or unmotivating when it comes to people. Along with delegation, it is something you need to let go of. As a business owner, you need to figure out how to take your business to the next level, whether it is taking that online mastermind class or reading a new book or trial and error, which I am a huge fan of. Figure out a way to free up your time to take the business to the next level. Hugh: I'd like to point out that expansion becomes easier after you get older and your metabolism slows down. Not what you were talking about, I don't think. Russ, do you want to piggyback on what he just said? That is so aligned with our philosophy at SynerVision. Russell: It very much is. With that extra time for me, I was thinking I needed to take better care of myself so I can do things. Over the course of the day, if I am not learning something or out here reaching out to people or trying to grow that business, then I am in a place where I need to look at getting some of the smaller things off my plate. I have been leveraging technology. I have some people I work with here in my office who are here to help me do some things. I have been able to get more traction by connecting with other people who can help me along in my process, and that is true for anybody. The people who are clients of mine, I actually help them do that. What you are talking about is filling gaps. Those don't necessarily have to be weaknesses. It could just be things we simply don't want to do or are not the best use of our time for what we need to do. Nathan hit that on the head: What am I best at, and what are the things only I can do? Those are the things I try to attend to, and I try to hand other things off and find other ways to get them done. Hugh: So true. Once we can hand off things, we can focus on what we are supposed to be doing and what we do best. Really, Nathan you talked about what kind of business, a lifestyle business. When we are in business, we need to stop and look at our life plan and make sure the business is fulfilling our life. You are getting ready to go to Mexico in a couple of days. Sounds like you got your act together, boy. Nathan: Yeah, I mean I have assistants who monitor my Skype and my email almost 24 hours a day. It took a lot of time and training and investing. There will always be some frustration. You hire four people, and maybe one of them doesn't work out. They can't be a reason to give up. You have to learn from those experiences, come up with better systems, come up with better processes, and figure out a way to do it because your competitors are going to do it. At some point, they are going to figure out how to automate it, how to hire the right people, how to make it so their business is getting bigger while you sleep. You have to figure out a way to do that. Hugh: Absolutely. I didn't mean to call you “boy.” I am three times your age, so the perspective… Nathan: You can call me “boy” then. Hugh: That's right. And you're not catching up either. The next question that we posted out there, and I did talk about the real time research that people tell me they are struggling with leadership and burnout, the Meyer Foundation did a research project a few years ago and found that the burnout rate for nonprofit executives is 45%. 75% of executives are looking at the door as a way out. We feel like we are trapped and have to do too much. Let's flip that coin. We are focusing on burnout, we don't have enough money or time, nobody volunteers. Let's flip it over. If we weren't burned out, what would that mean? What could we accomplish? Nathan: If you're not resting, if you are burned out on a day-to-day, week-to-week basis, you are not going to have the productivity that you can. You won't hit your potential. You're not going to motivate the people around you. You're going to be short. You're going to talk down to people. You're not going to figure out a way to take your business to the next level. The easiest way to get burned out is by doing a lot of things you shouldn't be doing. I spent years of my life entering data into Quickbooks. I would get hundreds of orders every week, and at the end of every month, I would go in and reconcile them. It would literally take me hours and hours and hours. If I could go back, I would honestly yell at myself. It was a terrible decision. I could hire someone from the Philippines to do it for $8 an hour. They would probably have been more prepared than I was and done a better job. There were times I would wake up at 5 am to do these Quickbooks. It was a complete waste. I could have woken up rested, ready to go, on to expand my company. Hugh: We don't call those mistakes. We call those learning opportunities. Nathan: Exactly. One more thing. When I started Freeeup and had all these clients, I started bookkeeping. The first thing I did was hire someone else to do it right from the very beginning. Hugh: Damn. That's good. All right. Russell, what would you do? You're not burned out. You probably experienced in your career lots of burned out leaders, didn't you? Russell: I have run into a lot of burned out leaders. I became one because I found myself at the back end of my career working as a tribal administrator. And I had 70 employees. But I didn't relinquish my development responsibilities. That was burning the candle at both ends there because I didn't understand delegation. Even though I had other people there, I didn't understand at that point in time how to hand things off. I found myself in time constraints. Everything was a crisis. I found myself overfunctioning and doing things that would have been better to hand off to other people. Nathan: Like what? Could you give us an example? Russell: Some examples there would be working on grants and trying to get those ahead in time. Working on budgets and approving other projects. I should have been able to rely on my program directors to get that done, but at that time, I was a bit of a micromanager because I wanted to do what I wanted to see the organization do well. That was a part of a hard education coming through. That was really a baptism by fire. I had to learn to do a lot of things and learn to do a lot of things other people didn't know how to do. At that point in time, I learned how to teach other people. But the largest number of people I had working for me prior to that was five when I was in the Air Force. A bit of a shift to go from five employees to 70. Nathan: Absolutely. That is where a lot of people get frustrated, too, is that teaching side. There are two ways to go about hiring. You hire someone who is really talented and is bringing their own experience to the table to do something that you can't, or you are hiring someone to come in that may have some kind of background but you are teaching them your system, your way of doing it. A lot of people, especially the first few hires, don't know how to teach. They don't know how to give that information to someone else and do it properly and have someone get the same results or even similar because a lot of times it's worth it if someone can do it 85% of what you can. You want to take it off your plate. A lot of people can't accomplish that. They get frustrated and think they can't hire, when a lot of times it comes down to their teaching, how they trained them, how they integrated them, and how they motivated after they taught them. Once you give someone the keys on how to do something, how did you make sure you were getting the most out of them every day because if you did it yourself, you would get the most out of it every day. Hugh: There are also things I do okay, but I have people who can do them better than me. Once I can back off of that and accept they are going to do it differently, the responsibility rests on the leader to identify the ending point. What is the outcome? What does it look like specifically? We are there to mentor people. There is a huge difference from micromanaging to mentoring, to empowering people. Let's talk a bit about equipping ourselves as leaders. Suppose we want to free up and got a really good person to do some administrative assistance. The responsibility is on the leader to have a really good plan so that when someone comes in, we can define the quantifiable outcomes. As you are working with leaders who haven't been successful or are new at having someone else to delegate things to, what kind of advice do you give them as far as being able to quantify the end result and empower anybody, your people or others, to accomplish those goals? Nathan: Sure. The first thing you have to understand is that no matter who the person is, you need them more than they need you. They can go out and get another job. You are the one who is investing training, resources, and your own time, which is invaluable. You are the one who is putting it all in. You have to be the one to get out of it. You go into it talking down to someone or being mean or not with a positive attitude, and you will get burned in the end, not them. They will walk away being like, “This boss was terrible. I hate him. I'm going to get a new job.” That's step one. Step two is identifying what you want. What are your goals? What are your expectations? I see so many clients who will give someone an assignment and just walk away and go back to exactly what they were doing without outlining any goals or expectations. The worker, if they are good, in their mind they will look back and go, “I have client A, B, and C, and they liked it this way. I am going to do that.” If that client comes back a week later and gets the assignment and says, “This isn't at all what I wanted,” then the worker is baffled because they have been doing this the same way the entire time, but no one set their goals and expectations. That is why I encourage our workers to not start anything until that discovery or scope is lined up. Even if the client is too busy or says, “You should know what to do,” that is not acceptable because that just leads to issues at the end. The worker has to step up and make sure that discovery happens so the work gets done. Hugh: I want to capture the sound bite. When you don't have a clear definition of what you want, it leads to issues. We are setting up conflict if we do that, don't we? Nathan: Absolutely. A mess is bound to happen. Yes, there are all-star workers out there who can read the client's mind and do the job without any instructions, but the majority of the time, there is going to be some kind of issue. It will also save you time and energy. There will be revisions. Even if you are someone who likes revisions, if you just set a discovery and scope up front, it will save you a lot of time. It's worth it. Hugh: Wow. Russell, you want to weigh in on this issue? It's a big one. Russell: Yeah. It creates that accountability, and when the worker becomes involved, they have that accountability. Once it's clear they understand what it is you want and you send them away, it's like the Colombo technique when I was auditing businesses in the IRS. This is how you outsmart a lot of $500 an hour attorneys. You walk in and ask questions like a second grader until you are absolutely clear on what it is they are saying. I found that they volunteered more information. They probably thought I was the village idiot asking questions until they got the tax bill from their clients, and it looks like this guy is smarter than he looks. You want to be flexible, but you want the result. You don't want a lot of wiggle room on that result. But flexibility as far as how to get it. You leverage that talent, and they will approach stuff in ways I would never think of. It works better for them. It doesn't matter how they get it done as long as they got that standard that is set and they know what's expected and they deliver, and that is what I am all about: delivering that ned result. Hugh: Just for Nathan's benefit, he is stealing my lines. I am smarter than he looks. That is the one I use often. Last time I used it, somebody said, “That's a good thing.” Russ, you're so right. What is really annoying to the team members is when the boss does things they are not the expert at. If we started inventorying the things we're good at but not excellent at, and maybe someone else should be doing it. I am sure you interview people who do it all, and it is hard to convince them that someone could do it better, save them time and money, free up their time. How do you approach that conversation? Nathan: I get to that point now where I rarely do anything that isn't directly involved with something I am really good at. I realized it's a total waste of time, and it usually ends up backfiring. I usually have to redo it down the line anyway. Even if I put something together makeshift that lasts me a few months. So I usually want to get it right the first time. What I tell clients is a story I have with my business partner Connor. We rarely fight; we have an awesome relationship. The biggest fight that we had, the time that things escalated the most, led to the best conversation. We were sitting out on our patio. We had been stepping on each other's toes, and there was a lot of uncertainty on who was doing what. We found an activity online where we would tell each other what we were good at and what we were bad at. Connor was like, “Nate, you're a bad writer.” I was like, “Connor, you don't delegate properly.” We went back and forth on this for a solid hour until we had a list of everything we were good at and everything we were bad at. Can we work together? We noticed fortunately that we had a lot of complementary skills, as we were polar opposites in terms of skillsets, which was why we had such success earlier on. From there, it was fairly easy to divide everything. I am not going to do anything with writing, so Connor, you have the blog, the website. I'm better at talking on the phone, so I handle all phone calls. We were clearly able to divide the line, and as we hired people, we would have them work under us to where it related, where it was relevant. What I advise people to do is have an honest conversation with you, your employees, and your business partner to figure out who is good at what, and, I think Russell said this earlier, to identify where the holes are at because usually you don't get that perfect synergy where everything is covered. You realize you don't have a bookkeeper on your team or a developer. Those are the next steps. Hugh: I can see where people starting out in the first stages of a charity or a business need to do a lot of things. From the very beginning, especially in charities, we have all these people who want to give their time. There is an emotional release of I have to do it to feel worthy when that's not true. You have a vision. You do what you're really good at. And you allow other people to perform up to their highest standard and fulfill their passion. If it is worthy work, there are other people who want to join us in that work. We just have to be better at recruiting them and telling people why it's important and what impact they are going to have in the lives of others. Russ, you might know better than I, but there are something like four million 501(c) somethings with 10s and 6s and those that are government. There is an abundance of charitable organizations in this country. Many of them have a really good mission, and many of them are compromised in that mission because of the kinds of things we are talking about here. The culture is a reflection of the leader, and as John Maxwell says in his Law of the Lid, the organization cannot grow any further than the leader's ability to let it grow, to lead it. Finding really talented people to work around you is one of those strong secrets. If we were all to ask ourselves, “What could we take off our plate if we had someone who worked a certain number of hours?” There are two sides to this. What could we take off our plate, and what additional important thing could we do if we had that kind of assistance? There are two sides to that question. Nathan. Nathan: I always recommend starting small. Very few companies, especially nonprofits, will just start off hiring six full-time people and take everything off their plate. It has taken me two years of running Freeeup to get to that point and a few years into my first company as well. But what I did do was hire someone to run my social media page one hour a day. It cost me $7 a day. It took it off my plate. They did a great job in building that. Then I mentioned Quickbooks. Let's get someone in place once a month to do that. So I get an entire day back at the end of every month. In the beginning of every day, I spend the first hour answering customer and client emails, so let's hire someone to answer these emails an hour before I wake up so I can get a head start on every day. I started small with those three hires over the course of four to five months, and it freed up my time to invest back into expansion. From there, the business grew. So we just had a good month, and let's hire a fourth person for four hours a day to do some small tasks. The beginning of the day is a little hectic for me, so it'd be nice if I had someone on there who I could just assign different papers to write or projects to do or contacting clients. I put that person in place, and I got an extra few hours every day, so I invested that into expanding my company. You get the point. That is the correct and proper way to go about it if you are a nonprofit, if you have a limited budget. If you are ahead of that curve and making money, then you can go ahead of that and start hiring people for 20 or 15 hours a week and start taking this off your plate. Have a meeting. Once you get your time back, have a brainstorming session on what you should be doing so you can maximize that extra time. Or if you are a lifestyle business, figure out where you are going to go on your next vacation. Hugh: An hour a day is five hours a week. That is 25 hours a month. That is 300 hours a year. If we just outsource something for an hour a day, that is quality of life. Wow. Russ, what are you hearing here? Russell: I am hearing that I should get somebody to do my email because the pile is growing. I could do that. I could have somebody do some of the email and some of the posting. I have some things automated. That has been my big push of late is to get some things automated. I have been doing some rework on my website and some other things are in the works. As I get more resources, I am going to get more people involved. It's a lot of hours, and I don't mind a lot of hours, but those hours could be spent a little better because I am still doing a lot of small things. Hugh: Aren't we all. Nathan: A quick note on email. I have a lot of clients who notice those emails are piling up. It costs you business not to respond to emails. It costs you opportunities. You have to find a way to get on top of your email. That should be step one. Hugh, if you emailed me and I didn't respond back for a week and a half, I would not be here right now potentially. There are people out there who respond fast. You have to figure out a way to do it. That is just one example. There are other parts of your business like falling behind on taxes and stuff like that that you have to figure out a way to keep up. Sometimes the only way to do that is to hire an assistant for an hour a day. Russell: Several times a day, I clean out my email inbox, and I don't leave it over the weekend. I do get response to it, but the point is that I am cleaning it out, and it's time that I am spending cleaning it out to make sure I don't miss anything that I need to gain. It's that time cleaning it out. Hugh: We offer these sessions to nonprofit leaders to offer some best practices and good business tips for charities. Like Russ said, you can't help but think about yourself. I teach people that we are always working on our skills. Even old guys like me can learn new things. Nate, you brought up some really good stuff. Nate Hirsch is principal at Freeeup.com. As you see, he has a lot of energy and a lot of wisdom for such a young guy. You have done a lot in such a short period of time. Thank you for being here tonight. As we wrap up, I am going to ask you to do a parting thought for people. What is some wisdom you'd like to leave us with, a tip or a closing thought? Nathan: When you are hiring, you want to hire people that are passionate and have a great attitude about your company. If you are hiring someone—I don't care if it's the smallest project—if it's one graphic design project, get someone who is emotionally involved. Get someone you can tell actually cares about you and your company. You will get a better result. You will never know when you will use someone again. You also don't know how it will affect the people around you. If you bring someone in who has a bad attitude, even for a day, even for a very small project, that can have lasting effects on your business that can last months. Make sure you are bringing in high-quality, high-caliber people for every little thing. Just because you have something due, don't take a shortcut and give it to someone who could ruin your business down the line. That is my word of advice. It's something I wish I knew upfront. I became addicted—for example, I needed Excel work done, and I would hire someone who had a bad attitude but were very good at building this formula. When they were building these formulas on my computer at my desk, I realized they were interacting with all the other people on my team. And the next week was a terribly unproductive week because everyone had the mentality that Nate would go around and hire any Joe-schmo that he could find that wasn't passionate about the company. It took me a while to get that back on track. That is a good piece of advice that I wish I had when I was hiring the first time. Hugh: That is excellent advice. Everything you said in this interview has been spot-on with what Russell and I teach. We have reframed the word “consultant” to “Wayfinder,” and we help people find the way to better leadership. Nathan Hirsch of Freeeup, thank you for spending your hour with us tonight. Nathan: Yeah, thanks for having me. Don't forget to check out Freeeup.com. Right at the top, you can book an appointment with me and I can talk to you about your business. If you mention Hugh's name, you get a dollar off your first worker forever. It's free to sign up with no monthly fees. Hugh: My name is worth a dollar. Learn more about your ad choices. Visit megaphone.fm/adchoices

Our Guest:   Nathan Hirsch is a serial entrepreneur and expert in remote hiring and eCommerce. He has been selling online for over 7 years and has sold well over $20 million worth of product through his eCommerce business. He is now the co-founder and CEO of FreeeUp.com, the hands-on hiring marketplace connecting hundreds of online business owners with reliable, pre-vetted remote workers. FreeeUp is redefining how businesses are able to hire remote freelancers online. He can be found on leading podcasts, such as Entrepreneur on Fire, Eventual Millionaire, and many more, speaking about online hiring tactics. He currently lives in Orlando, Florida.   Story:   From starting in college to buying and selling textbooks to make money, to developing a marketplace for companies to connect and hire workers, today we have our guest Nate Hirsch.   A few highlights of what you will hear:   Nate’s journey from where he started. FreeeUp.com Company. Started a textbook business in college. Dropshipping on Amazon. Developing a team for a your business. How to land a great job. What people look for in workers. Skills Attitude Communication Failures Nate had to overcome during college and business. Strategies on dropshipping. How to contact big manufacturers. Methods on marketing a new business. Staying consistent in college. Impactful Quotes from Nate:   “Instead of going to job boards to post jobs, you come to us.”   “Before I knew it I was running this multimillion dollar dropshipping business out of my college dorm room.”   “That’s when I got my idea because I got really good at developing teams, just like I was in college.”   “Do you care more than just about the paycheck.”   “If you are a newbie you need to focus on the attitude and communication aspect.”   “Day one, I get a call from one of my assistant saying that our biggest vendor just dropped us.”   “I went to this ultimate high to this really big low.”   “You should never have your business relying on one employee.”   “The whole thing really started from cold calling, cold pitches, and word of mouth.”   “If you’re not willing to do it then someone else will, and work harder at it.”   “Figure out what you’re passionate about and focus on those things, life is too short to do things that you don't want to do.” Featured Quote:   “Work hard play hard.” Connect with Nate!   FreeeUp.com Sign up as a client. Mention this podcast, you can get a dollar off your first worker forever!   Start now!   Ready to take your business and lifestyle to the next level in college? Grab your seat in our Entrepreneur Accelerator Program: College Edition. Connect with us! Sabah Ali and Dan Tieman. Our Snapchats: @Sabahh14 & @Tieman - Snap us!

In this episode we talk to Nate Hirsch, Chief Executive Officer at Freeeup.

We can totally be the bottleneck for growth in our businesses. When we get out of the way and hire others to do the work for us, we free up our time to do the things that make even more money. Nate Hirsch shows us how to hire a virtual assistant to grow our businesses even larger than we ever thought possible.Get the BEST SELLING BOOK "How to Quit Your Job with Passive Income" FREE: https://www.successfullyunemployed.co/freebookLearn even more about being successfully unemployed here: https://www.successfullyunemployed.co/35Video Interview with Nate Hirsch: https://youtu.be/vpEOsDi4q0QInstagram: https://www.instagram.com/successfullyunemployedshowYoutube: https://successfullyunemployed.co/youtube// WHAT TO WATCH NEXTBecome a Public Speaker: https://youtu.be/I3dKyHWoS-AWork for Free to Make Loads of Money: https://youtu.be/0lyePBZLWIoStart Land Investing to Make Money: https://youtu.be/xW26d-FOaecCreate a Podcast and Start Stacking Benjamins: https://youtu.be/NNE6pYxT0kg//BEST REAL ESTATE INVESTING RESOURCE LINKSFree Property Manager Software: https://masterpassiveincome.com/cozyFind Off Market Properties: https://masterpassiveincome.com/propertysearchGet Business Funding https://masterpassiveincome.com/fundandgrowGreat High Interest Savings Account: https://masterpassiveincome.com/citAccurate Rental Rates: https://masterpassiveincome.com/rentometerSelf Directed IRA for Real Estate Investing: https://masterpassiveincome.com/rocketdollarLearn more about Dustin and find resources to build an automatic real estate investing business:https://masterpassiveincome.com/NOTE: This description may contains affiliate links to products we enjoy using ourselves. Should you choose to use these links, this channel may earn affiliate commissions at no additional cost to you. We appreciate your support!