Has imposter syndrome ever held you back? On today’s episode, I tackle the issue of imposter syndrome. I share my personal experience with imposter syndrome and give you a little interesting background on the history of it.  I also share 3 actionable tips that you can take to overcome it, so that you don’t stay stuck! Tune in to hear more! For full show notes visit www.TheOpsAuthority.com/237 Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

Are you ready for a fulfilling career? In today’s episode, I have Martina Douglas on sharing more about her journey through the DOO certification. We dive into how she made the leap into the DOO certification and how it has had a profound effect on her career. She shares more about what the DOO certification looked like for her and her success in the program. If you are on the fence about joining the DOO certification program, check out Martina’s episode! It’s time for you to have a fulfilling career that you love too! For full show notes visit www.theopsauthority.com/podcast/236 Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

In this DOO success story, I chatted with Stephanie Marquardt, the founder and CEO of Continuous Synergy LLC. We talked more about the work that she does with government contracting and the importance of operations, systems, and processes. Stephanie shares her personal journey with the DOO certification program and how it has been beneficial to her own business. We also chatted more about the importance of having support and structure in small teams. Operators are important for all businesses, and I hope this episode is a reminder for you today! This episode was first published at www.TheOpsAuthority.com/podcast/235 Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

It can be a tough decision to walk away from current work that no longer aligns with your personal and professional growth. On today’s episode, I want you to shift your perspective to think about it as part of your uplevel. It’s important to uplevel in your career and sometimes that means walking away from current work. I share insights on assessing your client relationships and offers and encourage you to join my Implementation Escape Plan to learn more. I give you advice on exiting relationships while still maintaining professionalism. I also offer advice on pursuing work that resonates with your values. Remember, if the work no longer aligns with your mission, vision, and values, it’s time to walk away!   This episode was first published at www.TheOpsAuthority.com/podcast/234   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

Happy New Year! In this first episode of the year, I have Dr. Julia Colangelo, award-winning educator and researcher who specializes in flow and mindfulness, on the show today! Dr. Julia shares her expertise on how to achieve a state of flow for optimal performance. We talk more about the importance of adaptability, effective communication, and embracing our imperfections. I hope this episode encourages you to tap into your own flow and appreciate your unique gifts as we start a new year. Let’s make this year a year of growth, joy, and fulfillment! This episode was first published at www.TheOpsAuthority.com/podcast/233 Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

What has been happening at The Ops Authority in 2023? Find out in this fun behind-the-scenes year in review episode. We are wrapping up 2023 by looking at my business and sharing my review. I do this behind the scenes episode each year because I really value transparency with those who support me! For full show notes visit theopsauthority.com/podcast/232.   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

What are the business trends that we see as we head into 2024?  Today we are continuing our discussion of the State of the Union for service providers. Make sure to check out last episode's discussion for Part 1.  For the past two years, I have gathered together some amazing peers who have a heart for service, and we come together to do a state of the union address. Today's episode is all about looking forward to 2024. We will share our thoughts on what is on the horizon, and what trends are ahead so we can create strategies and plans for moving forward.  My goal is to help you see what is possible for the new year! For full show notes, visit theopsauthority.com/podcast/231.   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

What are the business trends that we see as we head into 2024? For the past two years, I have gathered together some amazing peers who have a heart for service, and we come together to do a state of the union address. This gives me the awesome opportunity to gather bigger perspectives, and when we come together there is always learning, growth and innovation. It is our time to bring together some collective thoughts for you. In today's podcast we are going to focus on 2023, what worked and what opportunities we have as service providers. I have invited six of my peers who are all educators of service providers of varying specialties. We also all represent different business models and this is just a varied perspective as we look back at the year.  For full show notes visit theopsauthority.com/podcast/230.   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram   Brought to you by the HubSpot Podcast Network  

Are you unsure about the differences between the certifications of an Online Business Manager (OBM) and a Director of Operations (DOO)?  We are diving into this very popular question: “What is the main difference between an Online Business Manager and a Director of Operations?  You are not only getting my perspective, but five other people's perspectives in this unique episode. This is part of a new mini series for anyone who is an OBM, or has similar questions  Check out the full series and make sure to subscribe at obmtodoo.com.  For full show notes visit theopsauthority.com/podcast/229.   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram   Brought to you by the HubSpot Podcast Network  

How confident do you feel in your ability to parse financials and analyze profit? Today my friend Danielle Hendon joins us to talk about operational profit. We are both big proponents of creating operational profit for two reasons:  The more profit a business has, the more enjoyable it is and the longer the business is able to survive and thrive As a service provider you have the ability to drive the operational profit inside a business Danielle will share her financial framework on how we can be a driver of change in a business. For full show notes visit theopsauthority.com/podcast/228.     Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network

Do you know what level of service you provide in the hierarchy of operations?  Most of us are meant for something more, and it is so easy to take the path of least resistance because we desire safety and security. Unfortunately that keeps you in the past version of yourself.  My personal mission at The Ops Authority is to help women step into their next best self, and break patterns so we can continue to grow and elevate. I want to keep you moving forward, and make sure you have a development plan. You want to make sure you are evolving and using your innate gifts and natural skills so you can operate from a place of ease. For full show notes visit theopsauthority.com/podcast/227.   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network  

Do you have trouble defining how you will best function in an organization?  One of the things in our recent Director of Operations (DOO) training that we were showcasing, was some of the ways we help our students get results. One of the results that students desire is to understand the systems, tools and processes that have worked for me, so that they can implement these in their companies and businesses right away and get their ROI. One of those tools is the “Levels of Operations”, which we previously discussed in Episode 70. I am going to re-share this info again today because I believe this is helpful for you to understand if you are on track to becoming a DOO, and so you can answer the question if the Director of Operations certification program is right for you now. This tool is going to be helpful for you as you are looking for progression in your own career, but it's also helpful to use in building the teams that you are responsible for. For full show notes, check out theopsauthority.com/podcast/226. You still have a couple of days to join us for the upcoming 21st round of our Director of Operations certification program. Check it out and apply or join the waiting list!   Other Ways to Connect: Private Facebook Community Facebook Page Instagram   Brought to you by the HubSpot Podcast Network  

How much variety is really within the Director of Operations (DOO) skillset? Today we are going to tell you about what it looks like to be a DOO in a variety of different business models. If you are interested in what it looks like to be a DOO this is going to be a phenomenal episode for you. You will hear from four women who have come through our certification program, and they are all using their certifications in a different way. If you are ready to jump into our 21st cohort, we are open for enrollment right now! Head on over for more information, and to get your application in!   Other Ways to Connect: Private Facebook Community Facebook Page Instagram   Brought to you by the HubSpot Podcast Network

Do you want your burning DOO (Director of Operations) questions answered? Today we are back for another round of The DOO Download, where you get your most frequently asked questions, answered. These questions come straight from you via our Facebook community or inside our DOO certification program. In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! If you are thinking of becoming a Director of Operations (DOO)? Sign up for our informational session, Test Drive the DOO on Tuesday November 7th. For full show notes, visit theopsauthority.com/podcast/224.   Other Ways to Connect: Private Facebook Community Facebook Page Instagram   Brought to you by the HubSpot Podcast Network

Does your pricing reflect the value that you bring to a business as a service provider?  Today we are going to talk about how to price your services as an operator or a service provider. This question comes up often because we are always second guessing ourselves. I want to give you some guidance and help you ask the question, “Is what I’m doing today fulfilling to me?” For full show notes visit theopsauthority.com/podcast/223. Pricing is one of the key areas that we cover in the DOO certification program. If you are ready to increase your pricing and get support in your career growth, then I want to invite you to Test Drive the DOO on Tuesday, November 7th. I will be sharing who is right for the DOO profession, what you do, what kind of businesses are leveraging a DOO, and what is included in the certification.   Other Ways to Connect: Private Facebook Community Facebook Page Instagram Brought to you by the HubSpot Podcast Network  

How should you position yourself in the Director of Operations (DOO) market?  Today we are asking the question, “Should I be a generalist or a specialist in my service area?” Even when you are an employee of a company, you may need to navigate this question. For full show notes visit theopsauthority.com/podcast/222. If you are on the path of becoming an upleveled operator, check out our 2-hour event entitled “Test Drive the DOO.” We will be talking about what it looks like to be a DOO, who is right for the DOO role, and what the certification looks like. It will be interactive, and we will be taking your questions.   Other Ways to Connect: Private Facebook Community Facebook Page Instagram  

Have you been considering joining an organization as an employee rather than an independent contractor? Have you been thinking about approaching your current client about considering you as an employee? Today I want to talk about the trend of people who are working as independent contractors inside of companies, who have the opportunity to move into an employee role. This shift is probably a byproduct of what we are seeing in the market and the economy, and the fact that being in business is more challenging as a whole. For full show notes, visit theopsauthority.com/podcast/221. We have developed a new tool called the T.I.E.S. Method (Time, Investment, Energy, Stress) and are offering an information packet that will help you learn how to observe the value that you bring to an organization. This info will help you put together a report as a touchpoint and communication piece that will exhibit your value. Make sure to grab a copy!  Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram

Are you wondering if a live event is worth the time and effort to attend? I have just returned from Jordan Gill’s annual event “Make Your Mark Live”, and I wanted to talk about the interactions and conversations I had. At the end of each year, I do an episode with some of my peers entitled “State of the Union for Service Providers,” and this episode is going to be similar with insights about how the year is summing up for service providers. For full show notes visit theopsauthority.com/podcast/220.  

Do you want your burning DOO (Director of Operations) questions answered? Today we are back for another round of The DOO Download, where you get your most frequently asked questions, answered. These questions come straight from our Facebook community and/or inside our DOO certification program. In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! For full show notes visit theopsauthority.com/podcast/219.

How do you move into a leadership and strategy role in the businesses you serve? Often, we get questions about how to become a strategic advisor or a strategic partner. I have mentored and coached hundreds of women to become Directors of Operations (DOOs), who uplevel to the next best version of themselves. We take your hard skills and amplify them, but we also focus on the leadership component. We as DOOs have this leadership skill set, but often we don't tap into it because we don't have it laid out for us.  Today I’m going to share four steps that will help you to show up and lead strategically. This episode is a replay, so for full show notes, check out Episode 147.  

Do you stress at the idea of creating content and designing your whole marketing strategy around being visible on social media?  We have a special guest who is a legend in the online space, Abagail Pumphrey from Boss Project! She has helped service providers and small businesses for many years, and she is someone I have followed since beginning my online journey. For full show notes visit theopsauthority.com/podcast/217.

Have you ever thought about putting your DOO skills to work for a corporate client? Have you attempted to secure corporate contracts yet, or do you lack the confidence? Today, we are having a conversation with someone I look up to, Liz J. Simpson. We are both very passionate about helping women leverage their gifts and put them into the world so that they can create a space, an income, and a life that fuels them. For full show notes visit theopsauthority.com/podcast/216.  

Are you curious which business model within the Director of Operations certification program will fit in with your lifestyle (or the lifestyle you are striving for)?  Today we have a gang of ladies here to help answer your questions about the Director of Operations (DOO) certification program. I know many of you are wondering what exactly a DOO does and what it looks like after students complete the certification. Today we are having real conversations with four women who have gone through the program who are in our next level program, Inner Circle. They will share with you what their life looks like after going through the certification program, because each have different offers and have gone down different paths. For full show notes visit theopsauthority.com/podcast/215.

Do you feel that you are stuck in an implementer’s role, but have a desire to move to a strategist role? Are you unsure about the steps it will take you to get there?   In today's episode we are going to talk about how to separate yourself from the implementer’s identity that you have coupled yourself up with for so long. You are ready to grow up and grow past identifying as an implementer, but how do you go about it? I want to give you some pointers on how to do just that. This episode is a replay, so for full show notes, check out Episode 149.  

 Have you wondered about the ways Director of Operations (DOO) students are integrating what they learn in the program into their lives and their businesses? We have a special guest today, someone who has become a fast friend of our community, and a very successful student. I’m excited for you to hear about her experience and how she is navigating life as a DOO. Moira Cleary was a super star within our program because she completed both of our tracks (employee track and business builder track). For full show notes, visit theopsauthority.com/podcast/213.  

Are you using your leadership qualities in your role as an operator? How can you use these assets to get you to your next best self? Today, we are talking about what it really means to be a leader. Each I have doubled down on my gifts of leadership, they have paid dividends. I wanted to share what it means to be a leader and help you see how that applies to your career.  For full show notes, visit theopsauthority.com/podcast/212.

Have you been wondering how students put their Director of Operations (DOO) certification into practice? We have a success story today, a spotlight on Director of Operations (DOO) student LaToya Williamson who completed Round 17 of the program. She is a peer podcast host, someone who has an established business, and she brings amazing energy to our conversation.  For full show notes, visit theopsauthority.com/podcast/211.  

Have you been thinking about making the transition to entrepreneurship based on the experience that you have acquired from your corporate job? Today, I am going to share a “Quickie Convo”, our Q & A series pulled from our community. If you have questions you would like answered, drop them in our Facebook group! I’ve helped coach hundreds of women to make this leap by utilizing their operational gifts and skill sets, and I’m going to share those tips today.  For full show notes visit theopsauthority.com/podcast/210.  

Have you ever sent out a proposal to a client you were really excited to get started with, and then… crickets? We are bringing you a new series, called “Quickie Convos” which are questions that have come up in our Facebook group, inside our certified Director of Operations (DOO) Alumni group, or our active students. These are the questions that are coming up most often. Today, our question revolves around proposals that have not gotten a response yet. Those that you’ve sent the proposal out, and now you are in that limbo phase in which the client hasn’t gotten back to you. For full show notes, visit theopsauthority.com/podcast/209.

Have you been delivering value and results to your clients, but are unsure about how to approach the topic of a rate increase? Today we are tackling a question that has come up in our community, about how to raise your rates with an existing client.  Make sure to get our free download to help you define and describe your mission, vision, and values. For full show notes visit theopsauthority.com/podcast/208.

Have you thought recently about how your business is structured in order to produce stability? Today we are going to discuss a super important topic. Megan Hale joins us to talk about stability over success.  Megan spoke at Growth Getters Live, and people are still talking about how deep she was able to go at that event. We are having a conversation about the things that matter in business. For full show notes visit theopsauthority.com/podcast/207.  

How does your brand identity serve your business?   Today we are talking about something that is not necessarily operations focused, but if you are building a business, then building your visual brand has to be a large component as you are getting started. We are going to talk about the importance of a visual brand as a service provider, including what you need, and how it will expand as you have more success and growth in your business. Lyrik and Traci Szemekus are a mother-daughter duo who are experts in this subject, who have done this for themselves and helped others in our community.  For full show notes, visit theopsauthority.com/podcast/206.  

Have you ever felt exhausted in your business? To the point that you had nothing left to give? This is a truth talk about times when something has to give. I’m talking about a time recently when something just had to change in my business. You can also look at this episode as our mid-year update. For full show notes please visit theopsauthority.com/podcast/205.

Are you neurodivergent, and wondering how to use this to your advantage in your business? Today, we are talking about leveraging neurodiversity as an operator, specifically in an agency, which is what our guest Latrice Prater is known for. For full show notes visit theopsauthority.com/podcast/204.  

Do you know what would happen to your business if you needed to step away for a prolonged period of time? How would it continue to operate and how would you fulfill your deliverables to your clients? Today, we are talking about a topic that service based business owners often put on the back burner until it is right in their faces. Expert Julee Yokayama joins us to talk about her own methodology and body of work in the area of contingency and succession planning for your business. Today's conversation is focused on the business impacts of these two likely situations that will be in your life at some point. For full show notes visit theopsauthority.com/podcast/203.  

How do you schedule time off as a business owner, or an independent contractor in someone else's business? Today we are talking about how to take time off as a service provider. I am going to help to get you on track to make this a reality and not be stressed about it.  Breaks are a necessity especially as you are leading a business. We need to be able to step back so we can put priority into the things that matter the most to us. Breaks are cathartic and help us avoid burnout. For full show notes, visit theopsauthority.com/podcast/202.  

Have you been considering the agency model, and wondering if this model would be the best path for your Director of Operations (DOO) business?  Are you curious about what goes on behind the scenes in an agency, and what the difference is between agency ownership, and building a team? I am joined today by my dear friend and peer, Tasha Booth, and we are talking about the agency model option . Tasha has been able to master this, and in fact, has done this so well that others come and ask her how to do this with excellence. For full show notes visit theopsauthority.com/podcast/201.

Do you have questions about fractional work, and how to structure your business around it? Today, we are talking about how to make fractional work functional.  Fractional work is part time work in which you are working with multiple clients or employers at one time, and it is exactly how I built my business. For full show notes, visit theopsauthority.com/podcast/200.    

Are you longing to move into the next iteration of your business journey? For the last year I have been sharing how to build better businesses. Everyone here is a service provider, whether you are inside someone else's business as a dedicated employee, or building your own business. We have been looking at growth opportunities, and in Episode 189, we talked about the “next best self” mentality. Today we are going to take that a step further and talk about gaining “career clarity.” For full show notes visit theopsauthority.com/podcast/199.    

Is it true that you can only be a creative or an operator, but not both? Are these two things mutually exclusive, and is it possible to be successful as an operator if you consider yourself a creative? Today, Regina Vigil joins us for a conversation. Regina came through the Director of Operations (DOO) certification as an employee, and is proof that you can be a creative and also excel at operations. We are getting ready to launch the 19th cohort of the DOO certification program! If you are interested in joining you can learn more about the certification program and apply. For full show notes visit theopsauthority.com/podcast/198.

Are you curious about the Director of Operations (DOO) certification program, but hesitant because you have been on a completely different career trajectory? This week we have a DOO spotlight, and we are joined by Kahlie Welch. For full show notes, visit theopsauthority.com/podcast/197.  

  Were you unable to attend our live event, Growth Getters Live? Are you bummed about what you might have missed out on? Today, we are hosting our very first live event, Growth Getters Live. We have been together for 3 days working with service providers who are looking to scale their businesses.  We’ve been digging deep into attendees' businesses and their lives… really getting crystal clear on who they are and what they want. For full show notes visit theopsauthority.com/podcast/196.   

Have you ever wondered about the ways that operators and community managers overlap? How can operators assist in empowering community managers to become strategic thinkers? Today I am chatting with Shana Lynn, a community strategist in the operations space.  For full show notes visit theopsauthority.com/podcast/195.

Have you heard about our Accountability Advisors inside The Director of Operations (DOO) certification program? Are you wondering how they factor into your experience as a student of the DOO certification? Today we are going behind the scenes and talking to my two amazing counterparts: Accountability Advisors, Gabbie Davis and Lynette Robinson. They support, lead, mentor, and advise the students going through the content of the DOO certification and help them integrate the content into real life.  For full show notes visit theopsauthority.com/podcast/194.

How does mindset work affect how you show up in your DOO business?   Today, my amazing friend and peer, Melissa Froehlich joins me as we talk about the mindset shifts that she sees Directors of Operations (DOOs) making.  For full show notes visit theopsauthority.com/podcast/193.        

Are you hesitant when it comes to live events? Maybe you are an introvert, or worried about not knowing anyone, or maybe you are wondering if a live event is worth your time.  Today, I am joined by my friend, one of our keynote speakers for Growth Getters Live, Julie Ciardi. We are talking about fast tracking your growth by attending live events. For full show notes visit theopsauthority.com/podcast/192.

It’s sometimes hard to filter out all the advice of influencers in the entrepreneurial space. Do you really need to follow all of their advice to achieve a successful business?   Today, I’m sharing my spicy takes, which are the things that I’m taking a stand on. These are the things in the industry that fire me up!   For full show notes, visit theopsauthority.com/podcast/191.    Don’t forget to get your tickets for Growth Getters Live, our live conference in San Antonio, TX on April 11-13th. This is for service providers who want to realign and set a new vision for their business.    

Are you making things difficult on yourself when it comes to getting quality clients who you are aligned with in your values? Today, I am talking to service providers about the ways they are making business hard for themselves. Right now, there seems to be a lot of resistance. There is talk about the economy and how everything is changing, but I know this: there has never been this many businesses started and attempting to scale in the history of enterprise. We are not short on opportunity. We are having our first annual conference called Growth Getters Live. If you are ready to pivot or grow to scale, join us on April 11-13th in San Antonio, TX. This is the last week to get your ticket at a discounted price!  For full show notes visit theopsauthority.com/podcast/190.  

How can you make the vision that you have for what your best life will look like a reality?  Today we are talking about adapting a “next best self” mentality.  Our Growth Getters Live tickets are available now! We are having an in-person live conference on April 11-13th in San Antonio, TX, for service providers who are looking to uplevel their game and gain clarity in their business.   For full show notes, visit theopsauthority.com/podcast/189.

Are you ready to make connections again, over something more than Zoom? Today we are talking all about live events. Covid massively impacted our ability to gather, but live event circuits are popping back up. When I started my business in 2015, I had no idea that there were Facebook groups centered around online business, and this whole community of virtual work.  It was the first place that I started to build community. I met a lot of peers, gained referrals and clients because of these connections, and then naturally we started meeting together face to face.  Join us for Growth Getters Live in San Antonio Texas. This will be a 3 day event on April 11-13th, and addressing the number one frustration for service providers: How do I fill this business and get it to a scaling point? Get early bird tickets before February 17th, before the price increases! For full show notes, visit theopsauthority.com/podcast/188.  

How do you make sure you are as fulfilled at work as you are in your personal life?  Today we are talking about the number one ingredient you need for a business that you love: healthy client relationships. We spend a lot of time working, so naturally if you want a fulfilled life you want to make sure that your career self is equally on fire for what you do at work as it is for the things you do outside of business hours. If you are interested in learning more about the Director of Operations certification program, check out our application before it closes on February 13th! For full show notes, visit theopsauthority.com/podcast/187.

Have you been struggling with scope creep in your work? How can you get this problem under control? If you are in a project management role, and you have been in relationships where things got blurry after a while, or a project has gotten way out of bounds, you have experienced Scope Creep. Scope creep is one of the biggest things that keeps operators from being their next best self. I went through this exact same thing, and I had to figure out a way to solve this problem because it was really taking the joy out of my work.  I developed a 5-step strategy to get myself out of scope creep, and it has worked not only for me but for thousands of women who have taken this training. Join us for this upcoming 5-day Sprint, the Scope Creep Solution. This episode is a replay of episode 132, which is all about dealing with scope creep. You’ll hear me share what it is, how it affects you, and how you can avoid it.  For the full show notes, visit theopsauthority.com/podcast/186.    

Are you curious about how an employee of a company can come through the Director of Operations (DOO) certification program? Today we are spotlighting one of our former star students, who has come through the Director of Operations certification, Erica Rivera. She came through a recent cohort as a dedicated employee of a business. If you are thinking about joining us for the next cohort of the DOO certification program, make sure to submit an application! For full show notes, visit theopsauthority.com/podcast/185.

Are you considering the Director of Operations certification program, but want to hear from someone who has been through the process? Today, I am talking with a graduate of The Director of Operations (DOO) certification program, Nicola Peters. She shares her experience with the program, and the difference it has made in her business. Join us for the Scope Creep Solution, a 5-day sprint that will help you become a better project manager and a 5-step method to help you eliminate scope creep from your life. For full show notes visit theopsauthority.com/podcast/184.

What can we, as operators, learn from the massive operational meltdown at Southeast Airlines over this past holiday season?  Today we are talking about a current event that happened over this past Christmas break, the Southwest Airlines meltdown. I am going to use this example today to articulate what it is that we do as operators, and why operations is such a pinnacle part of business. If you are a service provider and have to deal with broken boundaries, this is called scope creep. As a service provider, you will come across this over and over again. I came up with a formula to escape scope creep, and if you are stuck and need a plan to get out of this cycle, join us for the Scope Creep Solution kicking off on January 30th. For full show notes visit theopsauthority.com/podcast/183.

Have you taken the time to create a strong mission statement for your business? If so, have you revisited it in the past 6 months? Today we are talking about why a mission is so important as we dive into a brand new year. We are hosting our first ever conference in San Antonio, TX on April 11-13. Growth Getters Live will bring you tangible strategies that culminate into a plan for you, a service based business owner who is leveraging your gifts and skills into a product that you can offer to your audience. Make sure to check out our early bird pricing! For full show notes, visit theopsauthority.com/podcast/182.

What has 2022 looked like behind the scenes at The Ops Authority? Today, I am going to give you a behind the scenes view of my business from the perspective of the CEO of The Ops Authority.  I've traveled through all types of business models through the years, starting as a on-to-one service provider, to a one-to-many model, and finally to the CEO of the Ops Authority. I've taken all of the info that I’ve used to work with my clients and put it into a large container that is The Director of Operations (DOO) certification program. For full show notes, visit theopsauthority.com/podcast/181.

What are best practices for positioning yourself as a service provider in 2023? Welcome to part two of our State of the Union for Service Providers, and today we are talking about the opportunities that will be available in 2023, and how you can position yourself for success. If you missed part one of this conversation, make sure to check it out! For full show notes visit theopsauthority.com/podcast/180.

What is the state of online business and service providers as we head into 2023? This is one of our most anticipated podcasts of the year, our State of The Union for service providers. This is a two part series, so make sure to join us for part two! I’ve pulled together some amazing women who have a passion to serve other people. We want to give back our learnings from this year and step into our leadership. Today we are going to focus on 2022, what has worked, and what opportunities we have had as service providers. Come back next week, as we focus on strategies for 2023 as a service provider.  For full show notes visit theopsauthority.com/podcast/179.

Do you want your burning DOO (Director of Operations) questions answered? Today I am joined by my Director of Coaching, Amy Lockrin, for round five of The DOO Download, where you get the wisdom of two DOOs who have “been there, done that.” In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! For full show notes visit theopsauthority.com/podcast/178.

What does it look like for a DOO to show up inside of a thriving business? What kind of impact can a DOO make in a scaling business? Today I have Julie Ciardi with me, an old friend who has been on a complimentary path, as well as Erin Weaver, a graduate of our DOO certification program. We are diving into what it looks like to have a high level operator in your business from the perspective of both the visionary and the DOO. Meet Julie…  I'm Julie Ciardi! I'm a former fortune 500 marketing vice president, and I made the quantum leap to freedom after two decades in corporate. I am on a mission to help thousands of women BEcome her best self filled with purpose and passion. To do this, we must IGNITE her mind, YOUR mind. …And Erin I'm Erin Weaver! I'm originally from Upstate NY, I am married and a mom to 2 beautiful kiddos!! I am a Certified Director of Operations, have a background in business, and previously worked in Sales and Merchandising. I took some time away from the workforce and enjoyed 8 years of being a stay at home mom. After that wonderful time with my children, I decided I was ready to jump back in!! I joined Team IGNITE in 2020 and I'm so excited to be a part of this mission to help women create a life of passion, profit, & purpose!! For the full show notes, visit: https://theopsauthority.com/podcast/177 Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram

There are so many strategies for so many different aspects of running a business… how do you know which ones are right for you? Today, we are talking about decisions we have to make as business owners, and the expert advice that I’ve received that I’m not going to listen to.  For full show notes visit theopsauthority.com/podcast/176.  

Do the financials of your business stress you out? Do you feel overwhelmed and lack confidence when it comes to these types of activities? One of the disciplines people are most curious about is financials. It is a critical piece to becoming a holistic operator inside of a business, but also one of the areas that operators tend to shy away from. But having a CPA is not required to become savvy in financials and use that skill in an executive operational capacity. As an operator you will want to partner with people who have skills and credentials such as a CPA, tax accountant, or bookkeeper. Those people are your secret weapons! Today, we have Susanne Mariga who is going to talk about “Profit First.” For full show notes visit theopsauthority.com/podcast/175.

Do you want your burning DOO (Director of Operations) questions answered? Today I am joined by my Director of Coaching Amy Lockrin for round four of The DOO Download, where you get the wisdom of two DOOs who have “been there, done that.” In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! For full show notes, visit theopsauthority.com/podcast/174.

Are you struggling to bring in consistent leads from social media (either paid or organic)? Is there a better way to spend your marketing dollars and your business development hours? My guest today is my friend Laura Meyer. She is someone I have looked up to in this space and who has a lot of complementary skills to those that I have. I have watched her flourish and seen her give generously to her audience and peers over the years. Today we are talking about building relationships, and marketing from a relationship perspective.  For full show notes visit theopsauthority.com/podcast/173.

How does a Director of Operations (DOO) productize their business? Is there intellectual property that you have that you are not sure how to put forth into the world? Today we have a very special guest on the podcast, Audrey Joy Kwan. Her specialty is in the agency space, and we are talking about rethinking the power of processes as intellectual property and high value assets (i.e. a moneymaker).  For full show notes visit theopsauthority.com/podcast/172.

Do you know all of the options you have as a Director of Operations (DOO) when it comes to designing your business around you, your family, and what best suits your lifestyle?  My guest today is Kimone Napier, a dear friend and alumni who came through the DOO certification program in round 3. She is a changemaker in our society and our industry and she is here to discuss the idea of intrapreneurship.  For full show notes visit theopsauthority.com/podcast/171.

Do you wonder how graduates of the Director of Operations (DOO) certification program are utilizing the knowledge that they’ve gained from the program? Today we have a special guest, a former student of the DOO certification program who shares her journey, Amber Glus. I want to invite you to our upcoming info session Test Drive the DOO. In this 90 minute session, you will learn all about what a Director of Operations is, what kind of work they do, if certification is right for you, gain a clear understanding of the curriculum, and learn the ways we set you up to get a return on investment. Join us on Oct 11th! For full show notes visit theopsauthority.com/podcast/170.

Are you thinking about joining the Director of Operations certification program, but unsure of the timing? With the current talk of economic conditions are you worried that businesses won’t be looking to invest in a good operator? Today we are going to be talking about why NOW is the best time to become a Director of Operations (DOO).  Speaking of the DOO. If you’ve been eyeing the certification for a bit…or if you’re just finding us, I’m inviting you to an upcoming information session. It’s called Test Drive the DOO because that’s exactly what we’re going to do. I’ll share what a DOO is and help you determine if this is the next best place for you to learn and grow….or if it’s not. I’ll also walk through the curriculum, showcase how we help you earn your ROI while you’re in the program, and answer any of your questions. I’d love to have you join us on October 11th.  For full show notes visit theopsauthority.com/podcast/169.

Have you been thinking about taking the leap and joining the Director of Operations certification program, but are struggling with the financial commitment piece?  Today we are talking about what you can do if you have some financial resistance to signing up for the Director of Operations (DOO) certification program. I have six different actions you can take if money is holding you back from joining us (or whatever steps you need to take to aid your growth and development.)  For full show notes, visit theopsauthority.com/podcast/168. If this is the right time for you, I encourage you to take a look at the DOO certification and make sure to listen to episode 165 which details all of the recent updates to our curriculum! Previous Episodes Mentioned: Episode 165: Evolving the DOO Certification Program  Weekly Ops Activity Of these six options, which are you going to leverage? Let us know in the Facebook group! Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram  

Do you wonder what former students of the Director of Operations (DOO) certification program are up to? What are some of the creative ways that they have made the certification work for them? Today I am inviting you to listen and catch up with 5 of our “OGs”... our original gals who came through our certification in rounds 1-3. We wanted to catch up with them and learn what their businesses and careers look like since completing our certification. For full show notes visit theopsauthority.com/podcast/167.

Have you ever wondered what the relationship between a CEO and an established Director of Operations (DOO) looks like? Also, what does it look like to go through the program and implement the curriculum into an existing business? Today we are going to look at how DOO Greta Dean shows up as a partner to Zak Harlow, CEO of The Benefit Doctor. Greta was a part of the 12th round of The Director of Operations Certification program.  For full show notes visit theopsauthority.com/podcast/166.   Connect with Me: Website Private Facebook Community Facebook Page Instagram

Do you want your burning DOO (Director of Operations) questions answered? Today I am joined by my Director of Coaching Amy Lockrin for round three of The DOO Download, where you get the wisdom of two DOOs who have “been there, done that.” In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! For full show notes visit theopsauthority.com/podcast/164.

Is there more than one way to make the Director of Operations (DOO) certification fit into your career goals?  Today we are spotlighting DOO student Khara Malcom. Her story is very inspiring, and she shows how she has taken the certificate and used it to her greatest benefit. Her story also highlights how diverse the certification can be. For full show notes visit theopsauthority.com/podcast/163.

What are the steps that we can take to avoid scope creep? In our previous episode we talked about stories of scope creep, and in every single case, I had a comparable story to match. Scope creep rips away the good parts of being a service provider. Today we are continuing our stories from Episode 161, where we shared that scope creep is caused by changes that come up after you have begun a project. There are some specific things you can do to prevent this, which I will share in our upcoming training. But today, there is one key action item that you can do to avoid scope creep: defining your values.  If you are ready to escape the plague of scope creep, join us for a 5 day adventure. Learn how to avoid scope creep, communicate ahead of time, and also establish a key process for when scope creep emerges.  For full show notes visit theopsauthority.com/podcast/162.

You may have heard us talk about “scope creep”, here at The Ops Authority, but maybe you aren’t familiar with what that term actually entails. So how does scope creep show up in your business? Today we are talking about some real life examples of what happens with scope creep. Unfortunately there is rarely ever a happy ending when it comes to this concept. We are having a free 5 day training on scope creep. If you are interested in learning what scope creep is, how to get away from it, how to communicate, and get some practical actionable tips, join us! For full show notes, visit theopsauthority.com/podcast/161.

What are the lessons and insights that we have learned at The Ops Authority since starting a podcast? We began this journey almost three years ago at The Ops Authority, and I am excited to celebrate 100,000 downloads! It is a number I never really shot for, but when I saw that we were close a few weeks ago, my mind was blown. Today, I'm going to share with you what I have learned throughout my podcasting journey.  For full show notes visit www.theopsauthority.com/podcast/160.

Are you curious about the Director of Operations (DOO) certification program, but would like to hear more about the experiences of other students who have come through the program? Today, we have an amazing student who recently went through the program, Stacy Norris. She will be talking about her experience before and after coming into our community of Director of Operations.  For full show notes visit theopsauthority.com/podcast/159.

What are the most frequently asked questions in our Director of Operations (DOO) community? Today I am joined by my Director of Coaching Amy Lockrin for round two of The DOO Download, where you get the wisdom of two DOOs who have “been there, done that.”  In this series we address common questions that pop up in our community. If you have questions that you would like answered, make sure to submit them! For full show notes visit theopsauthority.com/podcast/158.

What does the current state of the economy mean for operators? How can you navigate this recession as a service provider? It’s July 2022, and the economy has shifted. We’re in a recession for the first time in more than a decade.  For many of you, this may be the first time traversing through a time like this. Regardless, I bet the majority of us weren’t business owners during the past recession. In today's podcast I'm going to share my personal thoughts and give you pointed advice and actions that are best suited for you as a service provider. For full show notes visit theopsauthority.com/podcast/157.  

How do you build a team that you enjoy working with, and that exceeds expectations? Today, special guest Becky Brunner talks about how to lead people, and build culture among your team.  Becky Brunner is a value-driven, adventure-loving, team culture strategist. She works with female business owners & service providers to get them connecting with their teams on a level beyond just “work.” In order to keep productivity high, relationships strong, and team members genuinely happy, you have to have a strategy that develops and nurtures a positive team culture. Becky will help create a plan that strengthens your team’s culture and allows you to lead a team of motivated, connected, and happy employees without having the awkward “feelings talk” and confrontational meetings. You can take the first step toward connecting with your team by downloading her free 30-days of team connection prompts at choosehappyassisting.com or following Becky on Instagram at @choosehappyassisting.   For full show notes visit www.theopsauthority.com/podcast/156.    

Are you looking to uplevel your skills as a Director of Operations (DOO)? Have you dug deep into an area of specialization so you can fully capitalize on your expertise? Today our special guest is LaToya Russell, who is going to talk about her background, her specialty, and the ways that she (and you!) can specialize in an area of competency. For full show notes visit theopsauthority.com/podcast/155.

What are some of the frequently asked questions about the  Director of Operations (DOO) certification program?  Today we are introducing a new series that will be super enlightening for where you are in your journey, called The DOO Download. It is perfect for people who are interested in becoming a DOO, and has good information for any operator, no matter what stage you are in. This series is co-hosted by our Director of Coaching, Amy Lockrin, and in it you will get the wisdom of two DOOs on common questions that pop up in our community. If you have questions that you would like answered, contact us at podcast@theopsauthority.com For full show notes, visit theopsauthority.com/podcast/154.  

What is it like to go through the Director of Operations certification program as an employee? How does it benefit both you and the employer? Today we have my friend Sarah Campbell to talk about what it is like to go through the Director of Operations program as an employee, and someone who is dedicated to taking what they are learning in the program and putting it to work inside of a business.  For full show notes visit theopsauthority.com/podcast/153.

Have you heard us talk about the Strategic Mapping Model™, but are unsure of what it entails, and how it can be a valuable asset in your Director of Operations (DOO) business? Today we are talking about the Strategic Mapping Model™, which is the licensed material that we teach in the very first module of the DOO certification program. We have had students join us just to learn this information because it is such an incredible tool. For full show notes, visit theopsauthority.com/podcast/152.

How can you put the skills you learn in the Director of Operations (DOO) certification program to use right away? How quickly can you get a return on your investment? Today Kerystyn Williams shares her experience in the Director of Operations certification program, her successes, and some of the thoughts and processes that she went through inside of the program.  For full show notes visit theopsauthority.com/podcast/151.

Are you struggling to find your next role? Are you unsure whether you should be spending your time marketing yourself as a service provider vs. applying for opportunities? In today's podcast, I am going to give you 5 steps that will help you land your next operations role.  Don’t forget to grab your free guide to finding higher quality clients. For full show notes visit theopsauthority.com/podcast/150.  

Do you desire to move into a more strategic role? Are you stuck in an implementer phase that you just can’t seem to break out of?  In today's podcast we are going to talk about how to separate yourself from the implementer identity, which you have been tied to for so long. I want to give you some helpful pointers on how to do that. Get clear on the 10 ways to find higher quality clients with this free guide.  For full show notes visit theopsauthority.com/podcast/149.

Have you done the work to set your business foundations up the right way? Are you clear about why you are in business, and what your idea of success looks like? I want to stress the importance of setting a real foundation for your business. The place to start is your mission, vision, and values. So many people skip over this because it is not a fast process, and it's not always as fun as other things. But this is the step that you need to start with. Today, I want us to come back to what is important, and work on your mission, vision, and values. We are re-airing episode 4 because it was so important then, and it remains important today! For full show notes visit theopsauthority.com/podcast/148.

Do you consider yourself a strategist? How do you move from thinking like a manager to thinking like a strategist, and what is the difference? We get questions around strategy quite a bit. How do I move into strategy? How can I be a strategic partner? Today, we are diving into this topic. For full show notes visit www.theopsauthority.com/podcast/147.      

Are there clear boundaries between the marketing and operations branches of your business? If not, how should these two incredibly important parts of the business collaborate in an effective way? Today, we have Veronica Romney here to talk all about how marketers and operators come together inside of a business.  For full show notes, visit www.theopsauthority.com/podcast/146.

As an operator, do you realize how much you utilize the skill of coaching with your clients? Do you feel like you need to hone those skills or become a better communicator? Leveraging better communication that can couple into coaching skills can be a huge asset. Today I have a dear friend and mentor with me, Kelsey Murphy. She has some actionable items that I have learned from her and have seen her model over the last seven years that I have been in business. For full show notes, visit www.theopsauthority.com/podcast/145.

What happens when friends journey through business together? When they are uniquely involved in each other's businesses, how can you keep the businesses and friendship thriving?  Today I am joined by a partner in business, my business bestie who has been with me since the very beginning, Esther Littlefield. I thought it would be fun to have an organic conversation about what it has been like to grow this business together and how she is embarking on her own adventure.  For full show notes, visit www.theopsauthority.com/podcast/144.

Are you confident in how you have your business financials set up? Are you set up for long term success, or are you simply just getting the basics done?    Today we have a very special guest, a mentor to me, Melissa Houston. She has a very interesting perspective on finances. She is here to have a conversation about your (the service provider’s) finances.  Get Melissa's free download:  5 Step Roadmap to Biz Finance Freedom   For full show notes visit www.theopsauthority.com/podcast/143.        

Do you know what kind of business models are supported by a Director of Operations (DOO) Certification? Are you curious if the program will accommodate how you want to structure your business? Today's podcast is all about how to monetize the Director of Operations program. Specifically, we are talking about 8 ways to make money as a DOO. Don’t forget to apply for the DOO certification program!  For full show notes visit www.theopsauthority.com/podcast/142.

Is it necessary to be an OBM before becoming a DOO? What are some of the nuances between the two programs?   Today we have a really special guest with a really cool story. Allie Stewart is a Certified Director of Operations (DOO), and also a Certified OBM. Allie and I have a lot of overlapping values when it comes to leadership, teams, and her zest for learning.  For full show notes, visit www.theopsauthority.com/podcast/141. Sign up for our Career Clarity masterclass on March 29th & 30th, where we will help you identify your skills and imagine what your career path can look like!

Are you confident in your services, but lacking confidence when it comes to clients you can partner with who will appreciate what you bring to the table? Today we are focusing on how to find top-tier clients. We want to help you design a strategy to find clients who value your high level operational skills. Many Director of Operations (DOOs) express concern over finding high level clients. Join us for our upcoming two-day training on March 29 & 30th, that will help you get clear on exactly how to build your operations career.    For full show notes visit theopsauthority.com/podcast/140.

Why should a business hire you as a Director of Operations (DOO)? How specifically do businesses benefit by hiring a DOO? Today on The Ops Authority Podcast, we are talking about why every scaling company desires a Director of Operations. In this episode we are chatting specifically about the benefits of having a DOO inside of a business. This is a role that has exponential value, and it’s a role that is getting a lot of attention today. For full show notes, visit theopsauthority.com/podcast/139.

Do you have your messaging down? If so, is it reflected in every piece of communication that you churn out? Does your website speak to your clients to tell them who you are and why they need you? Today, my guest is a former client, and someone who has been very helpful to others in our Director of Operations (DOO) community. She is my good friend Lindsey Johnson, a copywriter for Christian women entrepreneurs.  Don't forget to sign up for a free mini course to write your own sales page. Don’t forget to use the Code: OPSAUTHORITY For full show notes visit theopsauthority.com/podcast/138.      

Are you curious about project based work, but unsure where to start? Does the idea of expanding beyond retainer work intrigue you? Today I’m talking with my friend Jordan Gill, who is joining us to discuss pivoting. Where you start today is not necessarily where you will be a year from now or 3 years in the future. The reality is that there is always going to be a change.  Make sure to sign up for Done In A Day Virtual Conference. For full show notes, visit www.theopsauthority.com/podcast/137. 

How do you get in front of the right audience as a service provider? And how is it different from most businesses who are looking for a large volume of transactions? Today we are talking about a critical component of business: visibility. We will explain why visibility looks different for service providers rather than anyone else.  For full show notes visit www.theopsauthority.com/podcast/136.

Are you struggling with getting in front of the right clients? Could your visibility game use some strategy? Today, I’m speaking with my longtime friend Amanda Berlin about visibility for high ticket, high value services.  For full show notes visit theopsauthority.com/podcast/135   Connect with Amanda: Claim Your Voice Summit Website

Are you curious about the Director of Operations certification program? Do you wonder how those who have gone through the program are applying all they’ve learned? Learn how Cherline Pierre Johnson has leveraged and integrated the information that she learned into her business and her life. This is a look into the before and after the Director of Operations (DOO) certification program.  For full show notes visit theopsauthority.com/podcast/134. To learn more and apply for the DOO Certification, visit https://theopsauthority.com/get-certified/

                                                                Have you ever found yourself in a role that didn't leverage your gifts? Or did you find yourself in the wrong industry? If so, how did it impact your job satisfaction? Today we are talking about really finding the work that feels the best to you so that you can show up as your next best self.    For full show notes, visit theopsauthority.com/podcast/133.  

What is scope creep? How does it show up, and how does it affect all of us? Today, we are talking about one of those things that is essential to identify, mitigate and communicate… scope creep.  Scope creep is a term that is commonly used in project management type of work.  For full show notes, visit theopsauthority.com/podcast/132.    

Do you have a plan to secure your next client? How can you build momentum in marketing yourself (even if it feels uncomfortable)? My dear friend Abby Ashley is with me today chatting about how you get a client. Learning is great, but we also have to take action to secure that first client. This episode is sure to help you move forward with gaining your first (or next) client. For full show notes, visit theopsauthority.com/podcast/131  

How have things in the digital workspace shifted over the last year or two? And how does that impact service providers like you?   As promised, we are going to jump back in today to the second part of the State of the Union for service providing professionals with this incredible panel!  We are back with part 2 of our interview panel with Lauren Golden, Jordan Gill, Sara Wiles, Micala Quinn, Tasha Booth, and Sarah Noked.  Full show notes available at theopsauthority.com/podcast/130.  

What is going on in the online space as we embark on 2022? How have things in the digital workspace shifted over the last year or two? And how does that impact service providers like you? Today I’m excited to speak with some legendary women, who I have gained inspiration from and who have truly helped me become the leader of The Ops Authority. They are dear friends who I share audiences with, and we are here to talk about the “State of The Union” for service providing professionals. On this panel we have Lauren Golden, Jordan Gill, Sara Wiles, Tasha Booth, Micala Quinn, and Sarah Noked, and I know you’re going to love hearing the perspectives from each of us about where the service provider world is heading as we move into 2022. This is part 1 of 2, so be sure to come back next week for the second part of our conversation. For full show notes, visit theopsauthority.com/podcast/129.

How did your 2021 shape up? It’s a great time for reflecting on your business, celebrating, and making plans for success. Have you sat down and sorted out what went well, not so well, and what needs to improve?   We are wrapping up yet another year of business! It’s so important to look back over the previous year, and I want to lead you through an exercise called the reflection framework. I’m going to walk you through this framework while sharing what we have done here at The Ops Authority. I want you to do the same for your own business, looking back over the last 12 months.   For full show notes, visit theopsauthority.com/podcast/128. 

How was your 2021? While you are busy setting goals for 2022, have you taken some time to reflect on all you did this past year? Today, I want to encourage you to take some time to identify your accomplishments from 2021. It's great to look ahead to the future. But there is also so much gratification that comes with taking a few minutes to pause and reflect on your accomplishments, and celebrate them.  For full show notes, visit theopsauthority.com/podcast/127.  Connect with Me: Website Private Facebook Community Facebook Page Instagram

Are you ready for 2022? What steps have you taken to wind down 2021 and to get ready to take on a new year in your business?   Today we are talking about the 4 things you have to get done before the year end so that you can walk into 2022 with ease. If you can get these things accomplished, you can relax and enjoy the holidays without them hanging over your head.     This is the perfect time of year to do some planning that will enable you to confidently step into the next version of your business.    For full show notes visit theopsauthority.com/podcast/126.

Are you confident in your launch skills? How does your background in project management lend itself to supporting a successful launch? Today I’m talking to Tasha Booth, who is a friend, a peer, and an icon in the space of service providers. We are talking about serving both our clients and serving other service professionals, and what that looks like behind the scenes.  For full show notes, visit theopsauthority.com/podcast/125. Meet Tasha Tasha Booth is an agency owner, coach, and podcaster. She is the Founder & CEO of The Launch Guild - a full service launch support agency working with established coaches and course creators with Course & Podcast Launches. Her team is over 20 members strong and works together to support their clients in being able to focus back onto their zones of genius.  Additionally, she mentors Virtual Support Pros, Launch Managers, & Agency Owners who are passionate and ready to grow their businesses while living life on their own terms, and she is the host of the How She Did That Podcast -- a podcast for Virtual Support Pros to learn business and tech tips. Tasha has been featured in Forbes, Fast Company, and Entrepreneur, and she has appeared as a guest speaker for various summits and podcasts including Amy Porterfield's "Online Marketing Made Easy," and Julie Solomon’s “The Influencer Podcast.”  Tasha is an Air Force wife to her husband Scott, stepmom to Grace & Meredith, and work from home dog mom to Stanly and Boomer. In her spare time, she watches true crime tv, sings karaoke, and tends to her organic vegetable garden.    Looking back, can you identify project management skills and traits starting in childhood? She sees it in a different way because she has ADHD that wasn’t discovered until she was in her 20s Because of that, she had to create systems that worked for her to be able to function Now, she uses that with her visionary clients who are a somewhat scattered to “coral the chaos” and support them and translate to their team A lot of times we don’t see our gifts for the gifts that they are because our gifts are often the things that come easiest to us   “When you can unearth those gifts and realize they are true gifts that are marketable, the sky's the limit.”   When you first started out, did project management have a place in your service offerings? Absolutely. She started out as a general VA and quickly transitioned to a tech VA Quickly realized she was in the driver's seat out of necessity because there was so much her clients didn’t know She knew that experience is something that comes with time, and she also knew she could figure things out How does project management lead to launch management? She started the Launch Manager Certification because she was providing a lot of launch services in her own agency and noticed that there was a huge difference between the project managers on her team who had an understanding of launches vs. strictly project management skills The ones who understood launches could look at deliverables and articulate to the team what need to be changed The understood launch language She thinks of launching as a specialty within project management Who is the Launch Manager Certification best suited for? For people who are already established in the online space Someone who understands the common launch language Someone who already has the groundwork laid (such as a DOO, Project Manager, OBM, or a Tech VA) and is now ready to specialize Doesn’t require that you have done a ton of launch work already, but you need to understand that there will be a steep learning curve if you haven’t Launches are often high pressure, and those who thrive off of the pressure cooker environment do well Those with an adventurous spirit who wants to figure things out, and is ok with making the wrong decision Someone who collaborates and communicates well  What are some common mistakes that happen when project managers step in as launch managers? Not managing timelines from the beginning; you need 8 weeks to execute a launch plan Can’t allow client to dictate the timeline Not managing expectations of clients based on audience size, engagement, and the groundwork that has already been laid Remember that you are not responsible for the outcome of the launch in terms of revenue; you are there to support your client operationally, and it's up to your client to sell “the thing” The Launch Manager Certification program details 3 month certification program 3 cohorts every year, next one starts in Jan 2022 Doors close in a few weeks, check it out! List Natalie as the referral source   Weekly Ops Activity: Tell us inside of the Ops Insiders Group: What type of launches have you managed? Stay Connected: Subscribe on your favorite podcast app.    Join the Ops Insiders Facebook Community: [convertkit form=5271754] Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram

Do you regularly let the people in your world know how much you appreciate their support of your business?                                                                                                                     Today we are talking about gratitude. This time of year, small business owners shift their focus to start preparing for the upcoming holidays. Often, we are trying to find the equilibrium for all of the family obligations that are ahead. The time we are spending in our business are usually spent in 2 areas:  Delivering on our services Wrapping up the end of the year and/or vision casting for the new year While all of that is good, it is definitely a season of blessings. Gratitude should be a part of your leadership all year long, but if it's not, this is the best season to start! For full show notes, visit theopsauthority.com/podcast/124.

Do you have a mentor? Someone who has helped you transform your business in a way you never thought possible? Today, I’m speaking with one of the most instrumental people in my journey as a business owner. She has changed my family trajectory and given me the blessing of leading a business in a really organic way. Kelly Roach is a mentor and friend who has been a strong force in my six year business journey.  Kelly is the CEO of one of just a handful of 8-figure, female-founded companies in the online space.  For full show notes, visit theopsauthority.com/podcast/123.     

Do you consider yourself emotionally intelligent? How do you measure emotional intelligence, and how can you use it to your benefit as an entrepreneur? Today, I’m speaking with Cindy Sparrow about emotional intelligence. Specifically, what emotional intelligence is, and how we change as we grow. What is Emotional Intelligence? A set of social and emotional skills that influence how we view ourselves, our world, and how we respond to and impact the people and systems around us How we use emotional information and in an effective and meaningful way  Emotions and thought happen at the same time so emotional intelligence is an essential life skill For full show notes, visit theopsauthority.com/podcast/122.  

Are you confused about what type of work a Director of Operations does? Are you wondering if the DOO certification program is for you? I am thrilled to bring you one of my greatest confidants and friends, and a big part of our community, Amy Lockrin. Today we will be talking about what a DOO does inside of a business.  Amy Lockrin is an Operations Strategist and Coach who partners with female entrepreneurs who want more — more freedom, more success, and honestly, a lot more fun in their business! She works with amazing women who are ready to ditch the overwhelm that comes with being in charge of all of the things and fully step into their role as a CEO (not the super-stressed, overworked kind, but one who has control of her business, her time and unlimited financial potential!). She shares actionable tactics weekly on her podcast for service providers, Frazzled to Focused, daily on Instagram as she navigates supporting her clients and raising two spunky kids, or via her site: amylockrin.com   For full show notes, visit www.theopsauthority.com/episode120.

Have you ever taken a personality assessment? If so, how have you integrated the results into your business model or your career path? Today we are talking all about personality assessments, and how you can use them as you are growing in your business and navigating your career. We’ve been talking specifically about three parts of the brain. Last episode we spoke about the conative portion, which is the “doing” part of the brain. Today we’re going to look at the affective part and how that plays into your business or team. For full show notes visit www.theopsauthority.com/podcast/119.

Do you know how to interpret Kolbe scores, and how to use them to build a strong team?  Today we are continuing our conversation on the Kolbe assessment. I’m speaking with Eryn Morgan, and we are going to focus the conversation on how to use the info that we get from Kolbe to build your team. Eryn Morgan is a Kolbe Certified™ Business Consultant (4 4 8 3) who helps CEOs of creative businesses strengthen their leadership skills so they can sustainably grow their companies. She believes that cookie cutters belong in bakeries, so she partners with her clients to create customized solutions that match their goals and their Kolbe strengths. Eryn uses industry-leading conative tools, blended with her decades of real-life experience, quickstart adaptability, and laser-focused improvisational teaching style to help each client increase their company productivity and profitability. To get connected with Eryn, visit her website at ErynMorgan.com and grab your copy of her CEO Checklist. With it you'll quickly identify the small shifts you can make today that will put you on the road to becoming a clearer, more powerful decision maker and CEO. For the full show notes, visit theopsauthority.com/podcast/118. 

How do you take action, and why is it important to recognize your strengths in this area? Today we are focusing on letting your unique strengths guide your career and your business growth. The Kolbe index is the tool we leverage here at The Ops Authority to help people understand what their unique strengths are.  For full show notes go to theopsauthority.com/podcast/117.

If you’ve ever wondered if there’s a way to find a better fit for your business future while also creating an incredible experience for your clients, I’ve got good news.    Today I am interviewing one of my rockstar students, Claire Grace. She will be talking about her journey and how her life has been impacted since joining the Director of Operations (DOO) certification program. She shares how the certification allowed her to create a next level experience for her clients while also being a better fit for her life.   For the full show notes, visit theopsauthority.com/podcast/116.   Meet Claire Claire is a Certified Director of Operations and founder of The Assistant Quarters a UK VA & OBM Agency. Claire's journey to starting her own business is typical of many others. She had her first child in 2013 and just as her daughter was about to start school, she was made redundant from her 15+ year corporate career in Banking.    That unexpected turn of events gave her the nudge (and financial buffer!) to finally launch her own business as a Virtual Assistant. The goal, to work with ambitious female founders, be more present as a mother with the flexibility of working on her terms, without the stresses of a London commute.    Since launching in 2017, Claire quickly started to grow a team and rather organically grew The Assistant Quarters into a small VA Agency. In turn, transitioning her own 1:1 client offering from that of VA to OBM/ Ops Manager by bringing together a strong and skilled team of VAs with a range of specialisms to support clients to handle day-to-day ops support and implementation. Drawing on her experience of managing remote teams and her time in Project Management and Business Management roles, she realized her real passion was sparked in her work with clients to define their business strategy, nail their business operations and build strong teams.    Whilst on maternity leave with her second child in 2020 during lockdown, Claire signed up to the DOO Program, knowing that she and her business were ready to grow even further. She currently works with a small number of clients 1:1 as their DOO and offers her popular Business Freedom Formula Strategy Sessions. The DOO Programme has renewed her confidence and energy and she has exciting plans to further grow her Agency in 2021 and beyond.  What is your background? Was with the same company for 15 years, in all different kinds of roles: project management, ops roles, and executive administration Her hour commute was becoming difficult due to having a young child Banking in the UK goes through routine restructuring, and once her job was made redundant, she took the opportunity to look into becoming a VA She hasn’t looked back, and would never go back to a corporate job Was solo for about 3-4 months, then hired an accountant and an associate around month 5   What was the journey from starting out as a VA to hiring your first associate to starting the DOO program? Came across the concept of an online business manager (OBM), and felt more aligned with that skill set rather than a VA Has been in business for 4.5 years Came across the DOO program and felt aligned with that skill set and it seemed like the next logical step   What intrigued you about the DOO certification? The opportunity to uplevel her strategy sessions Using the Strategic Mapping she would be able to enhance this service Felt like a much better fit for where she wanted to head after the birth of her 2nd child   “This felt like such a much better fit for where I was heading after having my second child.” - Claire Grace   How did you integrate the Strategic Mapping™ with your new and existing clients? Initially started to talk with her current clients, and offered it to a few at a discounted rate to test the process Having the framework bolstered her confidence when she needed it Became much easier to sell confidently Went in depth with the script and the process from the beginning and kept refining it until it was her core service   How does the Strategic Mapping™ work as a product in your agency? A new client won’t come on board until they have a strategic mapping session with her unless they just need basic VA services If they are ready for an OBM or DOO, then this service is positioned up front so they can be really clear on what their priorities are Her sweet spot is in team hiring and business systems operations She secures the client, delivers the strategic mapping, then highlights some of the additional services they could benefit from. They will get a proposal for DOO short term supports, or accountability assistance, or an introduction into the team if they need VA support.    “There is no better way to scope a project than going through a Strategic Mapping™.” - Natalie Gingrich   Was there anything within the HR module that has really changed the way that you show up as an agency owner? She used to manage a remote team in her corporate career Going through the HR model made her reflect on how she could improve and how she wanted her team culture to be and how she wanted to show up as a leader   What gave you the permission to say yes to this investment? When she was first introduced to the program, lockdown had taken quite a hit on her ability to work, and she had to take a leap of faith  She had faith in her connections’ feedback about the program and read other testimonials and felt like this would be a good fit She wanted to be surrounded by other OBMs and VAs who were leveling up, and a business coach who specialized in operations What is next for you? Wants to design a membership or course that will help people who have gone through strategic mapping to take the next steps   Any advice for those thinking of joining the DOO certification program? Go for it! It has been the best investment she has made Have faith that coaches are there to support you, especially if you fall behind in the modules Don’t just think of it as the just a program and certification, there is an entire community there to support you   “I wouldn’t have the business I have now if I hadn’t made this leap.” - Claire Grace Connect with Claire Instagram   Previous Episodes Mentioned Episode 113: Results Matter: Why Quality Programs Focus on the Results of Their Students Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/116.

What's wrong with finding a guru, and following their business-in-a-box model? Today we are talking about why it's important to build a business that fits both your personality and your skills. We are opening up a new series for the next few weeks that will help you to create a vision for the types of business models that are available to you.    Two things you must remember: No 2 business are the same Your business will not be the same 6 months from now The Best Business For You As a young girl, I was raised by parents who had a brick and mortar business in the advertising specialities sector. When I dreamt of what type of business I may have one day, I literally couldn’t see past a product based brick and mortar business. Of course commerce has changed a ton since then, but I limited myself to that style of making money. My vision followed a model I trusted. As I went to school, a theme of helping came out, and the careers I had were in nursing, fitness, teaching, and leading teams. I explored these and landed at a fortune 150 company for 15 years, where I did a lot of leading, mentoring, and developing talent. These were roles that complimented my soft skills, and I flourished in this work. Luckily, I had the opportunity to walk away from that phase and when I did I immediately knew I was going to have my own business.  “I craved the ability to create a legacy for my family as well as flexibility in work hours.” I  flirted with the idea of a brick and mortar business because I knew the power of product models. But when I did deep work and thought about what fueled me in my professional career, it was service and using my soft skills of empathy, leadership, relationships, and development. What better way to leverage these through a service based model? Then the online world was presented to me.  “I started to look at the entrepreneurial world with much more complexity because it wasn’t just service based or brick and mortar.. there was a land of new options available to me.”  There were also dozens of people willing to take my money to teach me their model, framework, or path to 6 figures. I have started, grown, and scaled The Ops Authority in complete alignment with who I am, my gifts, what I desire, and the way I work best. I have built my own business which is different from any other person's business. It’s completely mine and this is exactly what I want for you. This series is about leveraging your personality, soft skills, and your innate way of working, to create a business that compliments you.   Assessments We love quizzes and assessments because they take a peek into our personality. Think about Myers Briggs, Disc, Enneagram, 16 Personalities, The Hogan Assessment and many more. These results show you more about your psychology and your behavioral tendencies. By knowing these parts of your personality, you can use this as data to help you design your specific business model. For example, if you’re more of an introvert, I recommend a 1:1 model. Marketing may be an uphill battle because you don’t want to be front and center. With a 1:1 model, you don’t have to have as many sales events and with just a few conversations, you can fill your business up. This model allows you to focus on fewer people and deeply serve. It also means your churn will be less. This is frequently what our Directors of Operations (DOO) choose, especially as they’re settling into business ownership. This is called a retainer model. Something else  that can help you become clear is the Kolbe index. This is different because it has nothing to do with personality but everything to do with action. The Kolbe looks specifically at your conative mind, which is the “doing” part of your brain. We’re going to dive deeper into the Kolbe system next week, but for starters it looks at 4 modes: fact finding, follow through, quick start, and implementation. “Personality may change, and will change over time but conation doesn’t.” If you’re a “quick start” on the Kolbe index, you probably have more vision and volume of ideas than others. It might be best to build a business with a supportive team to help you carry out those ideas. You also might leverage a funnel or have multiple offers, because you like complexity.  If you combine the two examples I’ve given you, an introvert and a quick start (looking at personality and natural action) this individual could create a business that will leverage paid and organic traffic to get the right prospects into a funnel to have a sales call, rather than someone who speaks on stages to build connection. See how that works? “I’m on fire to help our community build a business that aligns to them and their values but at the same time leveraging the vast tools available to us rather than copying someone else’s model.” For now you can learn a little bit more about the four business models available to service providers by taking our quiz at the theopsauthority.com/quiz.   “The right business model will bring you faster success, less stress, and more ease and confidence.”     Weekly Ops Activity Take the quiz and let us know your top result in our private Facebook community. I can't wait to see what your results are! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/115.

What do you do when a client relationship goes south? How do you go about ending a client relationship on good terms?   Today, we are talking about a part of business that can be scary and intimidating; how to break up with a client. All of us will eventually come across a situation we need to get out of, and I’m going to give you a 10-step process on how to escape a relationship that is no longer healthy. For the full show notes, go to theopsauthority.com/podcast/114. Why You Should Break Up Similar to dating, sparks fly at the beginning. But at some point (in some relationships), they stop. It doesn’t happen overnight, but something changes and you reach a point where you have to make a decision. Do I stay or do I go?  Now, let’s shift this scenario to business. At some point in every business relationship you’ll reach a point where it’s unhealthy, unfulfilling, clashes with your values, or holds you back from your greater potential. This is when you begin asking yourself if you should be in this relationship. When those feelings come over you, you begin looking for your exit plan. Today I'm going to guide you through how to professionally and respectfully exit the relationship.   How You Should Break Up 1. Get Clear on Why  Sometimes this is obvious, and other times it takes some introspection. I'm a fact finder and get confidence from pros and cons lists. You should start this process by knowing why you’re leaving. 2. Review Your Terms  Review the terms of your contract. What date is the contractual period ending? Do either of you  have terms that you need to be aware of? Even if there are terms, you can still proceed. 3. Firm Up Your Exit Date  You know the business, the terms, and the client, so you have the info you need to determine the date you’ll be leaving. Firm this up before disclosing your exit so you aren’t talked into or out of anything. 4. Define What You Will Deliver This is key and has been my differentiator in keeping former clients as referral partners and advocates of my work. Create a plan that outlines what you’ll accomplish in the stated time period (from step 3.)  “You rock project plans and your exit needs one.” The clearer you are with what you’ll accomplish, the less emotional it will be. You’ll also be more productive.  5. Know Your Audience Surely you’ve seen your client on good, bad, challenging, and successful days. Think about how they deal with difficult or tough conversations. I don’t know of many that want to lose amazing talent like you. As we prepare for the next step, anticipate how this “break up” conversation will go down.   6. Prepare for Conversation You’ve gathered the facts and done some thinking. Now it’s time for the planning. Most often, I script these out: Why I’m leaving What date I’m done Last payment info What they can expect from me in the timeframe Transition plan   7. How You Will Deliver Schedule a face to face meeting or phone conversation. Email or text may be an option, but keep in mind that it’s not the most professional.    8. Have the Conversation You’ve got this! Stick to the plan. It's a trusted plan with plenty of uses behind it. Of course you should be prepared for a response. With such a detailed plan, I've rarely run across a heated conversation.  “If you deliver with details and empathy, it increases your chances of being understood.” If it does go south, cut it short and follow up with an email.   9. Deliver on Your Promise Here’s where you turn into an undeniable professional! Regardless of why you’re leaving the clients business, remember the plan that you communicate and deliverables you promised. Meet and exceed every single one.  “Be a woman of your word: do what you say, and deliver with excellence.”   10. Send a Note This is extra, but something I think is necessary. At the end of the period, send them a handwritten note. Thank them for the opportunity, and outline all of the wins you have accomplished together, and any other anecdotal feedback.   Breaking up is hard to do, no doubt. But this process has helped me to stay firm and overdeliver while wrapping up. I always tell my Director of Operations community that we’re elevating the expectations of service providers and operations professionals. This is one part of how we can accomplish that!   Weekly Ops Activity Go into the Ops Insiders group and tell us: how can you articulate why you are leaving to a client so they hear it and don’t take offense?   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was first published at theopsauthority.com/podcast/114.  

When you decide to join an online course, what convinces you to invest? How do you determine if you're going to get that precious return on investment?    Today we are talking about how the best online programs are obsessed with results. There are a lot of different things we can look at as consumers of online products, courses, coaches, or masterminds… but the thing you need to do the most active research on is the results that they are getting for their customers. For the full show notes, go to theopsauthority.com/podcast/113.   Evidence of Real Results Results are the key ingredient that you need to consider when you are looking for the right program to invest in. It is far too easy to fall into the marketing traps of a one-size-fits-all formula.   Ask yourself: Does this solve a pain point that I’m currently having? Am I spending my resources because of the amazing marketing of the program or the attractiveness of the leader?   If the leader/teacher is an icon, are we taking the time to actually get to know them?  Does their teaching style resonate with you? Do you like/respect them? Does their presentation allow you to learn?   Make sure that you are purchasing for all the right reasons. You need to truly connect with the leader, but mostly you want to critically review the outcomes that they promise.  What do you get by working with them/participating with them?  What kind of results have they helped generate for their previous students?   When I look for training/coaches/programs, this is the biggest gap I see. This is why I have been hyper vigilant about defining and tracking the results for our Director of Operations (DOO) certification program.  In my path of learning and development, one of the things that was lacking was the gap in the promise of results. We have done this in a couple ways in the DOO program:   Every student has a coach Every single student is assigned a coach that they meet with one-on-one each  week. That coach fills in the gaps and serves as a resource for any questions that come up in the recorded trainings. This is related to the ROI that our students are having.    Experts in Key Areas We provide expert coaches in key areas, specifically in the areas of operations, leadership, and communication. Experts address the specific situations, questions, concerns that students have and this has made a big difference in getting specific (rather than generic) responses.   Develop Milestones We took the time to develop milestones in each of the tracks of our program. There are two different tracks in our program:    Employee track: If you are an employee in someone else's business, they can sponsor you to come through the program. There are 6 different milestones to accomplish to make sure you stay on track, and they are focused on confidence and leadership.   Business Builder track: This is for the service provider who wants to build a business and have multiple streams of income or multiple clients at one time. This track includes an additional 6 milestones to hit. We define milestones so that the business builder can achieve exactly what they want when they join us.    Ask for Feedback We continuously ask for feedback as people are going through the process and at the end of the program, relating to the content, coaches, and curriculum design. We make feedback an important part of the experience so that the students want to give us feedback. Since we were getting feedback more regularly, we started to make real time additions and adjustments based on what students need.    Facebook Community This is a real authentic group where people come in and ask questions, and are vulnerable with their experiences. It is a guarded safe group, and I love the way I see our community leveraging this asset. We are able to coach them through overwhelming situations that they don't feel like they can figure out by themselves.    They also have true access to me. So many programs advertise access to the leader, but once you get inside, that leader is nowhere to be found. This is one of the reasons we set a maximum number for each of the cohorts. I want to make sure I have access to know everyone's situation, and goals.  We build real, deep relationships with several layers… not just with your coach.   Give Access for Life I've had lots of advice on how to do this, but I want to make sure that students can come back to the content that they start to lack confidence in. They can come back and have access for life, and as we make improvements to the content, they get those.    “It’s important to me that results don’t stop when teaching stops.”   We want this to be a community that they can leverage, because they continuously pour into it and point out the gaps. This is the breeding ground for a strong program as well as  results for our students.   “I am obsessed with over-delivering and ensuring that our students get their return on their time, energy, vision, and investment.” By The Numbers We require results, and we only work with people who are hungry for them! Here are the real results that we have gotten for our students over the last few cohorts.   82% of our students have achieved up-leveling the avatar they desire 85% of our students have walked away with new offers 71% Get a full ROI within 6 months Students are bringing an average of $16,275 into their business within 6 months Our satisfaction rate is 92%, with over 200 students Our completion rate is 96% (as opposed to the online industry average of 15%!) Weekly Ops Activity Check out the program! We are accepting applications for round 11 right now.  If you have questions, you can ask them in our Facebook group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/113.

Do you want to hear more about the Director of Operations (DOO) certification program from someone who has gone through the program?   My guest today is certified DOO Sarah Khan, who has come through our Director of Operations certification program. Sarah has the ability to help people with leadership and business development, and I know you will enjoy her wisdom! For the full show notes, visit theopsauthority.com/podcast/112 Meet Sarah Sarah Khan is an operations strategist and consultant committed to busting the BS in the online service space. Her expertise is in bringing clarity to chaos by helping ex-corporate, visionary women business owners identify and prioritize clear action steps to achieve their goals, while managing all the moving pieces of their business. But her passion lies in rewiring corporate & employee mindset: the myths and "shoulds" of what it means to run a successful online business and the mental and emotional transition of moving from corporate employee to business owner in your own right. Through her grounded, pragmatic approach to business and leadership development, she sees through the FOMO, cuts out the "buts" and holds you accountable to your vision.   Sarah was in corporate for 15 years in the project management and executive coaching space, and then transitioned to higher education. When she became a mother, she was laid off, then laid off again after she had her second child. This made her want to rethink her devotion to her corporate career, but she didn’t consider entrepreneurship. She started dabbling in the online space as a VA, pivoted into the OBM space, and eventually made her way into the DOO certification program.    Interested in the DOO certification program? Fill out an application.   Connect with Sarah Workbook Facebook Instagram Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/112. 

Do you have trouble communicating honestly with your clients? Do you wonder what piece of the puzzle you are missing when it comes to building healthy, long-lasting client relationships?   Today we are talking about my #1 essential ingredient to having healthy mature client relationships. This is what so many people dream of, because their experiences are the exact opposite. They are used to unhealthy and immature client relationships.    Join us for a 5-day series coming up that’s all about scope creep. (You know, when your client(s) take over your entire life, or a project goes from simple to stressed?) Register here to join us on August 30th!   Building Healthy Relationships with Candor The word “candor” changed a lot of things for me. I have a long history of rising into formal and informal leadership roles, and behind all of that success is the concept of candor. I once had a tough boss who asked me to be less candid, and because of that I began to examine how I could grow in my career while still honoring and leveraging my gifts.    “Candor allowed me to build deep relationships, get authentic buy-in, helped me establish an open door policy, and be a respected leader.”   Candor is the quality of being open and honest in expression, and it was my special sauce. The problem is that it can get a bad rap because it is easily misunderstood and can imply that you are sassy or condescending. But it is the #1 ingredient in my success in having long healthy mature client relationships!   “If I’m not going to be honest, direct, frank, or open… how could I ever truly be an authentic partner?”   Candor has enabled me to build solid relationships and two-way communication with my leader and the teams I’m supporting. Two-way conversations are a huge piece of what we encourage in our Director of Operations (DOO) program because I believe it has the power to keep you happy, fulfilled, and to grow your business.    When it feels like you are going different directions in your relationships, candor will bring you back. When things need to be addressed, these conversations can happen with much greater ease. Scope creep will happen in both client relationships and projects, and when it does… candor is queen. I am convinced that we have high turnover in the online space because there is a lack of candor happening.    Are You Candid? Check in with yourself. Are you able to express your thoughts? Are you able to be open and honest with your expression? Continuously ask yourself this question.    Even in tough moments ask yourself what can you do to be honest and open? Sometimes it means delivering a hard message, but just because it's difficult doesn't mean it needs to be done in a negative way. You can still come with solutions, and kindness. I want to make sure that people don’t assume that candor has a negative connotation.    How Can You Add Candor? What can you do to add candor to your life?   Pick clients you align with. You ultimately get to choose who you will work with. You will naturally have greater ease when you are serving clients whom you align with.  Be bold and address gaps you are seeing. Take the reins and address the gaps, opportunities, shortcomings, and feedback. Have more conversations. Continuously get in front of your leader, and have thought provoking conversations, offer course corrections, and bring solutions. Have these conversations so they can begin to hear you better. Coach them and partner with them.  Reporting is fundamental for any service provider. Your leader wants to see what you have been up to, and it will facilitate conversations that should be rooted in candor. Ask for feedback. How are you doing, and where are your opportunities? By doing this, it shows them that you are open. Take that feedback and expand on it to make it a two-way conversation. “The ability to be candid is directly related to the quality of your client relationships.” Don’t forget to sign up for The Scope Creep Solution!   Weekly Ops Activity Tell me how you practice candor with your clients. Join us at our private FB community, and share an example of how you show candor in your relationships.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/111.    

Do you find it hard to establish and communicate boundaries with your clients?   Today, we are going to talk about why you need to set boundaries with your client or employer. The most successful relationships that I’ve had are those in which I've been able to show up as my true self, and have established boundaries. Not only did I have to do the work to define the boundaries, but I had to effectively communicate those boundaries. When I was able to do both of those things, I experienced the most fulfilling business relationships I’ve ever had.  Why You Need Boundaries in Your Business What is a boundary? It is a limit which you consider acceptable. There is no box you have to fit in, and there is no list of boundaries that will be applicable for everyone. You get to be the author, and your boundaries should come from what you value.   If you are thinking about all the relationships that haven’t been successful, a common theme was probably that you were under-appreciated and overworked. Overworking never produces an overly satisfied party. The over-striving to impress someone sucks your time and energy.   “A healthy relationship lends itself to a productive, effective, and highly communicative partnership.”   I want you to move from a place where you feel like an employee to the next level of that feeling of partnership. Being productive, effective, and communicative are met by having boundaries and having mutual respect for those boundaries. The win/win for you and your client is that you are able to show up and share your gifts, rather than carry the stress, questions, and worries.  So, let’s dive a little deeper into why boundaries are so important in the work you do.   You Come First You likely got into business because you want to do life on our own terms. You want to use your gifts and expertise and be able to show up authentically as you. These boundaries are going to be derivatives of your goals, dreams, values and vision.   You Deserve Balance We all have talked for years about the concept of work-life balance. After all of that work, the work-life balance is still elusive… especially in a corporate environment. If you are stepping out and doing business on your own, I want you to be balanced. The closest you will get to that is going to be the place you are the happiest with yourself, your family, and your work.    Take as Much as You Give You can easily get out of balance when you are overachieving or when you are not clear. Those things lead to overworking and burnout, which is the opposite of what balance looks like.   Your Mental Health Matters If you feel stressed, can’t sleep, or have a lack of exercise, all of this will lead to a place of poor mental health. These lack of boundaries can lead you to a place of being in a poor mental health space.    “No boundaries equals stress all of the time.”   High Performing Connections and Relationships When you have boundaries you have high performing connections and relationships. If you have been in a position where you have felt that you were never doing the right thing or never doing enough… it likely lacked an ease of communication. In this situation you will never have the feeling of high performance. When you have all of that chaos around you, it never feels like ease.    “When you have high performing connections, it builds a solid relationship and creates the best client relationships.” Stay Focused and Productive When Present When you have boundaries, you will stay focused and productive when present. Time is a boundary for most of us. If you put a boundary on your time and couple it with a healthy communicative relationship, then when you show up to work you will be focused and productive. You won’t have all of the emotions that will slow you down.   Avoid Uncomfortable Situations When you have boundaries you avoid uncomfortable situations and misunderstandings. Your clients can’t read your mind, so if you don’t clearly communicate your boundaries, there is no way a client can uphold them. They won’t be able to know if they are putting you in a situation that makes you feel uncomfortable. Love Your Work I want you to love your work, and honor your gifts. When you do this, you will experience less turnover. When you are seen for the great gifts you have, and are able to use your gifts, you will stay in that place for a lot longer. Finding new clients will always set you back, so minimize that by working with people who respect your boundaries.   “If you can go into a relationship where your boundaries are said, understood, and practiced, you will love your work in a different way.”  If this topic resonates with you (it should if you’re a service provider in any capacity), we have a 5-day series coming up and it’s all about scope creep. You know, when the time when your client or clients take over your entire life or a project goes from simple to stressed? Register here.    Weekly Ops Activity Evaluate the struggles you are currently experiencing with your client, write them down, and then write out a boundary statement that you can institute to minimize your struggle. Head over to the FB group and share it with us!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/110.

Have you had to deliver hard news to your client before? Do you shy away from being the bearer of bad news?    On today's episode, we are going to be talking about the 5 Ps to deliver an unexpected message to the leader of a business you are supporting. It is inevitable that throughout the course of a client relationship you are going to run across a situation that needs to be addressed. As a Director of Operations (DOO), part of the responsibility is to share feedback. The key is to be a communicator, and I hope these tips will equip you.   Imagine this scenario: you are on a team and the leader has shared a strategy and you and the team are working to implement. No one on the team believes in this strategy, and the buy in is super low. The hard part is that the leader has no idea. They are completely unaware that the team doesn’t support it. Because the team is made up of “yes ma'am” people, they aren't empowered to speak up. However, you have the ability and the responsibility to have a conversation about these things.   This isn’t easy, but it is necessary to be a leader in the business, for yourself, and in the industry. This type of leadership will set you apart, and you are changing the way the team or business sees you.    The 5 Ps These are the 5 things I go through to make sure I deliver a message with ease, and deliver it  in an approachable way where the leader will be open, and resist a negative response.   Perspective Gather perspective, gather your facts, and look at the trends in the industry or their business. Look at the root issues and always stay objective. Make sure it's not just you who feels that something is off, and that you aren’t framing questions in a way that gets you a response that will confirm your position.   Perspective will allow you to plan your message.   Plan Pull the facts that you have gathered from the perspective phase and create a plan. You need to have a plan around delivering this information. During this phase you will utilize documentation, and crystallize the facts.    “It's helpful to have something that allows you to remove the emotionality from it.”   Consider how the leader engages in conversation and feedback, and tailor the message around them. This is important to get the buy-in from the leader to be able to have a 2 way conversation. Private The delivery of this information needs to be private. If it is a group setting, it will feel like a pile-on, which never ends well. You want the leader to become aware of something so you two can collaborate to create change. Set up a meeting in one-on-one format and leverage the plan.  Proactive This message is unexpected for the leader. How they receive it depends on the personality type of the leader and how coachable they are. Take faster action than you typically would. You want to take fast, planned, methodical, analytical action. In other words, don't spend too much time on fact finding. This is part of you stepping up as a leader on your team.   “Being proactive is key to open, honest, effective, communication.”   Positive You don’t know how the leader will respond, so it's important to stay positive throughout the entire experience. Keep yourself in a positive place, meaning you are open minded and separate yourself from the message that you are delivering.   “Continue to be a positive force for the team after the message has been delivered.”   Your job is to point out the gaps and the root problems, but at the end of the day, the leader gets to do what they want with that information.  Weekly Ops Activity Head over to the Facebook group and let us know what are some of the scenarios when you delivered an unexpected piece of feedback to your client? Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/109.

Could a development program such as the Director of Operations certification benefit an employer or client you are already working with?    Today we are answering a question that we are frequently asked: How can I leverage my leader to financially assist with the cost of the Director of Operations (DOO) certification program (or another professional development program)?   Present Conditions Needed These are the conditions that need to be present before you ask anyone to contribute to your training and development.   You need to be in this business for at least 6 months, and have complete buy-in to the business. You need to deeply connect to the value and mission of the business you are supporting, and resonate with the leader's vision. You have already brought success to this business, and have set/met goals for them and with them. You will need to provide documentation such as the metrics/reporting to prove that you have contributed to the success of this business.  Do you have the intention of staying with this business for the next year? Make sure you have honest intentions to bring this business a ROI if they are investing in you. Do your research. Ensure that you are really invested in the program and the content that you are purchasing, and that it will be applicable to the growth plan of the company you are supporting.  Make sure you have time to commit to the program you are investing in.   The Proposal  You will need a proposal, and to be able to effectively communicate to the leader. What are the benefits of them sponsoring you? What are the benefits of you learning this new knowledge? This is the first thing you will need to include in your proposal.    Benefits of DOO program The content is operations focused. We focus on 5 key pillars: strategy, key performance indicators, project management, human resources, and finances. These will all be translated into their business. You will gain new ideas and frameworks that you can implement immediately. You will be able to perform case studies and activities on their business within the first 2 weeks of the program.  You will have access to a very specific community of subject matter experts, which gives an extra layer of support Retention rates: when businesses contribute to the people who have been good to them, the satisfaction rate is higher and leads to a mutually beneficial partnership, and less turnover You get to walk away with greater responsibility, and the ability to manage and lead.  Create a job description I want you to create a job description with the new skills you are going to learn. I want you to showcase how you are going to uplevel as a result of this training.  In the DOO program, as you go through each discipline you will be able to practice on your business so they will get immediate benefit.    The Facts  Research the program information: What are the dates When are thee meeting times How much time is needed from you  The price Check out directorofops.com to gather all of the necessary details.   The ROI The next part of your proposal is to show the expected ROI. How can you show the leader how their investment will contribute to a greater profit margin? If you can do this it’s very likely they will say yes.   How will these skills contribute to the bottom line?  How fast will you be able to get a full return on investment?   “We want the student, as well as their leader, to be overly satisfied.” All of this information is going to culminate into a formal proposal.   Communication Set up a meeting to deliver the proposal, and have a follow up email ready to go. Communication is key during this entire process. Be confident, eager, and have your facts together so the leader will say “Heck Yes!”   Payment Piece Propose that they pay some or all; you will need to use your discernment with this request. Be realistic and flexible, because there are a lot of different ways to do this.    Best of luck!   Weekly Ops Activity Head over to the Facebook group and let us know if you have a leader in mind who you are planning on asking to contribute to your learning and development.  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/108.

Have you mastered time management? If you’re not sure, ask yourself if you have set aside enough time to work on your own business (hint: you need more than you think).   My guest today is Amanda Warfield, who is here today to talk about the realities and the struggles of time management as a service provider.    Meet Amanda Amanda is a simplicity-focused time management & business strategist, and host of Chasing Simple - a podcast to help creative entrepreneurs uncomplicate their life and biz. She traded in her classroom lesson plans for speaking and educating creatives on sustainably enjoying work/life balance, and her clients and students have gained back time, energy, and mental clarity. Her mission is to help overwhelmed entrepreneurs take back their time and energy, so that they can stop trying to fit it all in, stop feeling guilty for spending time not being "productive" and stop feeling worn out and defeated at the end of each day. If her nose isn't in a book, you can find Amanda annoying her husband by slipping Disney into every conversation, or forcing her cats to snuggle.   One of the biggest problems she sees is that service providers fill their schedules with clients so they can make the money they want, but then they neglect their own businesses. This means they aren't growing, and they're stressed out.   A lot of times she hears people say that you should treat yourself as a client, but no matter what you do for your client, you are only doing one small part of their business. That is not enough time, and it leads to stress, overwhelm and burnout.   Four Steps To Time Management 1. Write down every single task that you have to do as the CEO of your business. Brain dump everything and make sure you include the things you outsource. Do this seasonally, because with every new season of life you have to have a new schedule. Give yourself a week or so to work on it.    “Whatever routines and schedules you create have an expiration date because when a new season of life comes along, they aren't going to work for you.” - Amanda Warfield   2. Group like with like. Take the whole list and start categorizing things. What tasks are similar enough to put you in the same brain space? The brain loves repetitive tasks, which puts you in a groove.    3. Pull out a blank schedule. Write down when you are available to work. Instead of asking how long a task will take, ask yourself how long you have to work on the task. .  4. Plot those categories into your schedule block. Are you working all day every day for your clients? How much time does it leave for you to work on your own business? Go back to your goals and realistically judge how many clients you need to have to meet your income goals. Compare it to your schedule and see if you need to raise your prices or reconfigure your packages in order to raise your prices. If you are spending more than 3 days a week working on client work, you aren’t going to have enough time to work on your own business.    One of the most common things that creeps up on us as entrepreneurs is marketing. We get overwhelmed with our podcast, blog, or youtube channel and experience burnout. If you can keep your client work to half of your work time, you will have time to work on the behind the scenes tasks. These are the things that will move the needle forward for you such as networking, administrative work, marketing, and visibility.   “Clients bring in the income, but they aren’t actually moving the needle forward in your business.” - Amanda Warfield   Taking on too many clients and then burning ourselves out is a challenge. How have you been able to navigate this?  Uses her 4 step system and decides when she can take on clients Got really clear on when she was setting aside time for clients, what her current packages looked like, and how many people she could take on  Asked herself “Did that get me to my goal?” Do expectations meet reality? So many of us expect to grow our businesses a lot faster than realistically possible “Are your goals realistic, or are they just going to stress you out?” - Amanda Warfield What are your tips on serving clients who require communication every day? Know when you are most productive  Utilize your energy and arrange work blocks to your advantage  Set aside 30 minutes a day to deal with email (and make sure to set expectations with your client)   “Give your best self to your own business.” - Amanda Warfield   “No one is going to take care of your growth in your business but you.” - Natalie Gingrich Any additional thoughts? When are you most productive during the week? During the day? Match your most brain power consuming activities to your most productive times of the day/week Work according to your energy levels; you don’t need to be a 5am person if you are more suited to working into the night   Weekly Ops Activity Do the exercise that Amanda shared, and let us know in the Facebook group: how many clients does your schedule allow for?   Previous Episodes Mentioned Episode 87: Planning Your Weekly Schedule Like a CEO Connect with Amanda: Instagram Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/107.

Does video scare you? Do you shy away from this amazing marketing tool because you don’t feel comfortable going live?   Alicia Henderson is my guest today, and we are talking all about video marketing. She has been in this business for a long time, and she knows that marketing and visibility can be a struggle for operators.   Meet Alicia Alicia helps women entrepreneurs leverage live video as high-ticket client lead magnets and create profitable livestreams so they can attract premium clients, scale their reach and increase their revenue while building businesses that revolve around their families and not the other way around.   Why is video so scary, and how do we overcome that? A lot of people feel like they have to have it all perfect We watch others and think they are killing it, and then we put things in our way so we don’t even start. For example:  I’m just starting out I don’t look good I don’t have something to say I talk too fast/too slow/have an accent Nobody knows my name It's really about addressing why you put these barriers in your way, and then asking yourself if you can make adjustments. You have to show up. Have something you can present where people can see you addressing their pain points.  Video cuts down the customer journey and helps them make the decision to buy from you.   “If you get on camera one time, who could that put you in front of?” - Alicia Henderson   “When you are watching a live video, you know almost instantaneously if this is your person.” - Natalie Gingrich How do you feel about pre-recorded vs. live video? The best way to build your connection with your audience is live video If you are hesitant, start out with prerecorded video to get comfortable Make sure you aren’t critiquing how you look; the point is to get comfortable on camera Notice your mannerisms How can you slow your speech down? Once you feel comfortable post a 3-5 minute video Next, hop on live… remember it is a conversation Monitor comments Ask questions and get feedback (which is great for your own marketing) What are the four things you should do on live video? Educate your audience: These are the things they need to know about your industry. Let them know things they should be doing, and the hottest tips about your industry.  Establish your expertise: Position yourself as an expert in your industry. Educate, not necessarily in a “how-to” manner, but a “what and why” manner. Build Community: Get to know our audience and let them get to know you. Sell: Live videos should sell and make offers. Don’t worry about what people think, selling is key to any business. Make sure you have a Call to Action (CTA) that leads the audience to take the next step with you. Remember that selling on a live video can look different: Sign up for this challenge Get my free offer Watch my free video service Download my template Have a sales conversation   “Every live video should be taking them to the next offer.” -  Alicia Henderson “If your content is binge-worthy, if you have educated and nurtured them… they will start to binge watch your videos.” Other Tips If people didn’t show up when you were live, remember that the replay viewers are key. If they know you went live, they will come, share, like and comment` Don’t forget that videos can be repurposed, so do not delete them! You want the videos to have a lifetime of use and of referrals  You can also use them on your website People love to see your journey from where you started Have good lighting and a clean area Be relatable    “Things don’t have to be perfect… the best action is imperfect action.” - Alicia Henderson   “I don’t want to work with somebody who is expecting perfection, because that is an expectation I can’t live up to.” - Natalie Gingrich Weekly Ops Activity Pick out one value that is really important to you, and go live to talk about why it is important to your business. Then come on over to the Facebook group and drop your link! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/106.

Do you get stuck in a state of comparison? Do you suffer imposter syndrome often?    Today we have Kelly Ruta, a dear friend, peer, and mentor who I am constantly learning and developing beside. Kelly is going to be sharing about leadership and mindset as this is her background. She has built a phenomenal business off the back of her experience.  Meet Kelly Kelly Sullivan Ruta is a former clinical psychotherapist of 2 decades who left the profession to raise the bar in the coaching industry with years of formal training, experience and expertise working with the human psyche. She is a sought-after speaker and CEO Development Strategist who helps entrepreneurs create safe and foundational psychological shifts that result in exponential business growth without sacrificing values, ethics or joy.   Kelly believes that women are being called to rise and lead like never before in modern history and entrepreneurs are perfectly positioned to create a massive healing impact on the planet. She seeks to positively impact women worldwide by teaching them to create personal mastery so they are confident, brave, and in COMMAND as they work through the messy phases of scaling and growth.   Kelly is a hardcore introvert, Starbucks addict, unapologetic Scorpio, and lover of all things beach. When she isn’t working, Kelly is hanging with her ride-or-die besties, has her head in a book or is with her husband and two sons, often at the baseball field.   Kelly is going to drop some serious wisdom for us today. When we are working around visionaries who work at triple the speed we do, we get into a state of comparison and sometimes that leads to imposter syndrome. We are going to talk about what that looks like for those of us in the service industry, such as Directors of Operations (DOO). We as humans hold ourselves back. What are some insights on ways to overcome this? What is actually going on is that when you start comparing or having doubt, inevitably you will arrive at “what is wrong with me”, which is a direct threat to everything that matters You are not alone in this; every single human has an ego, and you have to learn to understand it Your ego wants to maintain the status quo no matter what You have to create a new identity, and your ego wants nothing to do with that Your ego has some outstanding tactics to throw obstacles in your way so you can’t stretch yourself, and impostor syndrome is one of those ways “Just because you decided to step into a role; you don’t get to sidestep the human experience.” -Kelly Ruta   What is the work we need to do to overcome these safe spots? A lot of research shows that females receive lots of risk averse messaging I encourage women to do the deep inner work on your unconscious mind, your conscious mind, how you navigate your emotions, and how to create habits of behavior that serve your deeper desires What will set you apart from others is not the strategy or tactic you are using in your business, but  the person you are being when you come up with the strategy or implement it; it's about the person not the strategy   “It’s uncomfortable to change your behavior, because you start thinking about all the ‘what ifs’.”- Kelly Ruta How do we protect and grow ourselves and emotionally support our business brains? The slightest change in language makes a big difference… stop saying “or” and start saying “and.” We love to compartmentalize but business is not a good place to do this. Women have been fed cultural messages. We get a huge pat on the back for things like being Type A or being in constant action instead of consistent and intentional actions That leads to being a super woman or a failure Know when to slow down, and know when to be in consistent focused action and know how to dance between the two Figure out what you require to give your best   “Start saying “I choose to, I get to, I require.” -- Kelly Ruta   “You will never be able to do your absolute best work if you are not filling your own cup” -- Kelly Ruta When we need to unplug, how can we avoid feeling guilty or like things will fall apart without us? This is common, and these doubts will pop up because we often have been programed to feel that we don’t deserve it or that we are not worthy When you start feeling the messages that trigger guilt/worry/fear, develop a habit of “pause and observe” because when you observe with curiosity, you cannot occupy the same space as judgement.  It gives you just enough space to not personalize and internalize what is going on   “Curiosity and judgment do not share space.” -- Kelly Ruta   Tell us your experience having left the space of psychotherapy and moved into leadership coaching and support? She comes to the table a very flawed person with a lot of trauma She is very transparent about her history of abuse and PTSD because so many women are trying to do big bold things without addressing their previous traumas She shares this because she wants women to see what is possible  Got a degree in psychology and clinical social work, then 20 years of clinical experience Left the industry for coaching and was horrified about the lack of standards among coaches and influencers Serves people by bringing science, best practices, training, and education. Has a knowledge base with an demonstrable skill set Helps people work on their mental game, emotional game, decision making, creating habits, and overcoming blocks How to find Kelly Facebook Instagram Linkedin Kellyruta.com Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/105.

Do you feel like your business is taking an emotional toll on you?   Today we are talking about what to do when you are burned out in your business.    Tips to Combat Burnout Business is a grind, especially when you are starting out, establishing a name for yourself, and working to get clients. You are doing your best to deliver at your very best and it is a lot to manage. Most of us are doing this while we are managing a full life.    In today's episode I’m going to share some tips that I've personally leveraged when I’ve felt just plain burned out.   Evaluate your business model This is the first thing I want you to do when you start feeling burned out. Look at your business model and ask yourself if the business model you are working in today is serving you. Does this model match your value, your needs and your vision? Does it represent the needs you have today?   “People have aspirations for what the next version of themselves is, but they ignore what they need today.” Where Are You Spending Time? There are seven strategic objectives in a business. The seven pillars of are: financial steadiness, team growth, product suite, marketing and visibility, operational efficiencies, customer experience, and professional growth and development.   How are these showing up in your business? If you are a solopreneur, this is hard because you are personally trying to play all seven roles. In my business and corporate journey, this is where my burnout was coming from. It’s a heavy space.    I’ve found it helpful to prioritize the seven based on where my focus has to be right now. Prioritize the most important down to the least important. Make sure you save time in your schedule throughout the week to focus on the top three. You won't turn a blind eye to the others, but they are just less of a priority.  Evaluate Your Offers Early in business we create offers that reflect what other people want. Often operators are people pleasers, so our clients can talk us into what they want us to do. We are people who figure it out, and sometimes we say yes too often.   Reevaluate the offers you have. Does your offer represent your gifts, strengths and competencies? Now is the time to remove the services that don't reflect your gifts.   “When you start doing things that are outside of your zone of genius, they start to feel heavy and you start to resent them. This leads to overwhelm and burnout.”   If you have recently worked on your vision and are feeling stable, it might be time to update your offer by adjusting it to reflect the next version of yourself.  Create Balance To create balance I want you to minimize overworking. Beware of busywork.  As you move out of implementation and into the strategic level of business, you will find that busywork looks different..it's not necessarily about going through a checklist.   Busywork can lead to overworking. You never feel like everything is done, and only you know when it is time to turn it off and refocus. Make sure you set working hours for yourself, and that you don’t let the business dictate this. Find a way to make sure you have times when you are in the office and leaving the office.    Do a quick assessment. How many hours are you working each week and does that correlate to the needs you have? Are you still honoring your values and showing up as the person you want to be when you are working that volume? Uphold You Boundaries Make sure you are aware of your boundaries and that you are upholding them. If you have turned into a “yes” person then your boundaries are not cared for. Boundaries are the rules you create for yourself and they often come from your expectations and the values that you hold.   Do a quick assessment: Is a client or your offers bumping up against those boundaries that you have set? You want to be in alignment and build a business that feels good to you. If you are experiencing burnout from the work that you are doing, it might not be that the work isn’t right, it just might be that you are avoiding the things that we’ve gone over today.   Weekly Ops Activity Know what your primary goal(s) in business are, and set dedicated time to work on them every week. Make sure you let us know what they are in the Facebook group!   Previous Episodes Mentioned Episode 5: The Seven Pillars To Your Business Strategy   Episode Sponsor: As operators, one of our key roles is to keep the ship sailing for the businesses we support, and  a core component of that is to document systems and processes. Our visionary CEOs that we support don’t have the interest in doing this themselves, but they know it has to get done… which is where you come in.   There are lots of ways to document processes, but I want to share with you a powerful tool that I’ve used that I think you are going to love, called Sweet Process. It allows you to create systems and processes and then turn them into step-by-step instructions or a checklist. It also allows you to have a centralized place for anyone on your team to access your procedures and processes at any time.    The best way to know if Sweet Process works for you is to start using it! Access this for 28 days free of charge! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/104.

Do you make a habit out of buying courses? Do they accumulate because you never have time to finish one before another comes along that you absolutely need?   Today we are talking about one of our seven strategic objectives, which is growth and development.    Growth & Development Growth and development means learning, so today we are going to talk about how to balance our natural inclination to learning with taking action, because often we will get stuck in the place of learning and not executing.    The reason we love growth and development is because it is an expansion of ourself and our business.  Balancing Learning and Action Our community tends to be high fact finders meaning we love to accumulate knowledge.  We tell ourselves we have to be more and have more… and we experience loads of FOMO.   We tell ourselves that things aren’t going to work out unless we learn or buy or continue to acclimate ourselves to a new market, concept or platform.    We are perfectionists, and we desire excellence. We want to learn, learn, learn so we can “master” the concept or method... but this puts us in a state of inaction.   We are also slow to implement, and that makes us really good planners, but we don’t take as fast of action behind our own businesses.    “We love creating the plans for other people's businesses because there is less risk.”    Today I’m going to help you take the learnings you have accumulated already and put them into action.    Create a Game Plan As a community of service providers you're familiar with scope creep. It’s when you are working on a project and the requests keep coming in. You have already planned things out but now the leader/team continues to request new things in addition to the plan you‘ve already begun to implement. You are overloading and can't find time to make the existing plan work let alone all the new requests.    “If you don’t create a game plan and advocate for yourself you are going to end up dissatisfied and burned out.”   You need to create a game plan for learning also, just as you would in this scope creep example. Do not allow scope creep in learning to take place. Delivery You are wired to deliver and overdeliver for your clients. You have the gift of service so exceeding expectations will give you the best results and the most “feel good.”  Focus on your clients, because if you lack in this area, you will feel resistance and the doubt will creep in.    “When you are hyper-focused on learning, you may run the risk of decreasing the quality of service you are giving your clients.”    You want to prioritize delivery over learning. Put the focus on your clients first, because that's who pays you.   Money We are in business to make money, and you have the skills to be successful. Learning new methods will help you accentuate success, but you can’t get stuck in an overlearning pattern because you will become paralyzed and slow down your action for your clients . The net-net of that is decreased revenue because you aren’t doing what needs to be done in their business.   If you are not doing what it takes to be successful, then you won’t be able to move your clients along on their customer journey because you aren’t giving them what you want..   “The most important thing in a service based business is to serve the client that you have right now, perfect it, and then serve them greater.”    If you aren't doing this, you are running the risk of hurting  the revenue you do have.   Learning Costs. If you keep pouring into new courses and coaching you dip into your profit margins. Use what you have first, and protect your profit at all costs.   New investments are costly. I want you to execute on every thing you have before you add anything new. Make a folder where you include everything you have ever purchased. This will help you audit your courses .    “Utilize what you already have to move your business forward.”   You will be able to serve your clients better if you prioritize their experience over accumulating new things that you already have access to. I want you to bring additional profits into your business, which means using what you have to move your business forward! Weekly Ops Activity Create a training hub--a spreadsheet or folder of classes that you have purchased and start investing time into what you have already spent money on.  Episode Sponsor: As operators, one of our key roles is to keep the ship sailing for the businesses we support, and  a core component of that is to document systems and processes. Our visionary CEOs that we support don’t have the interest in doing this themselves, but they know it has to get done… which is where you come in.   There are lots of ways to document processes, but I want to share with you a powerful tool that I’ve used that I think you are going to love, called Sweet Process. It allows you to create systems and processes and then turn them into step-by-step instructions or a checklist. It also allows you to have a centralized place for anyone on your team to access your procedures and processes at any time.    The best way to know if Sweet Process works for you is to start using it! Access this for 28 days free of charge! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/103.

Are you a natural visionary, or do you have difficulty dreaming big? Today we are talking about how to dream big when you aren’t wired to be a big visionary thinker. Dreaming Big How do you dream big when you're wired to plan small? I want to dream bigger, but I’m wired to be a support system and a servant of other people and it often leads me to dream small. Maybe you are the same way, and you aren't comfortable with the big futuristic dreams. You're telling yourself that since you are an operator you can’t dream big, but that's just a lie. You can dream big, it’s just uncomfortable for people who are wired in this way.    I’ve had to work on this myself, so I wanted to share with you how I’ve broken out of this thinking.   Don’t Buy the Lie Telling yourself that you can’t dream big is just a lie; we can dream just like anyone else! We all grew up dreaming about what we could be. Just because we are operators doesn’t mean that we have zero percent vision.   “Our mind wants to protect us into thinking small because it's very safe.”   I am a risk averse person. I love to be second in command because it protects me as I am executing on someone else's dream. But if we are going to be in business for ourselves we will have to lean into the same things that we are helping our visionaries with. We have to flip the script and dream bigger than we ever have before.   Finding the Time You need time to make this happen, and because we aren’t wired this way immediately it will take us some time to settle in. The biggest struggle is that you can’t really control when these big dreams are going to come. You are not going to be able to plan this out on your calendar… it just doesn’t work that way. Know that it takes time.   Space For me, the best dreaming has come outside of the places I frequent. I need a new environment and a new space, which allows me not to be confined to the typical things that I usually think of. If I want to think new thoughts and expand where I am, I need to leave the four walls of my office.   Leverage your community I love hearing about other people's businesses. I’m not looking to copy them, but I love learning about all of the options that are out there. I am part of a mastermind, which is my safe space to run to when I have big ideas. They also call me out when I’m dreaming too small. Having that community who are able to call me out and guide me when I am thinking too small is so valuable. You need a small and mighty community to lean on.    Why is dreaming a big deal? The same thing day after day is just not going to be fulfilling long term. You also run the risk of being outpaced by your competitors. If you don’t continue to push the needle you may fall out of love with what you are doing and building.    “I am certain that your big dream becomes your vision, and your vision becomes your plan.”   We all love plans. So if you don't have new plans that you are creating, you will get stagnant,  and boredom in business is not a good combination. It is a challenge for operators to have that big visionary thinking, but it doesn’t mean you are incapable of dreaming big.    I love consistency and methodical action, but if I do it inside of my own business, I’m going to get tired of it. This will lead to monotony and will constrict where you are going long term. You have to think bigger to avoid burnout and boredom.    5 Tips to Thinking Bigger Give yourself 5 years.  Start your thoughts with “By 2026, I will…” This puts you in a safe, defined container, but you are still able to see outside of today.   Start With You Rather Than the Business.  It’s much easier to think about what our personal life is going to look like in five years because it's time bound. Think about you before the business and if there are things you want to accomplish in your personal life.   What Needs to Happen? What does your business need to look like if you want to make those personal things happen? This applies specifically to a lifestyle business. What do you need to generate and what does the business need to look like?  Does your business model change?  What if it Worked? If everything went better than imagined? What success would you have? What would you accomplish? What would your business look like?    Don't go directly to planning.  Sit with this big vision for a few weeks or months. When you feel like you can finally voice this new vision, then you can start planning. When it starts to feel safe, put the plans in writing and they will become more powerful once you get to the point where you can speak them.   “Give yourself the space and grace to create the dream before you start breaking it down.” Weekly Ops Activity Come into our facebook group and let us know... if everything went according to plan, what is one success that you would have in the next 5 years of your business?   Episode Sponsor: As operators, one of our key roles is to keep the ship sailing for the businesses we support, and a core component of that is to document systems and processes. Our visionary CEOs that we support don’t have the interest in doing this themselves, but they know it has to get done… which is where you come in.   There are lots of ways to document processes, but I want to share with you a powerful tool that I’ve used that I think you are going to love, called Sweet Process. It allows you to create systems and processes and then turn them into step-by-step instructions or a checklist. It also allows you to have a centralized place for anyone on your team to access your procedures and processes at any time.    The best way to know if Sweet Process works for you is to start using it! Access this for 28 days free of charge!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/102.

Are you looking for long term clients? Most of us are, but how do you keep clients for the long haul? I think you are going to love this interview today, with my peer and friend Hallie Agostinelli. Our experiences are so similar, and they possibly mirror many of your experiences as well.   Hallie Agostinelli is the founder of Virtual Matters, a company serving the online business community through remote assistance. She is also the co-founder of Launch Leaders Academy where she mentors and trains other virtual assistants on how to build a solid, profitable VA business.   Prior to starting her own business, Hallie had over 30 years in the traditional workforce, including powerhouse companies Wells Fargo Home Mortgage and BNI, a global networking organization. She credits her love for extreme client care to her first job with Marriott Hotels & Resorts.   Hallie is talking about the special ingredient that makes her shine and stand out to her clients. She has expanded out of one-to-one client care and has built an educational company in which she is teaching others to do what she has done successfully.   As she has expanded, she has taken a good look at herself to figure out what makes her different. This meant that she reached out to several of her clients who provided her with referrals again and again.    They told her that she goes beyond the checklist.  As a Director of Operations (DOO), this is the key to recurring revenue and not having to spend more and more money on marketing. Today's episode will show you how to keep clients for life and how to go beyond that checklist.   Meet Hallie Halie is a dear friend and a peer in this space and I am so excited to have my community learn from her. Many of you are on the same journey, turning your service provider business into learning and opportunity, and leading the way for other people.   How Did You Get To This Place? Everywhere she worked, she had excelled and advanced faster than expected During COVID, she started as a VA with one client, as a side job Saw the opportunity to expand, and within one year she went from one part time client to a multiple six-figure business specializing in launch support Had a client tell her that she just does “more,” meaning, she goes beyond the checklist Ex: giving strategy or advice above and beyond the scope of work  She came up with a list of ways she could go above and beyond, in order to set herself apart She never finished college, and carried the embarrassment of that We think we need to have all of these qualifications to be successful, but she realized that her competence was more valuable “I am the best #2 you could ever want in an organization, and when I realized that, it didn't matter what degree I had.” - Hallie Agostinelli Soft Skills Empathy is her superpower. She feels the clients work is her work and she is invested in their outcomes and success Empathy can be learned, but there is a balance; you can’t take things too personally Ownership: if someone is unhappy with you,you can vent for 1 minute… and then move on and figure out your part in the solution Angling for a better way: figuring out what systems could be done differently or better She takes the ego out of the process and is always looking for a better solution Hustle is looked at as negative, but she is not afraid of hard work There is a hustle needed to accomplish a particular level of service The little bit of extra time put in keeps clients coming back Ask yourself “What else does this need to take it to the next level?”   “A high performing Director of Operations does everything they can in the first 30 days to create 2-way communication.” - Natalie Gingrich   “It doesn’t matter how long something takes, it needs to be done the right way.” - HallieAgostinelli Be a good human: remember that you are interacting with other humans  Have concern, communicate in a cooperative and supportive way, be kind Give grace and be honest; establish a great relationship in which you take the work seriously and honor each other It is evident when people are not a good fit; pay attention to red flags and realize it’s okay not to enter into a relationship with just anyone Connect with Hallie Instagram  Facebook group   Episode Sponsor: As operators, one of our key roles is to keep the ship sailing for the businesses we support, and a core component of that is to document systems and processes. Our visionary CEOs that we support don’t have the interest in doing this themselves, but they know it has to get done… which is where you come in.   There are lots of ways to document processes, but I want to share with you a powerful tool that I’ve used that I think you are going to love, called Sweet Process. It allows you to create systems and processes and then turn them into step-by-step instructions or a checklist. It also allows you to have a centralized place for anyone on your team to access your procedures and processes at any time.    The best way to know if Sweet Process works for you is to start using it! Access this for 28 days free of charge! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at www.theopsauthority.com/podcast/101.

What has changed at The Ops Authority over the last two years since the podcast began?    Today we are celebrating episode 100!  It has been two years of creating content and sharing our hearts and vision with you. It has been quite a journey and that's what we are focusing on today!   The Evolution Through 100 Episodes I want to share the changes we have made since we started in July 2019 and just how we have evolved. Small and online business is such an emerging place to be. It moves and transforms so fast, and change is inevitable!   Where We Started In July 2019, we had just rebranded and done a lot of work to get really clear about what The Ops Authority was going to become. We had done some branding work, built a new website, and also started our new Facebook group that paralleled the podcast.    Personally I was working 40-50 hours/week in my business and wasn’t quite at my ideal stage yet.   From a product perspective I had six different products: One to one services in a retainer model A course The A-team group coaching program The Director of Operations Certification program CEO coaching Consulting “I was beginning to see that I could be a conduit of transformation in a variety of sizes of businesses and in different industries.”   The biggest change I’ve made is the massive simplification. In the last two years, I’ve gone from six products down to one solid product. We moved our business model into a product only model. The only thing we sell is our Director of Operations (DOO) certification program.   Because we had taken the opportunity to niche down into just one product and one avatar, I was able to double down on our marketing and delivery, build good relationships, and expand our team.   Five Star Reviews This is the feedback that keeps me going! It fills me up and fuels me to keep coming back and doing this every single week.   “Every time I have something I’m trying to figure out in my or my client's business, I always check and see whether Natalie has an episode about it…” - Megan, Apple Podcast reviewer   “Natalie has a way of not only making the details of running a business make sense, but also making them handleable. By taking her advice and using her methods my business has grown by leaps and bounds and I’m more confident than ever.  She’s the person you want training the  people who run your business, whether that's you or one of the COOs who go through her program.” - DLCM70, Apple Podcast reviewer   I appreciate these reviews so much, and nothing would make me happier than if you would gift me a five star rating on Apple Podcasts. If you don’t know how to do this, we have created directions (scroll to the bottom) for you.  Marketing The podcast is something that my Director of Marketing had been urging me to do for almost 2 years. Creating content for this podcast has been easy, and I’ve also been a guest on so many other podcasts over this last year. I’ve had a dedicated focus on using audio format and allowing it to drive a lot of our marketing.   We began using the live launch method in which I use a conversion event (master class or 5 day launch) where I teach, and that is the way in which I get people to come into our environment. I want people to get to know who I am and what they will be investing in so that they feel really confident.    We launch our DOO program five times per year, which is more than double than when we started. It allows us to deepen the impact that we have in businesses, as well as watching DOOs exponentially grow their businesses.    Our Facebook group has become an extension of our brand. It's where we talk about content, but also where people are able to post jobs for operators. I really enjoy contributing to other women who are trying to build their business and leverage their operational skills.    We have less focus on opt-ins than we used to. Opt-ins used to be a big part of us, but we are no longer relying on them to move people from cold to warm. We may use one to move people into live launches, but in that case I’m really showing up organically and naturally to move them through our experience.    We also have a different approach to social media. It is not about having a big social media calendar, but instead we are being consistent and engaging. This podcast has been a huge driver and brought in a lot of cold people, who are able to see who we really are, what drives us, what we do, and how we show up.    “Hopefully you can hear my heart every week in one of these 100 podcasts.” Service We doubled down on our delivery. When we simplified our model and went from six products to one, I knew that we would have many fewer distractions.    “My heart is in the delivery.”    That is where I show up best, where the relationships are built, and transformations begin to happen. I can show up as a coach and guide someone in a group setting, but I still want them to feel like it's a one on one interaction. I can show up better and stronger because I’m not trying to do six different things.   As we have scaled, we have brought on a full coaching staff. We have 14 people in addition to me that are helping me from an accountability or an expert coaching perspective with every single cohort that comes through.    I’m not the end all be all of operations, but my gift is to come in and show other people frameworks, methodology, success stories, and things to look out for as they are building and growing in their role as operators. It was very important to me to partner with other women who had the same amount of success. We have updated our program structure. We asked for feedback from DOOs because we truly want to know. Two years ago we would not have been able to make the changes that anyone was recommending, but with this team of women behind me I have been able to ask and act on feedback.    Our team looks wildly different than it did when I started this podcast. Our business and team has been built out, which has allowed us to reinvest back into the team. We have 3 distinct departments: marketing, operations, and delivery.    It's so endearing to know that this podcast has been able to have a ripple effect on you, your business, the way you navigate operations, and the way you have upleveled your career… it means the world to me!   Weekly Ops Activity Please make sure to give us a rating and review (scroll to the bottom) on Apple Podcasts. Post the screenshot of your review in the Facebook group, and you will be getting a very special prize!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/100.

Are you struggling to figure out how to serve more than one client in an efficient way?   Today we are talking about how to build a predictable schedule that allows you to serve multiple clients.   If you are a service provider you are probably doing fractional work. Working in a fractional capacity means that you spend a fraction of your time working with multiple clients. Think in terms of a pie, in which each client represents a slice. Each client may not be the same weight (size), but it will help you visualize a fractional capacity. Most of us start out this way as service based providers.   5 Steps to Building a Predictable Schedule These tips will allow you to have greater ease in your schedule and be the leader that you desire to be. A great downfall of not building a schedule that supports your client load is that you feel defeated.   “When we don't feel like we are in a place where we can show up and lead the client, we start to feel defeated.”   I want you to stay on track as you build a business that reflects the vision that you have set for yourself. Statement of Work & Project Plan You need a very clear statement of work and an up-to-date project plan for every client. This defines what you do, and when you expect to deliver it. Understand what you have committed to, which will allow you to have incredible communication.    If you have a really strong project plan for every piece of the statement of work, this will allow you to estimate the number of hours you will work in a client's business during the week. It's also going to help you set boundaries, and will help you understand when you need to push back and be very candid with the client.   Project Management Tool You also need a solid project management tool.    “The best project management tool is the tool that you actually use.”    The important part of a project management tool is that it allows you to prioritize tasks. Since you have to do that for multiple clients, you want to make sure you have a project plan and an appropriate tool to assist you.   You will also be able to see visually what you need to tackle when you have the time available for it.   Free Time I want you to keep 20% of your time designated as “FREE TIME.” This will help you when things come up, and things will come up especially when you are in a support role inside of a business. It is very hard to do this but it will allow you to exceed client expectations and meet the expectations that you have for yourself.    What happens when you don’t do it? Things pop up in projects and become urgent, and if you've already worked your amount of designated hours, you might just be out of luck. If you keep the 20% free, it's not dipping into your personal time.  Time Block You need to time block for multiple clients. Each of them have their own set of commands and demands, and we want to make sure that you are able to deliver on that statement of work. The most effective way for you to do this is to set up time blocks in your calendar.   You can do this in one of two ways. You could set up a whole day dedicated to a certain client as a daily client time block, OR you could set it up so that each client gets a few hours a day.    If you don't do this, the client that is the most demanding tends to win. They get the bulk of your time and attention, and the remaining clients feel when you are not present.    Create a Communication Plan At the end of every shift, send the client an update and touch base with them. This way they will know what has been accomplished, which will alleviate any type of miscommunication that could come up as a result of working with multiple clients. It will also ensure that there are less surprises.    Communication plans are not just reporting on what has been done, but also setting expectations so that they know when you are going to be working in their business. You don't want the client to think you are working in their business all of the time or that they are the only client you are serving. It's important to be up front with them that you will be working in their business at a specific time. Most of the time this will help you get ahead of problems.   These tips will allow you to start to transform and lead with real integrity, and honor the client relationships you have built!   Weekly Ops Activity Tell us how you block your time, daily or recurring. Let us know inside the Facebook group!   Related Episodes:  Episode 57: Managing Your Time With Multiple Clients Episode 87: Planning Your Weekly Schedule Like a CEO   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/99.

Are you curious about the change that certified Director of Operations have experienced in their careers before and after their certification? Today I am with Rachel Kempf, who has come through round 7 of the Director of Operations (DOO) Certification Program. I want you to learn what it is like to go through the journey and the transformation that takes place before and after the certification process.  We give a lot of content that is generalized in the different areas of operations, but everyone who comes through the program has their own journey and obstacles, and they all find their own destination a little bit differently.  Round 10 of our Director of Operations Certification Program kicks off soon, so don’t forget to check out the details!   Meet Rachel Rachel Kempf is the CEO and Founder of RK Virtual Management and a certified DOO. Rachel comes from a corporate background managing Accounting and Finance departments for small corporations. It's not that she had a love for numbers, but she is a very analytical and type A personality, and working with numbers was an outlet for that side of her personality. During the shutdown in 2020, Rachel started looking for side hustle opportunities and was searching for ways she could offer accounting services in the online space. This is when she quickly fell down the rabbit hole in the online space and discovered the DOO program. She finally found her people and found a way to take the skills she already had and make them into a valuable offer. Since joining DOO Round 7 back in November, Rachel has quit her corporate job, transitioned into her own business full time, and surpassed her corporate income almost double! She is also currently restructuring her business into an agency model so she can take on more clients and leave an even bigger impact on the businesses she works with. How did you and your business change from when you started the certification until now? She got her 1st VA client and was doing accounting work, and they were experiencing a rapid amount of growth at the time that they couldn’t handle She got the opportunity to voice her ideas about how to fill their gaps and they really valued her opinion, which contradicted her current full time job   “I knew I had the skills that were necessary to make big changes and big impact in businesses, but I did not want to spend the time to climb the corporate ladder.” - Rachel Kempf   “Sometimes it can be a long journey to actually be able to exercise the leadership that we were blessed with.” - Natalie Gingrich   How long did it take you to transition from corporate to your own business? Started business in July 2020  Decided to go all in, because she was loving the online world, as opposed to her corporate job in which she was feeling friction Made the jump and the positive changes started immediately She credits this to the DOO program and the community   When you were going through the certification, which pieces of content had the strongest impact on you? The Strategic Mapping Model™ allowed me to get the ROI within the first 3 months It also showed her how she already had the skills to be a strategic partner once she just laid out the framework  She made it her own, and created a very specific offer Any other pieces of the certification that you are leveraging? The HR module  A lot of the larger companies that she dealt with had cultural issues, and this module helped her pull pieces to identify the breakdowns Where are you now? When she first started she was doing accounting services for 1 client She signed her 2nd client less than 2 months into the DOO program, and charged 3x what she charged for her 1st client Has tailored her services around that particular clients needs because she started to see those same needs in other companies Also offers intensives to help clients get past their “stuck” points Realized she wanted to help more people, so she has decided to build an Integrator  agency She creates the plans and lays the foundation, then passes it off to an integrator to implement What would you say to someone considering the DOO?  If you feel like you are not qualified, know that you already have the skills within yourself; you might just need help uncovering them You don’t have to claim the DOO title; the program gives you a skill set that you can make your own title and succeed with it   “I will scream from the mountaintops how good this program is and how much change it’s made for me.” - Rachel Kempf   Connect with Rachel: Website If you are interested in joining or learning more about the DOO Certification Program, make sure to check it out or apply!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/98.

Are you interested in becoming a Director of Operations, but unsure if you have the skill set that is required? Today, I’m sharing the 11 different career paths that Director of Operations (DOOs) have been on before they get to the certification program. These types of professions make excellent DOOs, and it's likely that you have many of the skills that are acquired from these different careers.   We are starting our 10th round of the DOO certification program. If you are interested, learn more and join the 170 women who are able to call themselves certified DOOs! What Are DOOs? DOOs are leaders who have innate gifts and skills in the operational space.    “DOOs think analytically, they communicate effectively and they execute efficiently.”   DOOs acquire, develop and deliver. This involves different types of resources such as staff, materials, equipment, and almost always involves technology.    Recently a previous client made a comment about my time in her business:   “You were the gap between planning and production.”   It doesn’t matter the industry you are in or the business model that you are participating in... there are operations involved in all of them. There is the front side of business (marketing) and the back side of business (operations) and those two pieces are critical for any business model. If you already have the gift of operations, you should be able to see very clearly where you fit, and this gives you a lot of autonomy to figure out the industries, models, or people you want to work with.    Operations is a “second” or “next” career… it is not a first job out of college. In the DOO space you need experience and innate leadership skills to come in at this level inside of a business.    When I look back over two decades of my own work experience, I see a common thread of service and leadership: being able to take in lots of information, break down complexity and manage projects and people to execute on a mission.    “I wanted impact, I wanted a legacy, rather than a job. I wanted to do work that brought me joy and still challenged me.”   All of this led me to becoming a DOO in other peoples businesses by accident. I was building a completely different business when I left corporate. But then I started connecting with friends and colleagues, and all of my gifts had me pouring into their businesses with strategy, operational focus, processes, building teams, hiring and simply making things happen.    I realized I was leveraging my innate skills with the clients I loved working with, and I came into partnership with people who I liked and was able to help them extract what their mission and vision were and make it a reality much faster. I never thought my corporate experience would collide with my natural skills and overlap my personal mission of impact.   At this point, I saw the need for a Director of Operations: a strategic and operational leader for small and online businesses. As I delivered a new level of care and leadership to businesses, the need was growing before my eyes, so I created this program to impact other women who had these same skills.    The Most Common Professions Before Becoming a DOO These are the most common professions people perform before they arrive at the DOO program. Administration Admin looks different in every industry, but could include executive assistants, administrators, online business managers, office managers, or front desk staff. These people are masters of chaos and they bring order and find solutions through process. They are amazing with customer service and have a gift in creating and finding order in very complex situations.    Accountants & Bookkeepers The basis behind both of these professions is data, and being able to mine data and create stories behind it. They execute, create processes and develop procedures for reconciling expenses and create complex reports that tell the story of health and profit inside a business.   Every business wants exposure to data and metrics so they can operate more efficiently and create the most profit. Financials is one of the five pillars inside of operations, so when people come to us with a background in the financial space, I see them expand and leverage their strategic gifts once they decide to become DOOs. The reports tell stories, and as DOOs we leverage reports to help leaders identify where the gaps are, how they can strategically plan forward, and if there are any operational shifts that need to be made.    Medical Space We have had nurses and therapists who have come through the program. Those in the medical space take critical and complex information from doctors and turn it into empathy to critically connect with patients, to leverage analytical skills, and to create appropriate and consistent care plans. Nurses are masters of project management, human resources, and finding and leveraging strategy in any medical situation.    Web Design and Development These are creatives that are capable of managing so many moving pieces. If you have been behind any web design project, you know how complex they can be. There are many milestones to this work and they create plans and execute while exercising their creative genius.    Retail Management There is a lot that goes into being a leader or manager in a retail store. It is a combination of a CEO and a COO because they are responsible for everything inside of a store. You won’t find better management than a person who has served in this capacity. They have to think strategically but also execute every single day, customer by customer.    Human Resources There are so many different facets in Human resources. Everything from building teams, hiring teams, performance and growth plans, initiating deep rich culture, benefits, or participating in leadership and development. There are so many different paths in HR, but at the center of all of them is the love of people. We channel people to create strategic plans and to help grow teams and businesses. The only way that scaling actually happens is through people. Those of you who have a background in HR or recruiting will have a knack for becoming a DOO.   School Teacher Much like nurses, teachers have a pedigree in pedagogy, which is teaching others how to learn, but they also have to be process driven. The most effective teachers are strong leaders. Your favorite teacher growing up was probably very nurturing, made you feel comfortable, but still taught you a whole lot along the way. They followed and created curriculums that made learning fun. Teachers make phenomenal operators because they are so used to juggling so much and still following and executing a plan.    Military This is the  most universally known operations role in the universe. Operations in the military execute on a strategic plan. Every mission from combat to intelligence, logistics, or pilots has to have operators. We have had many former military members who have recognized the skills that they had and wanted to leverage them. The military allowed them to see their process skills and leadership strengths.   Project Management If this is a career path you have been on, you know that project management is about  developing a plan, communicating a plan, and leading a plan. Project managers bring calm to chaos. They support others in fulfilling those tasks. They navigate shortcomings, late  deadlines, and evaluate goals. These ladies are analytical, leaders, and communicators. They know how to create, execute, and manage the plan.    Event Management Professionals This is very similar to both project managers and retail store managers. They add skills like negotiation and have a very strong presence. The skill of being decisive and making a decision on the spot is very important in event management. They are extremely efficient, and also great people leaders, because the only way to get through an event is to leverage a team (be it managing volunteers, or coordinating with sponsors or speakers). There is a lot of innovation that comes out of this profession.    Business Owner Several people come to us with a background in business. They found their passion and created a revenue stream, but when they got into it they realized they enjoyed the fulfillment of the product more than the marketing and they want to stay in their zone. Once you find your industry, look around and see what your gifts are. It may cause you to take a turn.  If you identify with any of these skill sets, you need to look at the DOO certification program and see how you can create impact leveraging the natural skills that you have!    Learn more about the DOO program, and join us in our upcoming round starting June 10th!    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/97.

Have you evaluated your service offerings lately? And do you know if they are helping you reach your financial goals?   Today we are talking about how to evaluate your current offers. I’m going to help you determine if your service offerings are serving you… and if they are serving your bottom line.    You are invited to our upcoming Masterclass! We will be spending two 2-hour training sessions coming together in an actionable way to help and develop you and your career path. We will examine how you can get clear on where your gifts lie, what level of service you should be providing your clients, and how to offer services that optimize your skills and goals. Join us on May 18th & 19th.   Evaluating Your Services Do your service offerings make sense for your bottom line?   In episode 95 we talked about setting financial goals and we looked at those through the good/better/best (GBB) goals framework. The key numbers that you need to know every single month are revenue, profit, profit margin, and the income that you pay yourself. Pick one of those to set your GBB goals off of.  Make a List Make a list of every single thing that you sold this past year. For example, if you did a strategy session a couple of times last year, that would be one offer. Additionally, if you did some ongoing retainer work, that would count as another offer. You may need to look over your financials so that you can remember everything.   Quantity How many of those offerings did you sell? Attach a number sold to each service (you may want to think of this as an excel spreadsheet).   Cost of Services Sold  This is how much it cost you to provide this service. An example would be if you were doing a retainer contract for someone and you needed some additional support to help you deliver on the scope of work that you agreed to. If you hired a VA to help, whatever you were paying them to help you would be the cost of services sold.    This may also include systems and technology costs. Pull the cost of services sold out of the product's pricing.   Actual Revenue Ultimately, you want to see if the revenue helps you hit your GBB goals. Ask yourself, “is this a profitable and aligned service?”    You may want to reconsider your pricing, or if you offer this service at all if it doesn’t make sense. Look at the real revenue, which is the price of the product times the quantity minus the cost of services sold.     “Sometimes we can get in big trouble over the cost of services sold.”   Time and Effort In addition to the profit and revenue, look at and assess your time and effort. This may be more difficult to quantify. Also consider if you are using your innate or natural skills.    “Deep down you know if your efforts are worthy or wasted.”   Skill Set This is how closely aligned the offer that you are putting out is with what your zone of genus is. Use a scale of 1-5 (with 5 being the least, 1 the most) and measure:   The amount of time you put in The amount of effort The thing that comes most naturally to you   You want the number average to be really high, so if it isn’t, you may need to reassess.    When you get revenue that is profitable, you will also get a higher number when you average time, effort, and skillset, and there you will find magic in offering something that comes really natural to you.    “The more natural it comes to you, the more profitable it will be and the least resistance you will have to show up and sell the product.“   Consider removing the offers that aren't aligned and helping you to get to your GBNB goal, or if they aren’t aligned to your skillset. Go deeper into the ones that are more profitable and more aligned. If you want to create the most profitable offer for yourself right now, consider a one-to one service offering! The service professional space is an amazing way to establish a healthy and profitable business with very little marketing and close to zero startup investment.   Don’t forget to sign up for our upcoming Masterclass which will help you get clear on how you can build your dream career while leveraging the skills that come natural to you!                                                                                                                                                                                                                                                                                                                 Weekly Ops Activity Come on over to our Facebook group, and tell us your most profitable offer. Previous Episodes Mentioned Episode 95: How to Set Financial Goals as a Service Provider   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/96.

As a service provider, do you struggle with financial goals? Today we are talking about setting realistic financial goals for service providers. We are all in business to make a profit and to do something that comes natural to us. I believe that we can marry these two things together and reach real fulfillment that can lead to a legacy life.    It starts with creating true financial goals, rather than arbitrary financial goals which you don’t end up tracking.    What You Need To Get Started These things will allow you to create your financial goals.   Track Every Expense You need to track everything that is coming in (revenue), and also everything you spend (expenses). Make sure you reconcile your expenses at the end of each month, meaning you will categorize them and put them in the buckets in which they belong. Create the categories that make sense for you (example: marketing, gifts, labor.)   You also want to look at your expenses and categorize them based on products or services. When you look at your expenses, do they contribute to a specific client or a specific product? This helps you to understand the cost of goods or cost of services sold. Long term, this will help you see how much profit you are actually making and understand how much profit you make on each specific client.   Centralize Your Systems In the beginning I was doing all of my expenses on an Excel spreadsheet, but things started to get more complicated around the 18 month mark of my business. I really needed something more powerful and automated so I could spend less time on these tasks. I needed a tech system that could house this info and could be integrated into my payment system. My choice was Quickbooks, which shows me reports month over month, and also trends that are popping up.    Invoicing System An invoicing system is automated, which will help you reduce your errors in billing on a consistent basis. Speaking from experience, it is painful when you accidentally skip a month of billing because of a manual error on your part. Selecting an automated system will give you peace of mind.   Additionally, these financial tools will help you assess the risk of entrepreneurship, and help you articulate this information to a spouse or other necessary party.    How To Set Financial Goals as a Service Provider You need to know these four numbers on a monthly basis:  What is your business's revenue? What is your profit?  What is your profit margin (as a percentage)? What are you paying yourself?   These numbers will help you assess what your performance is like, and be fundamental in goal setting.  Additionally, each month I want you to know the drivers for the revenue that month. What products were these numbers coming from? Which products are bringing in active revenue, and are allowing you to be profitable? These numbers might surprise you. Know what is driving your sales and revenue so you can constantly review your services.    How To Set Goals Ideally, you will have your numbers for the whole of 2020. If you don’t, at least go back to Q1 (Jan 1 - Mar 31) of 2021. You also want to have everything set up that has been previously mentioned, so that you can be on the path to setting goals.   “You cannot set goals without a foundation.”   If you have 2020s records completed, look at the same four things we previously talked about:    your revenue your profit your profit margin  your personal income    There is an emotional component as well. When you look at these numbers, ask yourself: Does this feel good? (If the answer is not a “Heck Yes”, go back and figure out why.) Is this an honest representation of the work I am doing? Are you getting closer or further from your vision?   “Honor those feelings of not feeling good”.    You need to get clear on the things that do feel good, and where you can make the greatest impact with an audience that you deeply resonate with. There has to be a combination of hard data, and the emotional fulfillment that allows you to fulfill the dream that you set out for yourself. Good Better Best (GBB) I want you to set 3 types of goals.   Good Goal: When you look at the previous years numbers, set your good goal first. Your good goal should be the amount that covers the cost of your business, and your personal bills. This is the amount and that you are bringing home on a regular basis. This goal consistently is met.    Better Goal: Look at your good goal and add 10-30%. This is potentially where you can pay yourself more. This goal is occasionally met.    Best Goal: Take your better goal and add around 30%. The more you set those goals and compare them to your actuals, you will be able to better assess what these goals should be. This goal rarely happens.  When you have the GBB goals set for the entire year, reverse engineer and break those down into quarterly goals. If you have a purely client based business, you may not have trends, but you probably have a cap. Take that info and know the volumes you are working with and break down that big GBB goal into quarterly GBB goals. This allows you to assess at the end of every single quarter.    “Use the data to cast a vision of what you can do!”   Next Level The next level is investing in a bookkeeper, so you are not doing this every single month, but handing it off to someone who will get to know your business.    You may also think about investing in a tax accountant, which will help you save money so you can optimize your financial goals.    Additionally you can set up a true budget, and a forecast which allows you to have a projection of where you are going so you can compare it to your actuals to make sure your GBB goals are all being met.  I hope this will help you understand the financial implications and the expectations that you have, and that they are grounded and rooted in truth!     I'd like to invite you to our upcoming Masterclass! We will be meeting live on May 18th & May 19th. If you are an operator or service provider we are going to help you zone in on where you should be focusing your energy, what comes most natural to you, and helping you to monetize your natural gifts.    Sign up here for the Masterclass!   Weekly Ops Activity Look at your financials and set Good-Better-Best goals for Q2, Q3, & Q4 of 2021. Come on over to The Ops Insiders Facebook Page, and tell us once you have your goals set (no need to leave a number, just let us know that you took action!)   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/95.

What are your favorite resources when it comes to business growth and development? If you have listened to the last two episodes, we have been talking about mentors and the types of people you need in your business as you continue to grow and scale. Today I’m wrapping up by sharing what I have been doing as the CEO of The Ops Authority over the last year to continuously grow and develop.   Areas of Growth & Development I began this business in 2015, and have entered the growth phase of the business about two years in. Right now we are in the beginning of the scaling phase, as our programs are becoming more predictable and our team is being built out. We have attempted to build the program out to fit my personality, style, and goals in order to create a true vision.    Anytime you are building something like this out you will run into obstacles and things that don't feel like they are in your wheelhouse. Operations come super easy to me, but there were some gaps that I had because my corporate background was very narrow.    “When you are an entrepreneur, you have the responsibilities of every side of business…  whether you want them or not.”    In that transition from corporate life to running my own business, it was much more robust of a scope than I’d ever dealt with. I needed to gain some knowledge in several areas.  Financial Acumen I’m a spreadsheet person, but being aware of what financials are important is one thing… actually doing them in your own business is a whole other ballgame. I don’t believe that anyone is teaching entrepreneurs the true depth of financial acumen that you need to run a sustainable business that will allow you to scale. I continue to dive into this area which has also allowed me to understand more about retirement, annuities, and all of those important fundamental financial components.   Vision As a Director Of Operations (DOO), and a previous chief of staff for a Fortune 150 company, I am amazing at execution, integrating, and leading people. The difficult part of having my own business was the vision. I needed to be able to dream and find a place where I could  imagine what this business could do... my real “why” for devoting so much time, energy, expertise, investment into this business.  I had to work very deeply on identifying what my vision is. But, the stronger our financial position gets, the easier it is for me to cast a bigger vision. My vision is so much stronger and bolder and to some degree; I just needed experience and success so I could continue to drive the vision forward and expand it.    Human Resources I have 10 years of experience in corporate human resources, and I am always looking for more knowledge about HR practices. SHRM: I subscribe to SHRM (Society of Human Resource Managers) and it's important that I stay up with what is happening in the field. There is so much knowledge about all sizes of businesses. It's a great hub. Kolbe: The other piece I always want to know more about is the Kolbe, which is a certification and an index that will help you understand people’s natural tendencies to process work. It has played a big role in my business as I help people identify their talent.    Resources It is so important to know what your gaps are and to stay on top of your industry. These are some of my favorites. “Know your gaps and stay on top of your industry.” Books  Bigger Than You by Kelly Roach: Kelly is my business coach, and this was the book that I read (before I started coaching with her) that told me that this woman had what I needed. Some of the foundations that she lays out have allowed me to scale faster in the last 24 months.   Atomic Habits by James Clear: A great book on productivity.   Blue Ocean Strategy by Chan Kim: This book encouraged me to see what I was doing as a “blue ocean.” It helped me see what impact I could potentially have.   5 Dysfunctions of a Team by Patrick Lencioni: Patrick is a maven in the leadership space, and has amazing advice about growing teams.   Built to Sell by John Warrillow: When I started, my goal was to replace my corporate income ASAP, so I could continue to build my legacy. This book is an awesome read that helps you think differently about the business you are building.   Giftology by John Ruhli: This book focuses on the client experience. It helped me to see how much a gift can deepen your relationship.   Exactly What to Say by Phil Jones: This is a super short read that packs a big punch.   Dare to Lead by Brene Brown: One of my favorite authors, and everything she does is research based.    The Most Powerful Woman in the Room is You by Lydia Fenet: This is an empowerment book with an amazing story of a woman in a male dominated space.    Alter Ego by Todd Herman: This book is both strategy and mindset. It is also a personal development book, and has helped me with my mindset as I walk into difficult situations.  Podcasts Second in Command with Cameron Herald: Interviews with COOs, who often face the same challenges as DOOs.    Marketing for Coaches, with Matthew Kimberly: (Formerly “Get a Grip”) I love the host's no nonsense attitude, and that he has content that is specific to how to market as a coach.    What Works with Tara Mcmillan: I think she is one of the best interviewers of anyone in the podcasting space. I was on her podcast last year, and she finds real people to tell their stories and gleans big lessons from them.   Not For Lazy Marketers Podcast with Emily Hirsh: This gives me my dose of marketing for my specific industry. The episodes are short and give lots of great info that you can implement, all in a short time.    Life Coach School with Brooke Castillo: I enjoy the way this relates to business, health, wealth, and mindset.   The Newsworthy with Erica Mandy: All the days news boiled down to 10 minutes.   Programs Professionally investing in the Unstoppable Entrepreneur, with Kelly Roach has changed the trajectory of this business and allowed me to get closer to my vision. Having accountability has allowed me to have growth so much faster because I had a support system. This program has allowed me to build the most comprehensive, supportive program that has a focus solely on operators.    I hope you find these resources as valuable as I have! Weekly Ops Activity Head on over to our FB group and share a business book that has helped you to move your business forward.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/94.

With so many coaches and mentors to choose from, how do you choose one that is right for you?    Today, we are talking about how to find a mentor who is right for you in your stage of your business; one who will help you progress to the next level. Mentorship has had a profound effect on me, and has been a theme throughout my professional journey.    If you listen to episode 92, about the 4 different people you need in your life, it will demonstrate the structure that I have had that has led me to success. Having that structure is critical.   So how do you find the right mentor? Today I will be digging deep into what you should be looking for in a mentor/coach.   5 Tips To Finding The Right Mentor The impact of a mentor has allowed me to take the biggest leaps in my business. At this level, the person you are looking for will be a little less personal and more professional. They have done what you want to do, and they have a path for you to follow.    When you go on a search for a mentor, you want to see the great heights you can reach because this person has done it. You also want to make sure you pay attention to how this person has overcome obstacles. Any person you admire or look up to has likely faced deep struggles. Make sure this person has the ability to be communicative, supportive, approachable, focuses on the whole human, and that they have achieved the things on your radar.     “A mentor is the best version of you and your business… they also have the experience to guide you through hardships and struggles.”   1. Take Time You cannot be sold into a mentor, you will have to search for it. For instance, if you show up randomly to a webinar and are looking for a mentor, practice deep restraint. I want you to go searching for this person, just as if you were growing your team. Take your time. Don’t take quick action when it comes to selecting a mentor.   Selecting a mentor is not a box to be checked, it is a feeling of needing greater support. You need a partner to come in beside you and help you to get “there” quicker. It is a big commitment, as often you will be committing to at least a 12 month relationship.   2. Do A Strategic Review Take the time to do a strategic mapping of your own business. Think about what is happening in the major pillars of your business, including marketing, operations and fulfillment. Write down the things you are confident in, and note where the gaps are.    When you look at the strengths and gaps, are the gaps in your wheelhouse? If not, use this information to help you determine who is the right mentor for you. You may need to identify a mentor who can help you fill in the gap for things that you aren’t able to figure out on your own.   Be honest with yourself and ask, “what size of business do I currently have and how big of a business do I want to have?” When you are looking for a mentor, if you want to go from $30,000 to $180,000, choose someone who has had a similar result rather than choosing an iconic mentor who is looking to scale a much larger business. Their mindset will be very different from yours based on your respective goals.    3. Character & Values When you are looking for a mentor and a coach, that person will have a lot of influence on you, so you must make sure your character is represented in the person you choose.  You also want to make sure you understand what this individuals values are. If it's not obvious, reach out to the person and ask them. You have to know that they have done this work in order to partner with them. Dig deep, and make sure they are attentive and are excited to answer your questions.   4. Proof of Experience, Expertise, and Results This person absolutely needs to have results for the exact needs that you have. If you are seeking this person because of your gaps, make sure they have provided results for other people like you. In most cases mentors become mentors because they have mastered something and have thought leadership in an area that you are desiring.    Just because someone has learned to do something, doesn’t mean that they are suited to teach others that “something.” They may have had experience in something, but that doesn’t mean they have the expertise or results, so you need to do your homework. If a mentor is constantly pivoting, that is a red flag.    5. Connector + Community Your mentor needs to be a connector and have a really strong community. The mentor's reputation matters, but who they are as a person is going to be indicative of the people that they surround themselves with. This is a win-win situation because you are gaining a lot of value and structure from this person, but you can also have a profitable relationship. If people come to them with needs and you are the right person, a connection is very easy to make. Because of their network, it can also be easy for you to refer. These 5 things have been very important to me in my journey and I hope you find them helpful! “A mentor is someone who allows you to see the hope inside of yourself.” - Oprah Winfrey   Weekly Ops Activity Tell me who is on your radar for your next mentor? Let us know in the Facebook group!   Previous Episodes Mentioned Episode 92: Four Types of People Who Will Help You Grow Your Business   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/93.

Who are the people who help you grow and flourish in your business?  Today, we’re talking about a topic that will hopefully be beneficial as you grow your service based business. Because we are service providers we tend to be the servant type, but today we are talking about the four people you need in your business as it grows.  Four Types of People You Need In Your Business A common question I’m asked is “Who do you lean on for support” or “who is your coach?” As I reflect back over my entire career, I always remember having mentors. I wouldn’t be at this point in my career if I did not have the influence of a variety of different people in my life. I've identified four different types of people who have influenced me in my journey. This is a framework that has served me both personally and professionally.   1. Your Biz Bestie These are your business influences that have become real friends to you on your journey. They are typically some of the first people who influence your business and are similar to you or are in a similar stage of business. I met many of my biz besties through Facebook groups, and sometimes these people would even turn into clients.  A biz bestie is someone you have a real life connection with. Business may have been the thing that attracted you to them, but along the way you became good friends. They allow you to be open, candid, and unscripted.    2. Your Mastermind The mastermind is a group of people you are drawn to, and who share your values. There is often a common thread amongst the entire group. I've had the best luck in masterminds when we all had a connection around our strongest values, even though the businesses we represented were very different. No one was in the same space, so there was no sense of competition. I prefer to be in a mastermind of complementary businesses. When people come from different experiences, we tend to collaborate in groups which makes it easy for everyone to share. Over time those masterminds become stronger and stronger, and oftentimes end up being some of your business besties.    3. Mentor/Coach This person is typically paid. They have gone before you so they are significantly ahead of you in business. This person has experience and success underneath their belt, they are doing something you aspire to do, and they have what you need.     I’ve had four different paid mentors at different times in my journey. I’ve reached out and became connected and mentored by someone who had something I needed. Sometimes it was in the operational field, sometimes I leveraged business model experience and knowledge, and currently I am mentored by someone with marketing knowledge.   “One of the richest things I've received from every coach that I've worked with are the strategies that helped them become effective.”   Don't have more than one mentor at a time! Do the internal work to figure out what you need support on, find who you need, and validate that this person aligns with you.   “When our environment becomes pervasive with thought leaders, ideas, and strategies, it can put us in a place of stagnation.”   4. Inspirational Figure These people may not be in your field, but they are aspirational. You find yourself watching the way they run their business, and the way they show up and build their business. You don’t want to replicate their business but you are influenced by what they are doing.    It's important to find people who aren't in your space, but still give you an aspirational level to admire. Let it help you connect to what your business could be in the future. Let it help with strategy and innovation, and watch the way other women are thriving in their business. Let it fuel you!   Although the specific people may change over time, you need all four of these women in each stage of business growth!   Weekly Ops Activity Who is your biz bestie (or besties)? Head on over to the Facebook community, and let us know!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/92.   

Are you thinking about becoming a certified Director of Operations, but still having some doubts? Are you struggling with mindset issues?   Today we have a very special guest who has come through the Director of Operations (DOO) certification program. Alexia Bustios is joining us to talk about mindset and some of the doubts and fears you might be struggling with.  Meet Alexia Alexia is the co-owner of Showtime Online Business Management and a certified DOO. She works mostly with retainer clients, but may be shifting to an agency model in the future.   Alexia started out in real estate, and landed in event planning as a project manager, traveling to put on large events for over 8 years. She was feeling burnt out on all of the travel and was looking to make a change. She slowly started to look into how she could pivot to online business when the pandemic hit and one of her big events was shut down. At that point, she had no choice but to pivot to the online business space.    What attracted you to the DOO certification? She thought she would be back to work in 3 months, so she decided to take that time to work on her business model. She hired a business coach and got to work. After several months of not being able to work her main job, her bank account was dwindling and she was getting nervous. Her business coach did an interview with Natalie, which was her introduction to the DOO certification program. She joined the Scope Creep Solution and felt understood, like the program would help her address what she really wanted to do. She couldn’t figure out where she fit, and this program would help her gain clarity.   Once you became aware of the program, what convinced you that this was right for you? Really wanted to join the program, but felt stuck because money was tight. Had several limiting beliefs: Didn’t quite believe that she could charge a lot of money since she was new to the online space. Since she was new to online business, she thought she had no place being a DOO for someone else's business. Some of her clients have been in business longer than she has been alive, and she thought “Who am I to come in and tell them how to run their business?”  She thought she had to be a 6 figure company in order for her ideal client to want to hire her.   “Sometimes we feel like we have to suffer in order to be paid a certain amount of money, and we can’t just do what comes easy to us.” - Alexia Bustios   When you were coming through the program, what was the differentiator in the content? The Strategic Mapping Model™ allowed her to get an overall view of the company, and prove that she knows what she is talking about. KPIs and metrics; how and what she needs to measure. She ended up feeling super confident providing a company with a picture of the health of their business.   Tell us about your successes. What does your business look like today? A couple of months into the program she got her first and second retainer clients and felt like she made the right decision. She felt validated that she could actually do the job. Was able to pay off the program by the 3rd month. Has doubled her annual income. “The tools that the DOO program gave me set me on a trajectory of success that I have only dreamed of before.” - Alexia Bustios   Has the quality of your clients changed? Has definitely seen a shift in mindset regarding needing to work with vs. wanting to work with someone. Being able to walk away from a client that doesn't fit has been huge for her quality of life.    “If it doesn't bring me joy or it doesn't bring me peace, I want the option to say no.”- Alexia Bustios   What advice would you give someone on the fence? Don't sit on the fence! If you have a mindset block or fear, call it out. Reach out to the DOO community. Everyone in the community is more than willing to share their experiences. If you like what you heard today and think this program is for you, apply now!   Connect with Alexia Facebook Instagram With more than 8 years of business experience, Alexia has managed projects for national brand name corporations for just about any industry you can think of , where her main focus was on client experience. After her success traveling the country to work with some of the biggest brand names known, Alexia has followed her passion to help other business owners and brands make a bigger impact in the world. As the Co-Owner of Showtime Online Business Management and a certified Director of Operations she partners with business owners and their teams to bring strategy and expertise to their operations and team life.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/91. 

Do you still have questions about the Director of Operation Certification program? Want to hear from students who have gone through the program and get their insights and experiences?   Today, some of my trusted peers, Rachel Pereyra, Ange Quinn, and Teresa Cleveland, are sharing some of the questions they get asked about the certification. They are all Certified Directors of Operations (DOO) who have come through the program at different times.    In our Facebook group, these are the ladies who are active, provide people with answers, and they want to help answer questions that you have and address the things that may be preventing you from joining the program. Questions Answered by Certified DOOs Ange Quinn joined the DOO certification program in Round 6. She had a corporate background but struggled to find where she could build an attainable business online. Find Ange at her website here. Teresa Cleveland spends so much time pouring into people who have questions about the DOO program. She came through the program in Round 2, and you can find her at The Purposeful CEO. She has worked online for the last 12 years.  Rachel Pereyra is the CEO and founder of Mastermind Business Services. She is currently in Round 7, and has had a transformative experience in the program. She feels that one of the biggest selling points of the program is the community because it has changed everything about the way she thinks about her own business, and has expanded her impact.  How can I use my corporate skills to start an online business? Ange: I speak with a lot of ladies who have a lot of skills and certifications, and they wonder how this certification will help them above project management training, PMPs or other training that they have already gone through.    This program up-levels your skill set in a variety of areas, and it also helps you grow your own business by applying these same skills. You can hone in on the specific areas you are interested in, and create a business that is suited to your strengths.   How does this program stack up against others? Teresa: This program is incredible because of what Natalie pours into it. She is so in tune with the community, and her desire for our success is unmatched. The community she has cultivated is a group of trusted peers who are brilliant and willing to share with each other.    “By attracting and vetting people in their leadership capabilities, we resist that friction of competition and start to see everybody as peers and partners.” - Natalie Gingrich   Ange: Natalie doesn’t want it to be ‘The Natalie Show’... she allows others to add their value, which allows us to grow in leadership. How can I translate my corporate expertise to online business? Teresa: I talk to people who have had terrible corporate experiences, but by working the program, women can see how they want to apply their skills. The culture of the program is so important because it allows people to see how they can still do what they love, and helps them practically apply it to their business model.   What’s the point of the application process? Teresa: The application process isn’t just a marketing ploy … I actually know people who haven’t gotten in.    Natalie: I truly want to make sure that the right people are getting in. If you are going to share your hard earned dollars with me, I want to make sure that I see your potential, and that your working with me is going to generate revenue for you. I’m super proud to say that in our Round 6 cohort, 96% of the participants have gotten a 100% return in 6 months.    Rachel: When I talk to people about the application process, I tell people that they want to be in a program that doesn’t accept everyone because you want to make sure that the program is something that is right for you. The people who are accepted are vetted and invested in this type of work.    How long until I make money? Teresa: You can make your money back if you just take what you learn in the first module and apply it. I want to pay for the program up front, so I need to get one more client. Is this a good idea? Ange: I was 3 months into the program, when I realized that while I could help the clients I was already working with, they weren’t really my ideal clients.    Rachel: The price tag was one of my struggles because I was fairly new in the online space, fresh off my transition from corporate. As I went through the program, I up-leveled some clients, lovingly let go of some clients, and found new clients that see me in a different light.    Teresa: It also helps you say no to those wrong fits instead of keeping them on, which is empowering.  What difference has the certification made? Teresa: We are bringing “the goods.”  I rarely mention the certification to clients, they just know by the way I’m showing up that there is something different. Our skill level is making a difference in the businesses we help.   Rachel: I parted ways with a client just before starting the program, and we recently reconnected. She has told me the difference she sees in my skill level and the way I am presenting myself, and she is now sending me referrals!   Ange: The structure is key. I had the knowledge from past experiences, but in a different realm.  I could see all the things I could do to help these clients but I didn’t know what steps to take first. This program gives you clarity on how to use your skills.   Is the material relevant?  Teresa: The material helps up-level your business, and I've seen so much added to the program through the iterations. After 12 years online I am still learning things here, and a lot of it has to do with the structure it provides.    “I've never once heard anyone say that they regretted doing the certification, they just wish they would have done it sooner.” - Teresa Cleveland If you like what you heard today and think this program is for you, don’t hesitate to apply!   Weekly Ops Activity What question do you have that wasn’t addressed in this episode? Ask your question in the Facebook group and Team DOO will answer! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/episode90.

Are you interested in hearing more about how people who have come through the Director of Operations certification program are structuring their businesses?   My guest today is Courtney Waid, who came through the Director of Operations (DOO) certification program in Round 6. I’m chatting with her about the way she has been able to cultivate success for herself and the transitions she has made as she has come into the space.  Meet Courtney Courtney the founder of First Turn Operations, and a mother of four. Her background started in the army. She is a West Point graduate, a former army intelligence officer, which she loved.    Once she had kids she decided to get out of the army, while her husband continued in his fast paced army career. She kept busy with various volunteer gigs, mom groups, and charities but she wanted to do more.   “I always really struggled with wanting to put my skills to use, but wanting to be there for the kids.”   She started out as a virtual assistant, and found she enjoyed the operations and project management tasks. She moved up in the ranks of a VA company and when one of the founders decided to go back into the coaching business, she was recruited to work as a community manager and eventually became the DOO of that organization.  Shortly after she started in the DOO program, her organization shifted gears, which was then the perfect opportunity to strike out on her own.    As you were thinking about up-leveling your skills, what was it about the DOO certification that intrigued you? There is no other program like this that looks specifically at the DOO level. She had looked at OBM programs, but that seemed more on the execution side of things. After doing extensive research, she felt like this program would help her take the skills that she had and package them up in a way that she could understand and create boundaries. Her role as a DOO bled into marketing and executing and anytime anything had to get done it was her, so she really liked the idea of learning how to put boundaries on her role She would not have had the confidence to hone in on her automation skills without the course and all of the women in her cohort.  The idea of project work really scared her because she wanted the predictable income, but it took the group pushing her to do what she loved.    “The ability to match your aptitude with what you enjoy comes out in the DOO program” - Natalie Gingrich “When you’re good at getting things done, you end up doing all the things.” - Courtney Waid   When you were looking over the certification, were there any fears or doubts you had?  She had to do some soul searching to see if it was something she really needed, or if she was falling into the trap of feeling like she needed a certification in order to be valid. She talked to some of the people who had been through the program, realized the network that she would have access to. It was so different to be surrounded by people who were doing similar work and had similar thinking rather than her old circles who were primarily filled with visionaries. It took her a long time to work internally on not feeling less-than because she was not a visionary.  The DOO program helped her validate and understand that this is a unique skill set, that is valuable, useful, and needed.    When you were going through the program, was there any specific part of it that helped you gain confidence? The strategic mapping, because she was able to turn around and sell 3 sessions and almost make her investment back within the first month of learning.  She had the skills, but the way the framework was laid out helped her to decide to sell this service.  One of those clients even hired her as a retainer client, so she made her money back in the first week of the program.  Of the 5 components of the program, you weren’t interested in the HR component. But as we talked about HR in a way that was different than your initial impression, you seemed to open up to it. What did you learn as you went through the module? She was resistant to HR because she assumed it was mostly people talking about their feelings. It was broken down really well into hiring, organizational structure, reporting, client communication, and team communication, all of which was relevant. It was helpful in her current DOO role.   What are some of the services you have offered as you have gone through the program? Out of a scarcity mindset she said yes to everyone to begin with, so she had a DOO client, project management work, one-off projects. Has since refined that into what she loves which is building out automated processes and workflows. Currently in the business bootcamp phase of the program, where she has to commit to one model, which was the push she needed to realize that project work is her favorite. Thinks she will also offer products to her services because most people need these types of processes. She took the strategic mapping piece, tweaked it, and turned it into a process inventory. Any thoughts on if the product space will or won't work for you? Her biggest issue is not doing “the thing” because she gets in her own head about things not being perfect. She knows that she just needs to create the template and get it out there, and worry about tweaking it later. She likes the idea as a way to help people who aren’t her ideal client yet. Since you sold strategic mapping sessions so quickly, do you have any tips on selling without feeling like an imposter? She had some bad sales calls, where she felt like she tripped over herself, but thanks to the program and the mindset block she has come a long way in not wallowing in her embarrassment. She had a lot of referrals from her previous business. One of her former coworkers convinced her of the opportunity that was out there for someone who can look at what the client wants to do, turn it into a plan, and then hound them until everyone accomplishes the plan. She didn’t believe him at first, but found that it was true. She worked strategic mapping into all of these leads and the sales process was so natural.   What has been the impact of the DOO certification on your life? One of her big struggles coming out of the army was looking for a life that felt like service, seeing that from CEOs and visionaries, and feeling like it was not for people like her. This program has been instrumental in seeing that she can create a life that is authentic to what she wants within the parameters that she needs. Realizing that she is able to use her operational skill sets to assist people who are doing world changing things, and how that is service in itself. What would you say to someone who is considering the DOO certification program? Absolutely do it. It could not have been easier to make her money back by just following the steps. The community of supportive peers has helped in so many ways. Being in community with people like her who were on the same journey has been totally worth it.  As we get ready for the next round of the DOO certification program, I hope you will join us for the Scope Creep Solution.   Connect with Courtney Courtney Waid is the founder and CEO of First Turn Operations which specializes in creating automated workflows for impact-driven businesses. A West Point graduate, Iraq war veteran, and former Army officer, Courtney left a career in the military to focus on her kids when balancing family and deployments became too difficult. Since then, she's been passionate about helping business owners create more efficient processes so they can fulfill their missions while still having time for the people and activities they love.   Courtney currently lives outside Ft Worth, TX with her husband, 4 kids, and a menagerie of farm animals. In her free time, she enjoys drinking coffee, riding horses, and nerding out on Zapier automations.   Website  Email Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/89.

Are you hesitant to call yourself a project manager because you feel you are missing some kind of education, certification, or experience with that job title?    Today, we are talking about what it means to be a project manager, and why some of you are hesitant to assign that title to yourselves. What does it take to be a project manager, and are you a project manager but not using the title? Should you uplevel your title if that is the skill set and title that aligns with you the most?   I want to invite you to Scope Creep Solution which will be taking place at the end of March. It is a 5 day sprint to help you to manage your projects, set them up, and deal with changes that may occur.    Should you Add Project Management to Your Title? Many of you have a project management skill set, and are natural project managers. Yet, perhaps you don't have formal training or education, so you skip the title.    I can relate; I have been a project manager my entire life but I never felt like I had the liberty or strength to call myself that until someone from my corporate experience recognized it, and put me into that position. I had massive imposter syndrome as I started this new role because I didn’t have the designation that all of my peers had. Yet, after a few months in that role, I was outperforming several formally trained project managers, and it all had to do with my natural skillset.    “I was defeating myself because I didn’t have the education and training that my peers had, but as I reflected over my life, I had managed time, resources, people and goals with ease.”  It took me a decade into my corporate career before I could see that connection. I’m hoping today's episode will help you shortcut your ability to see your amazing skills for what they really are. As we begin, I want to emphasize the difference between a project management skill set and a project management profession/title.    If you have the project management skill set you will probably recognize this from early in your childhood. If you were a lover of lists, and enjoyed leadership positions in which you managed people… you likely have a project management skill set.    If you have had the title, you may have gotten a certification or held the title in a work setting.    I felt I couldn’t own the title until I actually worked in the role, but you can likely call yourself a project manager based on the roles you work in today.   “I've seen lots of people who have the skill set of project management not leverage that title, and I've also seen plenty who had the title but lacked the skill set.”   What Makes a Project Manager There are three different areas that make a project manager: hard skills (technical/learned skills), soft skills (innate/natural skills), and your traits (the features of your character).     Hard skills  These are skills that can be learned and they build off your soft skills and your traits.    Creating a project plan: Do you have the ability to create a project plan? Risk Management: Are you good at identifying things that come with a risk? Can you identify trouble ahead? Forecasting and planning: Can you forecast and plan? Can you see ahead to identify problem areas relating to deadlines, and adapt the plan to accommodate for that? Technical tools: Can you figure out almost any technical tool? Can you create processes or SOPs around technology? Task management: Are you good at task management? Do you have the ability to take a project and break it down into smaller plans, goals, tasks, and actions so they are capable of being managed?   “If people have called you bossy, thorough or organized, all of that boils down to the fact that you have been an excellent task manager your entire life.”   These are all skills you can develop over time. Soft skills Soft skills are innate and natural; they are your God-given skill set that you were born with.  If you identify with the following six characteristics, it’s time to start calling yourself a project manager.    Leadership: This is the backbone to our Director of Operations certification program. If you are a great leader, you will be able to sit next to a CEO. I believe you can continue to press your limits when it comes to leadership. You will be leading a team, and people need a trusted resource that they can rely on. Can you lead and inspire others involved in the project?  Communication/Interpersonal skills: This is the ability to understand and be understood. Can you speak up on behalf of the team, and practice empathy? Teamwork: This is the ability to make teams work. Are you gifted with the ability to read emotions, and to monitor the motivations of others?  You need to get to know people on an individual level to be able to help them to be successful in the project. Do you cast a vision and promote inclusivity that will bring everybody on board i.e. an “all-in” mentality? Resolving conflict: There are so many tasks that go into any project, and you will inevitably run into conflict. Do you have the ability to defuse and resolve a conflict? Can you be bold, be kind, and speak up when conflict starts to occur? Can you negotiate between two parties, be flexible, and help them see how you can solve a problem without a meltdown? Prioritization: Do you have the ability to do the right thing, at the right time? The majority of this skill lies in your ability to be strategic.  Organization: Can you bring order to chaos, sorting things out, & staying on top of everything? This one is non-negotiable! Traits  These are the features of your character.  Individuality: Do you know your team and how they work? Engaged: Do you keep people in the loop? Curiosity: when creating the project plan, do you stay curious and ask deep questions without trying to control the answer?  Details: Are you detail oriented? Optimistic: This will take you far in this space because there is very rarely a straight line from beginning to end within a project. Do you display optimism when the unexpected occurs? Encouraging: Are you encouraging to your team members? Do you have empathy? Decisive: Once you use hard and soft skills to perform, being decisive is the by-product Can you recognize this in your leadership style? People person: Do you like working closely with people? Simplify and break down: Can you take a big vision with lots of minutia and simply communicate it to your team? So how do you measure up? Do you possess many of these skills? If so, go ahead and give yourself a “promotion” to a project manager!   Don’t forget to join us for The Scope Creep Solution, where we will spend 5 days talking all about project management, zeroing in on how to defeat scope creep in your projects.  Weekly Ops Activity How many of the six soft skills do you have? To recap, the soft skills are: leadership, communication, teamwork, resolving conflict, prioritization, and organization. Come on into The Ops Insiders Facebook Group, and drop your number!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was first published at theopsauthority.com/podcast/88.

How do you spend your time in your business? Do you have a dedicated plan on where to focus your time and attention?   Today we’re talking about wise ways to use your time as the leader and CEO of your business. I’m always curious to know how other leaders use their time. I wanted to share what I do so it can help you refine the way you spend your time and run your company. This conversation is really important as we move from a baby business to a big girl business.    There are three phases of business: building, growing and scaling. If you are in the building or growing phase, it is really important for you to wrap your head around the six buckets of time we will focus on today. If you don’t dedicate the majority of your time to these six things, then it is going to be difficult to get into the scaling phase, which is the place we all dream of being.   “The success that you have in your business is a direct reflection of the way you spend your time in your business.”   What does a weekly schedule look like? This is not a prescription. We are all building different businesses and you want to make sure that you are building a business that is authentic to you. What I’m sharing today are examples of the key buckets of time that I see as being really helpful in determining where you need to spend time in your business, but you may need to adjust. Be thinking of the buckets that make sense for you and your model, then start applying them.   Ultimately you need to think about the amount of hours you want to spend on each of these buckets, and set goals. Then you want to keep track, do an hourly inventory once a week, and try to adjust to match your goal for each bucket.   Today we are talking about what your weekly schedule should look like, and the areas of concentration that you need to dedicate time and attention to. There are six different areas you need to focus on if you anticipate getting to the scaling phase of business.    1. Business Development If you are a service professional with a coaching business or an agency you will need to focus on business development. This means reaching out to people, building a strong network so that you can build business, and awareness. Business development activities may include working with affiliates, making connections with an influencer, or educating someone about your products or services.   “Business development can be very wide, but this is the piece of the business that is uniquely something you can do better than anyone else.” 2. Strategy We all wish we could have time to think about our business. Sometimes you don't have the bandwidth to work on your business or in your business because you are so busy serving your clients. Strategy is when you are doing your planning, when you are cultivating new ideas, when innovation pops up, when new product ideas come in, or when you get to brainstorm your business. My goal is to spend 10 hours each week on strategy, and when I have that dedicated time to strategize in my business, it makes things go much smoother. If you are here for the long haul, this is something that can’t be avoided. 3. Marketing and Content You need to create a marketing plan for your business. There are so many options to market and to be visible: podcasting, social media affiliate programs, etc. But you need dedicated time to be able to do this. I spend about 5 hours a week on my marketing plan and producing content. What if you did this in your business? Your content would be solid and you would be in alignment with what your future offers looked like.    4. Delivery and Coaching Delivery and coaching refers to the coaching experience, leading a call, or recording content for delivery inside a paid program. I spend about 10 hours on delivery and coaching every single week.   5. Administration/Technology There are certain things that only you can do in your business, whether it’s dealing with applications, approvals, emails, or customer service. It's not always glamorous, but you will probably always have some time devoted to these tasks.    6. Team Development It’s important to develop, coach, train, and communicate with your team. I spend about 5 hours each week for my team of 16 people. I look at performance, organizational design, and how my team can develop and leverage their skill sets.    Think about these six buckets and recalibrate them to fit into your business model. Once you get the buckets adapted to your business, then you can start to allocate time to other projects if needed.   Weekly Ops Activity Reflect on your business model and figure how many hours you have available to dedicate to each of the six buckets, and what is your biggest area of focus? Share it with us in the Facebook group! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/87.

Are you interested in more profits in your business, but maxed out on the amount of hours you can work?  Today we are talking about money and financial impact to your business, and specifically about how to increase your earning potential by leveraging a profit share incentive model.    Profit Share Incentive Model If you are a service provider on the operations side of a business, the most common ways to charge are either:   flat fee/retainer wage: same fee every month for a specific deliverable hourly (check out Episode 85 which discusses moving from an hourly to a outcomes based model) project based model   Regardless of the way you are getting paid, what these models all have in common is a cap. Whatever you charge is the maximum you will earn for delivering the exact same work.    Our counterparts on the marketing side of the business are typically the ones who can earn commissions… it's standard for them to be able to earn commission, a percentage of sales, or even a bonus. This makes sense because their work generates sales, which brings in revenue to the business.    While the marketing side generates sales, the operations side is hard at work containing the expenses of a business, finding efficiencies, increasing productivity, optimizing the delivery of products and services, and managing the team. Both arms are needed for sustainable growth and scaling, but it's most common for the marketing arm to have the uncapped earning potential. There is really no risk for marketers to ask for an increase in compensation if they exceed their goals. When I was working as a Director or Operations (DOO), I became resentful that the ability to earn more wasn’t available to me like it was my counterparts on the marketing side... even though I worked equally as hard, drove results, and consistently worked more hours in the business.   One day as I was reviewing the financials for a client, I had a breakthrough. I realized that their profit margins continued to increase quarter over quarter since I joined the business as a Director of Operations. It changed everything for me... my excitement for my role, my commitment to my business, and it gave me the confidence to ask for what I wanted. I've always found that I’m much more comfortable in conversation with leaders when I've had success in my performance and the relationship between me and the leader is productive and positive. Once I hit my groove, I am able to see myself as a valuable asset in the business.    How to Address Leaders The biggest barrier that DOOs experience is how to address the leader, and there are ways to have this conversation with the leader so it can be a possible tool you can use for incentive pay and increased compensation.    Prework 1.  Access to financials. If you don’t have access to financials, this proposal isn’t possible. If you don’t have access yet, you will need to work to get to the point where you are a trusted business advisor. 2.  Review the financials. Make sure there is a positive scenario that would support your request. If you’ve been in the business for a while and the profit margin has jumped around, I encourage you to look at it quarterly or in 6 month increments and to note traction and growth from your impact in this business. From the time you have shown up in the business, quarter over quarter can you see that there is growth and an increase in profit margins? 3.  Model the percentages. For example, I’ve seen everything from 3-15% of profit share proposals. It depends on what the business looks like, revenue, and profit margins. In the DOO certification program, I’ve developed a detailed process for this.   The conversation Make sure you schedule this meeting and put a lot of thought into it. Do not piggyback off an existing meeting. Be prepared to share the impact you have in the business and also what the impact of moving to a model like this would do for the business.    For instance, you will have a greater dedication to the business. Also there is no risk to the leader; if the profit margin doesn’t increase, they won't be paying you additional money. It gives them the ability to incentivize you without cutting into the overall finances. Often service providers will want an increase after 6 or 12 months because of the outcomes they’ve achieved. You can do this in two ways:  The safe way: a profit sharing proposal  The risky way: a flat fee increase which they may or may not get a return from   Moving to this model allowed me to earn more, and be  “all-in” in a business. Business owners are longing for service providers to be ‘all-in’ in their businesses.”   It also kept me focused on one business, rather than having to serve multiple clients, which allowed me to focus on outcomes from a profit margin perspective. I was learning new strategies that would benefit the business, and I spent lots of time designing strategies that would show returns.   For example: I became extremely cautious with spending and became a trusted partner in critically reviewing purchases. I was all in to make sure we had a safe profit margin. I created systems to collect payments. When payments failed, I was putting processes in place to get that revenue back in the door. I looked at how we designed our pricing models. I created processes to make sure the team worked efficiently, which reduced overhead.   I was able to move from a flat fee retainer, to this creative and easier sell for the business owner because it was so low risk to them. Clients are frustrated with turnover, and they want you to be invested in their business for a long time, so this is a win-win solution that I hope you consider as you develop as an operator. Weekly Ops Activity Do you plan to incorporate profit sharing in your pricing model? Do you have a client that you can bring this to? If not, will you commit to developing your leadership skills so you’re able to acquire access to financials?   Previous Episodes Mentioned Episode 85: Up-level by Transitioning from Hourly to Outcomes Based Pricing   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/86.

Do you feel stuck in an hourly pricing model? Are you ready to scale, but are unsure how to price strategically?   Since creating the Director of Operations (DOO) certification program, and leading and mentoring 140 women, I’ve learned exactly what types of pain points operators experience.    Today is dedicated to a pain point that occurs over and over again: “How do I switch from an hourly pricing model to an outcome based pricing model?” Once you figure this out, it will align you to serve a higher level of client.   Hourly vs. Outcome Based Pricing It's totally normal to begin the pricing structure in your business by thinking about how many hours a task is going to take. But I want you to know that there are many risks with that mentality.    1. Scope creep: It happens so quickly. You may have done what the client is paying for a hundred times, but each client is unique and some will take a lot more time than anticipated. In that case, there are only a few things you can do: You eat it, which reduces your hourly compensation.  You reach out to the leadership and ask for an adjustment in the pricing. In most cases you have already priced the project and that price is what they are expecting to pay. To go back and ask for additional compensation can be challenging.   Most often contractors don’t address this issue, and chalk it up to another lesson... getting paid less for the same outcome.   2. Speed over quality: A business owner who looks for this type of pricing favors speed over quality. As the person who is delivering the work, it's advantageous for you to do the work faster. You will attempt to find efficiencies so you can be in search of a greater profit margin.   “Most of us want to be proud of the product we are delivering, and speed is not always the winner.”   With hourly pricing, you can also cap yourself because you can only work so many hours. The logistics of managing this pricing structure is really laborious. If they are paying you for hourly work, they will expect hourly tracking, which takes additional time.   “When clients pay you per hour, they tend to obsess over what you are doing every hour instead of focusing on the net effect you are providing.”   As a mentor to hundreds of women in this space, I’ve looked at the way we price, and compare it to the level of impact you are making in that organization. I’m a proponent of educating the DOO community about outcomes based pricing.    Outcomes based pricing is easier when you are contributing at a strategic level of the business, and I encourage you to listen to Episode 70 of The Ops Authority Podcast which details the four different layers of business functions: implementation, management, strategy, and vision.   The higher level you are delivering on, the more aligned you will be to creating outcomes for the business you are supporting. DOOs are taught to price this way because we are always working on that strategic level.    So how do you shift from charging hourly to outcomes based pricing?    Agree on the Outcome  Understand and agree on the outcome that the client is asking for. When you do this, the dynamic between you and the client becomes much less scrutinized and much more relational. You are seen more for the relationship effects you have in the business rather than what it is that you are doing. This opens up two-way communication, where both parties feel welcome to stand up and speak up, and to communicate differences and praise. When you do this you establish yourself as a leader, and create that “all-in” feeling that is coveted by your clients.   “If you want someone to be all-in on your business, you will never get that type of person with an hourly mentality.”   What is the Outcome Worth? Evaluate what the outcome is worth to the client. Determine what your good/better/best is in your revenue goal, then set the price. Be bold and look at this from the next level. What is going to allow you to get there? This is going to be a sliding scale that you revisit often to make sure you are feeling good about the income you are getting for the level of effort you are putting out.    Build and Communicate Your Authority You do this by showing off your skill, education, experience, and expertise. You can show your authority in your social media, website, testimonials, and also by highlighting and quantifying the outcomes you’ve been responsible for over your career. A really creative way to do this is case studies. When you do visibility planning, don't forget to create a mechanism or process for making sure you show off how you are an authority in this area.    Another place to highlight your authority is during the discovery call. When you are on that call, I want you to listen intently to their pain points. Even if you have a script, the most important thing is to listen to what they are saying. They will tell you where their gaps are and if they don’t you will want to continuously dig and ask good questions.    As they are telling you their pain points, you are assessing if you are the right person to join them. If you are, I encourage you to give them some value in the call. Show up, and show off your value. This gives them a taste of the strategic level they will see when they partner with you. If they can see that you are going to be a strategic partner, shifting from hourly to outcome pricing is going to be natural. Educate About Pricing Be prepared to educate the client on why you charge this way, because you may receive some pushback when you propose it. Most business owners are used to being changed per hour, especially if they have been hiring entry level talent and resources that focus on the implementation level. The more immature the business is, the greater the resistance is to shifting this mindset. This is your time to educate the client about how this is benefiting them, and how they are assuming less risk and getting greater outcomes. If your client shifts the way they are thinking about this, their businesses will reap greater benefits and it will allow them to scale even faster.    If you initiate this outcome based pricing, you will differentiate yourself from the competition who is most likely charging hourly. When you do this in an outcomes based model you are already propelling yourself to the strategic level.    “If you are charging hourly the mentality of the person paying you is that you are an implementer level.”    If you want to get closer to working at a strategic level as a DOO, I want you to set up your systems in a way you can trust yourself and feel confident in charging for outcomes.    This will make you irreplaceable in the market and will set you apart, as well as saving you from scope creep. Are you willing to go all in to change your pricing structure from hourly to outcome based? Weekly Ops Activity Identify the outcome that you are most equipped to provide for your client.  Think about the clients you are currently serving; what outcome are you getting them, and what is that worth? Let us know in The Ops Insiders Facebook Group!   Previous Episodes Mentioned Episode 70: How To Avoid Settling in Your Ops Career   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/85.

Have you been thinking about using your expertise to consult, and scale your business?   I am excited to share with you one of my dear friends and colleagues in the online space, Melissa Froehlich, as we discuss mindset and consulting.    Meet Melissa Melissa has a corporate background, but had to give it up to follow her husband in his military career. She started as a virtual assistant in order to have the freedom to take her career with her wherever she went. From there she grew to be an online business manager (OBM) and eventually a business growth strategist and mindset coach.    Melissa is here to share something that is brewing inside of her that she has recently navigated,  and today we are having a conversation about helping you understand what your greatest potential is in your journey as a leader for businesses.   “When we look back, we can see that this is exactly where we were supposed to be, but when we look forward, it looks very cloudy.” - Natalie Gingrich   Project Based Business Model (Consulting) Today's conversation is going to help you understand how you can navigate your next path by leveraging the skills you have, and upleveling them so that you are in the greatest alignment with where you are supposed to be.   As females, we tend to feel like we need to be implementers, because we can get stuff done. But I want more for you… I want you to get to the next level. I don’t want you to stay comfortable, I want you to move out of the implementation and into the management/strategy.  (Check out episode 70 for a refresher on the 4 different layers of operations.)  Today we are going to focus on the journey from implementation into strategy.    As I moved from implementation to strategy work, I had a lot of mindset blocks. Can you elaborate on some of the mindset issues we often have as we make that jump? We experience imposter syndrome and we aren’t able to see ourselves as CEOs or leaders because we are coming from the mindset of an employee. We are trying to figure out a new space which is overwhelming. We don’t know how to tap into our mindset issues, so we will often go to somewhere that is safe rather than take risks, largely due to scarcity mindset. We stay in the place of safety and we keep collecting skills, courses, trainings; we stay in the safety net of learning. We think we are buying confidence, but we forget that we are already coming with a lot of skills. We start asking “is there more?” but then you squash it because you don't want to rock the boat and fall into that scarcity mindset. Mindset is a skill that we need to devote to enhancing forever.   “I didn’t know how to say, I’m the CEO of my business, and I can continue to take risks because I’m going to manage them appropriately…” - Mellissa Froehlich “We think we are buying confidence but we’re not… we’re buying the ability to stay in this place that is safe in the space of learning.”- Mellissa Froehlich   What are the different ways we use project based models as operators in business? As an OBM she had a full roster, but was feeling the itch to help women grow their businesses (and make more money.) She started to look for themes and validation that she could be a strategic partner in their business as a business growth strategist.  Found that people loved having access to her to talk things through, gain clarity, and help them decide what their next steps were. When you start to notice a pattern in what people are telling you that you are good at, hold on to those things; they are your superpower. Used her Kolbe and Strengths Finder assessments to confirm her affinity for strategy Started offering a consulting model that would get results for people in a shorter duration that she could also scale  . Started doing weekly calls with clients but found that they got overwhelmed..She helped them gain so much traction and they had so many action items, that they needed more time to implement between sessions. So she had to vary the contracts according to clients' needs. She was able to leverage natural strengths the way she wanted to work with clients and came into client’s business as an expert, which finally felt in alignment.   What are you up to now, and how are you looking to serve those who want to move to the next level? She is building out an accelerator program. She gets lots of women who come to her who want “more,” which means they want to work with clients in a more strategic way. The program focuses on a model that provides quick fixes, gives laser-focused attention, provides massive results, and a way to return when they need you later. The program will help women be able to market themselves confidently in a strategic consulting manner in their business. You already have the skills, but will gain skills to build the offer behind the scenes, and mindset work.  Fits the needs of multiple business models, and will help you see yourself as the expert you are. If you want to work in a more strategic capacity and do less implementation. Have to be willing to market yourself in new ways. “When you are a consultant, you bring your knowledge, skillsets and expertise, but you are also bringing your community, and that's really valuable.” - Melissa Froehlich   Who is this for? People who love strategy and who are willing to market themselves. Those willing to commit to seeing themselves as an expert. Requires strategic leadership, independent thought, and the confidence to partner with people.   “If you are a leader, that means you are an independent thinker.” - Natalie Gingrich   Is this a program I should do as a Director of Operations (DOO)? This could be a great fit, if you are drawn to the idea of being a strategic partner As a consultant you are there to guide, and deliver the options, but you don’t make the decisions. How much do you love relationships? Do you want to love someone's business as much or more than they do? You have to be able to form relationships that are deep because that's where the transformation happens. Consider why are you drawn to this… do you want to leverage a different way of working with people?    About Melissa Melissa Froehlich is a sought-after business strategist, mentor and mindset coach who works with established female entrepreneurs ready to own the role of being the CEO of their business with a rewired mindset to help it all stick. After leaving her corporate job to follow her active-duty Air Force husband across the United States, Melissa rapidly built a booked-out, multi 6-figure coaching business teaching women to create online businesses that deliver premium results. Through her signature coaching and Mastermind programs, she mentors online service-based business owners to uplevel their services, embrace the mindset of a CEO, and stand out in a crowded marketplace by delivering an exceptional client experience. In her spare time, Melissa enjoys spending time with her husband, daughter, and dogs while adventuring in the mountains or exploring a beach somewhere in Mexico.   Weekly Ops Activity Come on over to the Facebook group and drop your questions about adding a consulting offer to your business.   Previous Episodes Mentioned Episode 70: How to Avoid Settling in Your Operations Business   Other Ways to Connect with Melissa: Website Facebook group email   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/84.

What does success as an operator look like to you?   If you are on the journey of becoming an operations leader or are looking to get promoted in any capacity, I’m talking today about what full circle success looks like.   We have just started a new cohort of The Director of Operations Certification Program, and if you are thinking of joining us for the next round or would like to learn more, click here.   How to Achieve Full Circle Success You can never control what the leader of the business is going to do, but you can control what you do. I'm going to give you some tips that have been very helpful for me as I’ve pursued full circle success in my own career path.   I believe it is 100% up to you to chart your own course, whether you are doing this in your own business and growing a team, or if you are selected to be a part of a team.    “It is 100% up to you to chart your own course.”   Define Roles and Responsibilities  As you step into a position, make sure that your roles and responsibilities are clearly defined. This is a non-negotiable, and you should never even apply to a job that doesn’t have these roles clearly outlined.   “Desperate people hire desperate people.”   If someone is advertising for help on Facebook that's a red flag. This tells you that they have never taken the time to define those roles and responsibilities, which usually means they don’t have a lot of clarity as a business owner. This is a no-win situation that will eventually catch up with you and cause agony while you are with them.   Identify Key Results Areas (KRAs)   KRAs refer to what is going to be accomplished in your role for the first 30 days, the next 30 days, and the next 30 after that (we call them 30-60-90s). In most cases if someone isn’t familiar with hiring, they are going to skip this piece because they are so excited to get you through the door. But for you to be ultimately successful this is the most critical piece. If it's not inside your training, you need to be the leader and own this piece.    “Don’t get past day 3 without asking what your goals are for 30-60-90.”    How do you create these for yourself? 1. Look back at the job description so you understand what the owner is thinking about. 2. Have a dedicated one to one full hour talking with the business owner who you report to. Ask: How do you want to feel as the business owner? Now you start thinking about the actions you can take that align to the job description and start mapping a course for yourself. What can you do to make this person feel less overwhelmed? What needs to get done? Prioritize the projects that need to get done. It is impossible to get 10 projects done in the first 30 days. Get a sense of the scope of the projects and prioritize with the owner when it makes sense to begin.   3. Ask the business owner about profit producing activities that you can assist on. This is important so you can show your return on investment. Get closer to profit producing activities without being on the marketing side of the business. What are the things you can do to assist to help create greater profit? If you are an operator, make sure to check out episode 63, where we talk about the TIES method, which is critical for helping the business owner understand what can be done in those 30-60-90 days.   The advantage of creating the 30-60-90s? Ideally the business owner creates these themselves but in many situations they aren't really prepared for you. So by leading this conversation you appear as a leader and this helps make yourself indispensable.    These also help you as the employer contractor because not only is the business owner less overwhelmed, but you are less overwhelmed because you have clear direction. You know what it takes to be successful or to pitch yourself for a raise/add a profit share. I want you to have a long healthy relationship with your client, and 30-60-90s are the key to making that happen.   Establish Meeting Cadence Make sure you have a strong and certain meeting cadence established. If you haven’t had a lot of direction, then you are probably going to continue onboard yourself. You need to ask them to determine how often you need to meet and what is expected in the meetings. Do you need reporting? I never want you to be in a situation where you are just meeting to meet. If you know what is expected of you from those meetings, you can have a more concise, powerful meeting,  Businesses who put off regular meetings are overwhelmed. If you don't have an existing meeting cadence established, your position is at risk. Ultimately what meetings are used for are two-way communication, which is one of your most important goals. What meetings are the most important? Who are the people you need to be talking to on a regular basis? Raise your hand and let them know that support you will need.    Over time as the owner starts to feel the relationship solidify, they perceive the two-way communication and they want to back off. Don’t let the owner back off of these meetings! Their job is to lead the business, which means leading the team. If you as an operator are taking this off of the CEOs plate, you have to establish repeated meetings which are predictably scheduled, complete with agendas. Do not let this go by the wayside.    Ask for Performance Reviews Make sure you get performance reviews. You understand what your responsibilities are, you know what your 30-60-90 goals are, you have regular meetings and open communication, so it should be easy to ask to set up a performance review.    You've done your diligence when you set up your 30-60-90 framework, which is exactly what you are going to use to determine if you are meeting your goals. If you have gone above and beyond the 30-60-90 goals or surpassed them, I want you to be able to note those every step of the way.    If you want to be indispensable, make sure to ask for performance reviews. Before you show up to that review you should have notes and be equipped with talking points about what’s working and what is not.    Show Mastery When you create something new, create and document SOPs. Often, we are so busy doing that we never bother to create an SOP. As a business owner, if I have someone in my business who is keeping a log of standard operating procedures that I've never even had to ask for… the value of the relationship is enormous.    If you have accomplished what has been outlined in your 30-60-90s, and your leader has reviewed it, given you feedback, and you’ve been documenting SOPs, you’ve reached the mastery level in that business. Time for a raise, title change, promotion or profit share! But you may have to bring it to the leaders attention, because they are so busy growing their brand they may not even notice mastery.    Show mastery in the role you have been hired for. This usually takes about 6 months, but when you get to the mastery level, you need to communicate it. The next piece of the puzzle is to begin training other people. Start to develop your next role in the business, and plan to train the new person coming in. When you can grow inside of a company to the next level and take the burden off the leader by training the next person to backfill the role you were playing, that is a huge win for the business owner and allows you to get the next level position in the company.  Weekly Ops Activity Create your 30-60-90 day goal plan for your existing roles. Then share them in our FB group!   Previous Episodes Mentioned Episode 63: The TIES Method: How an Operations Expert Shows Their Value   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/83.

Does the mention of selling make you break out into a cold sweat?    Today we are talking about the emotions of selling as a service provider. I have five years of selling as a service provider under my belt, and have sold well over 120 women into my Director of Operations Certification Program over the last year. I know a thing or two about selling, but that doesn’t mean it comes natural or that it’s exciting. In fact, it brings up a lot of emotions that can stifle me. I’ve had to do a lot of work around the selling process because it's uncomfortable… but it's part of business.    As a service provider, sales look different than in a product based business since buyers can't actually see or touch the product.   “When it comes to selling a service you need to be able to articulate that service with a ton of confidence. The ultimate goal is to be able to do this with ease.”    When you are selling a service, it's less clear than when you are selling a product because you are selling a transformation, a solution, or intellectual property. It's not physical, and because of this there will be a lot more emotion tied into this. At the end of the day we are selling ourselves...people are buying you. I mentor operations experts, and so often they are scared to actively sell themselves because service providers are selling services that come with a healthy price tag. And along with the larger price tag, comes the worthiness question. You think:    Am I worthy of this? Should I be doing this? Should I really be getting paid for this? Who is really going to buy this? As you step into your zone you will work with larger and more visible clients, and you’ll start to question your genius… you worry about providing the outcomes that people may expect.  When sales and marketing slow you down from getting to the point of having a sales conversation, you don’t generate the revenue you need that will make you proud of the work you are doing.   Is this something you feel like you can overcome? Are you ready to do the work to have sales come more naturally with you?    Preparation Sales create emotional blocks for me, so I have to prepare myself. This is especially true when I do launches because I will be having a conversation with hundreds of people at once. When I am asking someone to partner with me, I have to look back at the transformation that I’ve had, and the transformation that I have helped others have in order to equip my emotions to be able to feel bold and confident to sell my offerings.    I ask myself:  Am I addressing their concerns? Am I the right solution to their problems? Do I want to continue to do this work? Am I partnering with the right people? Am I selling this for the right reasons?   You may have different questions that relate to the service you are selling, so adjust as needed.   Once you interact and gather the information, the pitch comes. It is completely normal to stumble, to over-process, to overpromise, and to have awkward pauses… these are all reactions related to the fear that comes with selling and sharing your brilliance.   Tips For Any Selling Situation 1. Prepare for each and every sales call  Think like an athlete, and get in shape. You need to practice and do research. The more research and data points you have, the easier it is to have an organic informed call. At the end of the day you’re looking to have a conversation, and you should mentally make the shift to thinking of it as a conversation rather than a sales call.    2. Ask a lot of questions Questions allow you to understand if you are the right person to move forward. It also allows you to shine and offer solutions, whether they are going to buy from you or not. Guide them through a framework and provide value to them. Take leadership over the call and put yourself in a position to determine if you are the right person to work with them. If not you can redirect them to other service providers.   3. Map your process What is your sales process? Whatever you are selling, have that process completely mapped out and be able to rattle it off as second nature. This displays confidence. Your gift is in process, and when you can couple that with your leadership and experience… you will rock a sales call.   “Selling is always about communicating the value, and anticipating their needs.”   4. Create a Visual  A visual will give you confidence. Plus, people learn in multiple different ways. Sometimes it is difficult for people to imagine the process you are selling through verbal communication. If you can create a visual on a slide and then walk them through it, their ability to say “yes” or “no” will happen much faster. Make it crystal clear for them.   5. Validate Understanding Validate that the potential client understands your service. If it has been a one sided conversation, expect follow up because both parties want to feel like they have spoken and been heard.    Ask:  How does this feel to you? Do you have any questions?  What are your experiences?    These are all questions to validate that they understand.   6. Only offer services that you fully own  Don’t oversell, overpromise, or change your offer and couple it with things that sound interesting or that are in your wheelhouse. When you allow the client to create offers for your business, you’ll find that the work is not exciting and it has a massive negative effect on the services you are delivering to them. Be honest if there is something in the role that you don’t feel equipped for and understand that turning away people is healthy. 7. Model your solution in the sales process  If you are selling systems or processes, make sure they are buttoned up from the beginning. There is no better way to get buy in than to model it throughout your process.  8. Journal your emotional blocks Listen to the blocks that come up,  and equip yourself to overcome them. Take the negative emotion, journal on it and find the facts that supersede the emotion that is not rooted in any truth. Weekly Ops Activity Document your offer process. How do you do what you are selling? What are the steps? What are the outcomes that the buyer can expect? Put it into a list, then a visual, and practice it over and over again. Share it with us in the Facebook group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/82.

Are you quick to make changes to the latest greatest tool or tactic? Do you suffer from shiny object syndrome?   Today we are going to talk about something that I’ve recently had to do some inner work on… how to process and deal with shiny objects. I’ve been looking inward to figure out what I need to incorporate into my business vs. what are the distractions that could derail me.    If you enjoy the Ops Authority Podcast, join my private Facebook Group, The Ops Insiders, where you can ask questions related to building an operations business!   How To Evaluate A Change Recently I took some time off from my business, and as I found myself with some extra time, I noticed that I also picked up some extra habits that go hand in hand with scrolling… comparison and shiny object syndrome.   “Things that I typically block out were permeating me.”   I ended up reconsidering the things that I was doing. Things that had been successful for me... and I started to question my own strategic plan.   Today I want to spend some time talking about how I navigated that, and to help bring some clarity to help you the next time you find yourself in that vulnerable place.   There are going to be an infinite number of things that will come up in your business journey so the distractions are not going to go away. If it's supposed to be in our business, it has to be the right time and we have to have the right team to explore those new things.   “The more mature the business is, the easier it is to resist the distractions.” Just because the icons in your industry are doing it doesn’t mean you should be doing it. You need to build a business that feels comfortable to you.  If you have a current tech stack or social media plan, make sure you optimize it. Then you want to test it and if it's not delivering, then you can think about changing it out. But I want you to give a dedicated effort to optimizing what is currently in the business.    Before saying yes to a change, here are some of the things I ask you to consider to make sure you are making a sound decision.  1. Evaluate Your Vision Do the work to see your vision for your business. If everything went according to plan with your business between now and the next 3-5 years, what does your business look like? What kind of successes do you have? Where do you want to be? What kind of leader are you? What kind of team do you have? What kind of offers do you have? What kind of revenue are you generating?  Spend the time to get to that vision.   How does having a vision help? If you know where you are going and can see deeper, then it will help you in making a solid decision when navigating a new tool.   2. Create a Strategic Plan How are you strategically going to reach the vision you've set for yourself?    I have licensed a model called the Strategic Mapping Model™. It is part of the Director of Operations Certification, and students are the only ones who are licensed to use this model. Directors of Operations (DOOs) can partner with visionaries to use this model to break down their vision and create a strategic plan. Then the DOO can manage that plan and create those changes. 3. Evaluate the need for change  What are the pros/cons between what you are using vs. what you could be using? Why do you need to make this change? This will take some of the emotion out of the decision. What are the  risks and benefits?   4. Gather Facts Gather a few facts. What is the actual cost of making a change? Think about it not just in terms of the financial considerations, but what is required of the team. How many hours will this take? Look at the deeper data: how much time will it take, what is the impact of experience on your customers or your team. There are a lot of soft costs in changes. Look at the return of investment, meaning how long will it take you to recoup the cost, time, and energy that you have put into making this change for you to break even. By gathering this data you will have more confidence when you move forward in this.  5. Evaluate Disruption What will the disruption be to your business projects and customers? What kind of impact will it have on your business, client projects, or your client load? How will your customers be impacted? There is a lot of work to be done and if you are just trying to fit this in the limited amount of time you have in a day, then the morale, energy, and quality of what you put out will leave you questioning if this was the right path. Look at this through the lens of your customers, clients, or whoever you are working with.  6. Get Approval  Once you go through steps 1-5, I want you to get approval from your team, mentor, coach, or mastermind. By going through steps 1-5, you are essentially creating a change management plan, and I want you to present this to your team, a mentor or coach, mastermind or spouse… whoever helps guide your business. Ask them their opinion, give them real facts, and a picture of the impact. Make sure you get multiple opinions before you take action.    “When you are looking to make a change in your strategic plan, you need these vetted by people who have an interest in what you are doing and delivering.” 7. Create a Project Plan Create a project plan for this change so you can be strategic. Slowly think through all of the implications that a change will bring. For instance, I am currently in the process of changing my funnel software, so my team and I are thinking through how these changes will affect my customers, students and community.    “We tend to minimize how complex change is in a business.” 8. Establish a Communication Plan If you are going to impact your customers with this change, you will want to establish a communication plan for your customers and your team. Nobody likes to find out these changes after the fact. Get in front of the change and proactively communicate with the people who will be impacted. Allow them to be part of the journey, and you may be able to help someone make a solid (rather than a reactionary) decision. Let them know all of the steps you have gone through so that they know that things may look different. Give them the rationale behind the decision which will help eliminate the frustrations they may feel with the impending change. 9. Quality Control As with any project, you will want to test and quality control the change before you put it out there. For example if you are moving off of a social media platform and will be engaging less on one platform vs. another, set a time parameter to test the impact. Are you getting the kind of data you expected?    It is impossible to be everywhere on social media or to leverage all of the tools that are out there. Before you make the switch official, test it and make sure it works for you before you go all in. This means you may be paying for overlapping services for a few months, but if you let the old one go too soon it creates too much risk in your business in the event that the new platform does not meet your expectations. You may want to keep the old platform for 6-12 weeks while you are making the switch to the new platform.    10. Switch Once you have the data and feel confident, you can determine if making the switch will be beneficial to your business. If you don’t go through these steps and shift your focus to something shiny and new you are going to miss something really big.     Remember there’s not one way to do business and there’s no straight path to success. There will be obstacles that will arise and have you rethinking yourself and your plan. Leverage the logical parts of your brain, but when it comes to change management I highly encourage you to be logical. If necessary, partner with someone who can help you be methodical in determining if making this change is right for your business.  Weekly Ops Activity What’s the last thing that had you considering a change? What is the last shiny object that you have experienced? Let me know if the FB group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/81.

Are you ready to increase your revenue this year?   Today we are going to talk about 8 ways you can skyrocket your business in 2021.   More and more people are leaving corporate and making the leap of owning their own business. As people transitioned to working from home thanks to the pandemic, working women saw the benefits of leveraging their skills from home.    “We are working from home and the world continues to find ways to do business in a bigger way.”   Women are doing this by leveraging a digital footprint. This means that more digital products are being created, digital marketing efforts are being used more and more, multiple marketing efforts are being instituted for one product, and teams are being expanded.    You as an operations expert have more opportunity than ever before. This is the year you can skyrocket your business. This is the pattern we have been seeing, and in fact, I almost tripled my business in 2020!    1. Identify Your Gifts What makes you special?  Leverage the level you are at and stretch it to the next level. If you have been an implementer in a business and you have the capacity to grow, now is the time. 2. Nail Your Offers Do what you are good at. What do you enjoy and that the world finds valuable? Dive into those skill sets, own them, and put them on display. Everything else needs to be taken off the table.    3. Understand Your Avatar Understand every nitty gritty detail of this person. It may include getting on a zoom call with your ideal avatar, which may be uncomfortable... but this step is key. You need to understand them, otherwise you are not going to feel heard or seen, and you will have a hard time penetrating that audience.    Marketing your company is the only thing that will allow you to get to the next level. The more you understand your person, the easier it will be to have a conversation.   4. Price Your Offer Appropriately Absolutely do not short change yourself. This requires confidence.    “Action creates confidence, and confidence creates cash.”    Figure out what other providers who serve your clients are charging. Then charge 20% more than what your gut is telling you.   5. Communicate Unique Value Clearly communicate your unique value in all of your marketing. What makes you special or different from a peer? Communicate that in every single marketing piece: website, emails, social media, sales pages, opt-ins, phone calls, etc. Spend some time working on your messaging.  6. Sales Calls Galore You must get on the phone with your people. If you want to skyrocket your business, the easiest way to do this with a high ticket offer is to get on the phone. No matter how you create this conversion activity (phone/zoom/dm’s)… you have to have quantity so you can see where you are hitting or missing the mark. This is the only way to get them to buy.    7. Pay Attention To Your Network Go one level above who you are currently hanging out with. It’s fine to have a mastermind of peers that you are comfortable with, but you have to go to the next level. I have always surrounded myself with people who are smarter than me, who have been in business longer than me and who have larger audiences than me. When you surround yourself with those who are on the next level, you naturally rise to that level. 8. Be Committed To Upleveling Uplevel your growth and professional development. You never want to become complacent, and the easiest way to do this is to commit to growing and refining the gifts you have been given.   Continuously look to find out where your gaps are and find people who have gone before you. If you are selling products that come easily to you, this will allow you to fast track.   The Ops Authority’s mission is to partner with operations experts to help them uplevel their income, avatars, and offers… and the best way to do this is to join the Director of Operations Certification Program. We will be kicking off Round 8 on February 1st. The application deadline is January 26th, so don’t miss out!    Weekly Ops Activity Of the 8 steps mentioned, which is the first one you will be committed to working on? Let me know in the FB group.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/80.

Do you feel like you are doing this online business thing all wrong?    Today we are talking about the mistakes you are probably making in your business that are slowing down your success... and how to avoid them.    4 Common Mistakes That May Be Holding You Back I've been in business for 5 years, and I’ve literally made all of these mistakes! What about you? Are you making any of the following mistakes?   Too Many Offers As you set up your business it’s so easy to offer too many things. Or have you said yes to someone who requested a service you don’t offer? You say yes out of scarcity and find yourself having to create that product on the spot, and eventually you find yourself with multiple offers.    The more offers you have, the harder it is for you to create systems and be consistent in talking to people. You confuse the people you actually want to work with, and it makes your visibility confusing.   Are you getting in front of the people you really want to be in front of? If not, we need to revisit your visibility. How are you being visible? I want you to attract the right people so that you don't find yourself complicating your business and bringing in too many solutions for too many problems.   “If you aren't leading your company, yourself, or the conversation, you will end up with too many offers and people won't know what you're known for.”   Think about the ways you want to help someone, and if there are too many things… trim it down.   Generalist vs. Specialist If you’re new to operations or online business in general, you are probably starting wide… serving as a “Jill of All Trades” of sorts. If you are doing all-the-things, it’s a great way to start out to get data and intel… but you most likely won’t want to stay in that position forever. Some people are made to be generalists and others specialists, but often we don't stand in enough confidence to identify exactly what we want to do.    “You could pick one piece of the operations puzzle, and come in and own it.”   If you look deep and find the thing that fires you up most, you may be able to niche further down and become a specialist.  Copying and Pasting Other Influencers Models You cannot copy and paste any one person's business. Businesses are built based on values and relationships. If you copy someone else's model, it won’t be authentic to you. Which means you will face lots of obstacles and it may feel like cheating. That will slow you down and take away your power and confidence and increase your fear.    I want you to dive inside of yourself and assess what you are the best at. What gets you excited? What do you do better than anyone else?   You need to leverage the talent and values that make you unique. Review who you serve, what you like to do, and your values and choose a model that suits you. Also realize that business models will change as you gather data and see if it works… if it’s not working, you have the liberty to change!    “Your brand does not hold you captive...it allows you to expand, grow and deepen into the areas that make you feel powerful.” Downplaying Your Genius I am a perfectionist, and sometimes I minimize what I’m good at to feel safe. When I left a corporate executive job, I downplayed my skills when I started my own business. It didn’t take long until I realized I had to stand in my own genius.    I reflected on my accomplishments in corporate and decided to stand in them. But I am constantly surrounded by people who downplay their genius.    “I promise, when you rise up everything rises with you.”    People would often ask me how I was scaling my business so fast, and the truth is that I wasn’t scaling; I was just charging my worth. I have continued to see my worth and where I stand out, and in the places where I don’t stand out... I let them go.    “Scaling doesn't mean making a certain amount of money, scaling means showing up in your business and making money with greater ease.”   Find your genius! Ask everyone you know and if what they say matches what you see in yourself… you’ve got the data to back it up!   Join the Free Masterclass If you have a desire to earn more money in your operations business, join us in a brand new Masterclass on Jan 21st!*    This is a one day training that is full of action. It will allow you to leave the class with a real plan that looks at your financial goals, how you should position yourself, and where you should focus.   Sign up here for the masterclass: How to Earn More in 2021 Using Your Ops Skills… without sacrificing what's most important to you.   *Note date change from what is mentioned in the podcast. The masterclass will take place on Jan. 21st instead of 20th. Weekly Ops Activity What is your genius? What do you do better than anyone else? Take some time to assess yourself and survey others, then let us know in the FB group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/79.

Do you have a plan to meet your financial goals for this upcoming year?   We are going to kick off this year talking about what you should know in order to reach your financial goals in 2021. The new year is a time of dreaming and scheming, reflecting, and creating a plan for the upcoming year.    One of the most important items you need to plan for is your financial goals, and often we avoid it because of fear. Financials can seem super scary but we are going to get into the technical side of finance today.    Reaching Your Financial Goals  There are 5 steps you need to take into account for a solid plan.   Be Aware of Your Vision Where do you see your business in 12 - 18 months? Take a few minutes to figure out what it looks like for you. What kind of products, services, or pricing will you offer? Think about who you are going to be serving… will that change? Do you want to niche down? “It is not uncommon to have a brand new completely unrecognizable vision every 2 years.”   Reflect on your Actuals Pull out your spreadsheets and review your actual financials from last year. Look over revenue, profits and what you paid yourself quarter over quarter for the last year or so. The more data you have, the better. The reason we do this is because we are influenced by the people we follow and hang around… sometimes we allow their vision to become ours. I want you to have a firm understanding of your financials so you can analyze and be aware of your starting point.   Define Your Goals What are your financial goals? As you develop your skills and refine your market, you need to know what your goals look like. I believe you need to reverse engineer from your goals to your pricing. It is tempting to shoot for a six figure number, but it may not be realistic. Define your goals based off of your vision and your actuals. I use the good-better-best framework, by Todd Herman, to predict launches, revenue and more. Set a goal that is easy to attain, and then use it to set better and best goals.   Identify Your Gifts My coaching and expertise help women uplevel who they work with, what their outcomes are, and how much income they bring in. This is about identifying your gifts. What is it that comes easiest to you? When you monetize the skills that come easiest to you, you are going to make money in the easiest ways.    “Natural skills monetize the easiest because it’s what you have the most confidence in.”   Make a Plan  Make a plan and measure it to make sure you are on track.  These 5 steps will allow you to know if you are able to reach your financial goals.   “It takes as much energy to wish as it does to plan.” -Eleanor Roosevelt   I didn’t take the time to go through these steps during my first 3 years of business. I am 100% certain that the work I’ve done towards financial planning in the last 2 years of business have brought more than 7 figures in revenue over the past 2 years into this business. The first 3 years, I was doing it wrong! I was taking a lot of time to dream and wish but wasn’t matching that by putting it into a plan of action.    If you are listening and are not taking action on these items, you are putting yourself at risk. If you want accountability in creating a plan that works for you, we have a brand new masterclass coming up on January 20th.    This is an interactive workshop. I have seen over 120 women come through my program and create financial freedom by leveraging the skills that come most natural to them. I want to help you create a plan that is feasible. This masterclass is tailored to operators at all levels of business.   Sign up here! Weekly Ops Activity Share the vision you have for your business in 2021. You don’t have to give a specific number, but I want to know what you see your business doing this year. Will you be changing an avatar? Growing a team? Changing your services? Come on over and share in the FB group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/78.

How did your 2020 shape up in regards to your business? Today I’m going to recap what 2020 looked like for my business, and I hope this gives you a glimpse of what a business can look like. I also want to model something for you that you can use in your business, called the reflection framework.   Reflection Framework Take out a piece of paper, and draw a big “t” so you have 4 quadrants on your paper.  Now label: Top left as “Working” Top right as “Not Working” Bottom left as “Missing” Bottom right as “Confusing”   I use this simple framework all of the time. I'm going to use it today to reflect on 2020, but I have used this exact framework for masterminds that I have facilitated, performance reviews, 1-to-1’s, and team meetings. It gives you the ability to collect a lot of info and gives structure to the conversation. It also serves as a documentation piece that you can look back on year to year.   What Worked? This has been an incredible year. When we started I had 4 different products I was selling. I had been feeling the urge to niche down and understand where my greatest value was. By niching down, I could give more of myself by serving 1 audience. This completely changed the trajectory of the success of The Ops Authority. I am so grateful I had mentors encouraging me and helping me see where my potential was, because what was stopping me from niching down was scarcity.    If you feel like you have a knack for operations and are interested in becoming a Director of Operations (DOO), join us for our first round in our upcoming Director of Operations Certification Program in 2021.   Mentorship I have spent thousands of dollars on different mentors, programs, and masterminds over the years, and this year I decided to go big with a next-level mentor. I joined the Unstoppable Entrepreneur with Kelly Roach. I joined the first weekend of March before COVID-19 hit, and I remember thinking about how our economy was shifting in a really rapid way, so I needed to put my money where my mouth was to level up. I found a program that I will be in for a very long time to come. It was a mindset shift for me, and I have been blessed for Kelly’s mentorship, her supportive team and the peers in the group. The Live Launch Model I started to use this program that Kelly teaches. I started to pay attention to what she was doing and applied it to make my content work for me. My team and I worked to create my live launch The Scope Creep Solution. It is a topic that stands the test of time, and allows me to show up as myself and teach something I’m excited about.    Expanding my team I decided to expand my team by bringing in qualified expert coaches into my program, which has completely upleveled the experience that my students have. They have allowed me to see an even greater vision than I did in 2020. We can now handle 2-3 cohorts of DOOs at one time.  My team I want to give a massive shout out to my Director of Marketing, Esther Littlefield who is such an incredible support. She is the person I trust in the strategic department of marketing. It has taken a big load off of me, so I can show up as the lead coach.   We have been able to expand our hiring services big time. Diana Neff has joined us as our lead hiring manager, as well as Yolanda Rumpf. They are both DOOs and have strong competencies in hiring.    Abby Herman has supported us in the content strategy area to make sure everything is streamlined, and Holly Cain with Prosper Collective has helped take our finances to the next level.    Intellectual Property I have developed more intellectual property which means we have more content to share with those of you who choose to trust us and learn with us.    Podcast Growth The dedication to this podcast has paid off!   Referrals We put a lot of hard work into our marketing efforts, but I’m never upset about referrals! We have been really grateful for strong referrals.    “Being reputable has made it very easy to expand our business through referrals.” What Didn’t Work? Technology Our tech stack is going to be shifting in 2021. Our current stack includes Samcart, Clickfunnels, Thinkific, and Convertkit. I have hesitancy about each one of these, and we will be exploring our options.   Meetups I am a people person, and without conferences and meetups this year I’ve been a little heartbroken, and have felt somewhat isolated. I miss the networking and having some time away to focus narrowly on my business.    Website content Since I have decided to niche down, we have some work to do to make the site match the messaging for our niche audience.    What was missing? An Operations Coordinator We will be onboarding our 1st employee, Alex in January 2021. She will be able to fill in some of the gaps, where some of my other team members have been graciously filling in.    More hiring managers We were so booked that we had to turn away business later in the year, so we are looking forward to hiring a few more people since our processes are so dialed in.    Content in The DOO Certification Program We have been anxious to re-record the content for the DOO Certification Program. I’m ready to share new wisdom that I’ve gained over the last few years and I want to add some relevant examples. We have also hired an instructional designer who looks at how to piece together content so it flows better, how to be more inclusive to various learning styles, and the visuals and graphics that support the frameworks I teach on. Accreditation One of the first things I did when I created the DOO Certification Program was to look at how to get this program accredited. One of the pieces of advice I got was to have a good sample size. When you have enough feedback you have a more solid product. Right now we have 141 certified DOOs, and we are actively in conversations with some really exciting organizations to discuss accreditation.   “Whatever we can do to increase the impact, opportunity and income for natural born operators… I am here for it!”    Balance Personally, when the pandemic became serious, I was really fearful of how it was going to impact my business, which led me to overcompensate for the lack of control and steadiness that I didn’t feel.   What was confusing? Whatever you write in this section, you need a strategy around it to address it. I leveraged people around me to help me with the confusing parts.   Mindset I can be headstrong when it comes to abstract thoughts because I’m such an action-oriented logical, methodical person, so sometimes I don’t think I have mindset issues. My mindset is very different now than it was at the beginning of the year and I attribute that to my mentors and friends. I also learn so much from my own people; from the gals who come through this program who allow me to step up. By coaching their mindset gaps, mine has gotten stronger.   “This is my year of transition, from baby business to big-girl business.”   Financial Transition There has been quite a bit of growth this year, and I needed some strategies on how to handle that. We have been able to reinvest money back into the business and I’ve been able to leverage experts to help me in this area.   Video Show I take slow action, but I’ve been thinking of starting a video show. It’s still not crystal clear.   Pinterest Strategy Kate Ahl is a dear friend who runs Simple Pin, a Pinterest management company. She did a podcast with me where she did live coaching on my Pinterest strategy. I want to take Kate's thoughts and feedback and crystallize it in 2021.    I hope you have found this helpful and found some good nuggets that will help get your wheels turning as it relates to your own business! Weekly Ops Activity Create your own reflection framework for your business in 2020. Then come on over to the FB group and share with us what has worked for your business this year.    Previous Episodes Mentioned Episode 23: How To Reflect On Your Accomplishments   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/77.

Does the thought of digging into the financials of a business make you uneasy? Do you shy away from the responsibilities of looking at the numbers?   Today we are talking about why financial knowledge is needed for Directors of Operations (DOO).    Why Financial Knowledge is Needed We talked a bit in episode 75 about the benefit of being able to see the financials of the  business you are working in. With this knowledge you are able be a strategic partner in their business. It is key for you to have access to that information, so if you run into a leader that doesn't want to share that with you, that is an issue.   I also know that one of the greatest fears of becoming a DOO is financial knowledge. Most often, this is the area that people feel the least competent in. I know, because it was my fear once upon a time… I made it a much bigger deal than it was. I want to share the importance of getting to know the numbers, and what your role is with those financials as a DOO.   Strategic Partnership Why does the DOO need to be able to read these financial reports and have a bit of financial knowledge? Well, because you are the guide for the business and money will rule decisions.  To make fact based decisions, you need to see the data. You will need to see the numbers and look at the trends that are happening. This allows you to be a strategic partner.    Also, one of the things that leaders/visionaries tend to ignore are the financials.  And as Jenni Davis points out, leaders sometimes feel successful in this area, but they are really only doing bank balance accounting… meaning they are only looking at what is in the bank. This is a huge mistake. Somebody needs to be tracking the trends because your leader likely won’t be giving financials any attention. Compliance As a DOO you will need to keep track of compliance, meaning they need to pay their taxes on a quarterly basis. You are the one who will help them make sure their taxes are done and up to date. You will need to see the financial statements each month, and hopefully the business will also have a bookkeeper on staff. Your best bet will be to partner with the bookkeeper, so you will be able to understand the trends and how you can help the leader to strategically make better decisions.    Understand Trends and Patterns The profit and loss and the cash flow statements are actually very simple.  By looking at these you will be able to tell the financial health of the business. You’ll be able to read the reports, give them guidance and understand what is happening in the business. What are the spending habits of the leader you have? This is your time to give them wise counsel about next best steps. Avoid looking back and criticizing, but use the data from the past to help you make decisions in the future.    Make notes of opportunities, successes or patterns. If you have an increased profit margin, make sure to celebrate and note what led to that. You want to understand the patterns that are taking place and this will give you incredible confidence in your communications.    “When you become comfortable talking about financials you will see how easy it is to create strategies… and your value will skyrocket.”    How Often? I like to have monthly financial meetings. It may be me speaking with the bookkeeper and taking the information back to the leader, or it might be a meeting with all 3 of us. This is a very private matter, and needs to be a safe space.   One of the non-negotiables should be a quarterly meeting with the bookkeeper, and the goal should be to find ways to improve the reporting. When you meet, take the time to give an update on the business. What has changed? You want to look product by product, and compare how much it costs you to sell it in relation to the other products you have.    “By looking product by product, it will tell you where you should be investing your time.”   Once you are aware of the financials, your job is to tell a story. It’s not to be a bookkeeper or accountant, it’s to tell a story.   Being open to understanding financial terminology and reports, and being coachable has huge dividends, and if you are going to be in a strategic role in a business, you cannot shy away from the financials!   Weekly Ops Activity On a scale of 1-10, how comfortable are you with financials? Come and share in the Ops Insiders FB group.    Previous Episodes Mentioned Episode 75: 4 Popular Models for a DOO Business   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/76.

Have you figured out how to determine if a business is ready for a Director of Operations (DOO)?   We are talking about how to know when it's time to sell your DOO services to your clients. Basically how to give yourself a boost, a new title, and potentially more income from your existing clients.    How to determine when a business is ready for a DOO I'm going to walk you through a few things that I look for when I’m trying to determine what kind of help someone needs in their business.  Strategic Partner Are they looking for a strategic partner? Are they willing to say “here is my vision” and what the strategy is for their vision?   For example, my vision is to have 500 certified DOOs by the year 2025. When I was ready for a strategic partner, I turned that vision over to my Director of Marketing, Esther. She came up with the strategies to achieve that goal. I did not want to take up more of my bandwidth, so I handed it all over to her, and she owns the strategy and the project management.   Does the business owner already have the strategy and just need someone to manage it? That's ok, and it can be a comfortable place to enter a business, but you should ask several questions about their ability to bring someone into the business at a strategic level.    Ask them:  Who creates the strategy? What is their strategic plan? Do they need someone to help them create the plan? Are they ready for someone to come in and help lead their team?   My method is to use the Strategic Mapping Model™ (part of the Director of Operations curriculum) to help them on a strategic level. If they aren't ready for that, they may not be ready for a DOO. The best use of a DOO is when you can come in at the strategic level as well as the management level. You are not there to do the implementation.    A lot of leaders are tired from managing the talent on their teams, and many DOOs have that gift of leadership. You need to ask them if they are comfortable being the manager/leader. Are they ready to get rid of the management aspect and just do the leadership piece? If so, that would be a great time to bring in a DOO. Team If they do not have an implementation team in place, then bringing in a DOO is putting the cart before the horse. You always want to make sure they have implementers and that you understand where their gaps are when it comes to the implementation side.     Ask them: What are the things that they are still doing in their business? Or what have they not relinquished control over?  Example: weekly emails, social copy, graphics Who is project managing right now? Them or someone else on the team?  Notice there might be some sensitivity if you come into a team and are taking over roles/responsibilities from another team member. How satisfied are they with their team?  May want to rate on an A-F scale.   Revenue Patterns Understand what kind of revenue patterns the business has been experiencing. It's likely they are looking for a DOO because their revenue has increased and they are now in a scaling phase. I want you to be very aware of what their revenue patterns look like. Is it reliable?   Ask them: What have their revenue patterns looked like over the last 4 quarters?   Explain that the answer will help you understand how much time and focus they will need from you in their business.   Financials Are they ready to share financials with you? If a DOO is in a business and can’t get their hands on the financials, they will not be able to be a strategic partner in the business. Part of our role is to help optimize and contain costs but we cannot do that if we don't have access to the financials.    Ask them:  If you join their business as a strategic partner, are they comfortable sharing their profit and loss with you on a monthly basis so that you can help by making or approving the decisions?   Make them comfortable by stressing that they will have the last say. You aren't taking over for them, you just want to make sure the business is growing and that they are seeing more and more profits increase as a result of your work together.    At the end of these questions, if you are feeling resistant, or if your instinct is telling you that this person isn’t ready, be honest with them. Use it as an opportunity to coach them, and explain why you aren't a good fit or why they may not be ready for a DOO.    “If you don't find yourself having a 2-way conversation at the beginning of an engagement, be prepared to go to the lowest common denominator… the implementation level.”    I know all of you have the ability to be a strategic partner in a business... it takes leadership, it takes resourcefulness, and it takes the ability to build deep relationships.    Weekly Ops Activity Come into our FB group and tell me… do you play at the strategic level in your client’s business? Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/75.

Did you know that there are multiple ways you could structure Director of Operations (DOO) business? Today we are going to be talking about the different ways you can do business as a Director of Operations. When I started this certification four years ago, I created all the content based off the way I was doing business then, which was the 1:1 retainer model. I thought this was the way that everyone would want to build their DOO business. As I have had more and more people coming through, they continuously show me new and creative ways to do business as a DOO while leveraging the content I created for them. “I thought the retainer model was going to be the model for everybody, but they can take these techniques and training and turn it into something that fits them.”   I want to walk you through the four primary ways that DOOs set up their businesses once they finish the certification process.    If you are curious about what the DOO Certification Program entails, check it out!. We will be beginning another cohort at the beginning of 2021, and if you are ready to apply, complete the application so we can hold your spot! Four Popular Models Today I’m going to talk about the four primary ways that DOOs are setting up their business, but there are actually 22 different ways that people are using this content in their business to fit their lives. You won’t be short on options!    As we've gotten to know people coming through the program, we have developed a quiz to help us understand how important different criteria is to you as a business owner. We look at things like:    How important is income?  How risk averse are you? How important is marketing? Do you like leading teams? How long do you like to be in relationships with people?How available are you to work?   We ask you to rate how important these are to you, and based on the outcome, we help you identify which path is right for you specific to your circumstance. We also use Kolbe A test to make this determination.   The four different models we are focusing on today are the retainer model, the project based model, the agency model, and a product model. Retainer Model If you are looking for consistent income, and are not looking at incurring a lot of risk, or if you don’t have a lot of money to spend on the marketing side of things, the retainer model works well. 70% of people who come through the program start out here, and it allows them to get practical experience so they can determine later if they want to do something else.    In this model you serve in 2-3 businesses in a fractional, part time or full time capacity. If it fits for you to go full time with someone you will have the least amount of risk and the greatest amount of income with the least amount of complexity. Going full time in the right size business can be a big blessing.   A retainer model brings you consistent revenue, and you will be making anywhere from $2500-$8000/month as a retainer as you oversee the operations, lead the project management, lead the operational strategy, and oversee team members. This is  the beginning of an executive strategic partnership in a business.    “If you love being the right hand of a business, this retainer option is a beautiful, comforting, safe option for you.” Project Based Model This means that you love project management, and you don't mind marketing because if you have project based relationships, you will need to be marketing more regularly. You need to make sure you love leading teams, and that you love creating systems and processes, which will be required of you. The great thing about this model is that it can fit into your lifestyle and meet you where you are. If you have project management experience, and if you have project management acumen, you will have authority in the project management space.    If you are someone who likes variety, and don’t like sticking around in a business for a really long time, then this is a good model. One thing I will caution you on is that you will be spending more time, money, and energy in marketing more so than the retainer model   Agency Model Lots of people come to me from the VA/OBM space who are curious how to work with more clients without working more hours. One way to serve this need is to create an agency. There are so many different ways to build an agency but one of the ways is for the DOO to serve as just that - the DOO in the agency (which is likened to an account executive). They use the people on the team to be the implementers in the business. There are many ways to set this up, but here are the business implications of having an agency:   You should feel really comfortable with marketing You should enjoy leading teams and managing/providing feedback on a consistent basis Passion for growth and people growth    Your goal is to multiply the number of relationships that you are managing. Your availability to work will need to be quite high. This model can be extremely lucrative, but you will need to be the consummate leader and strategist for these businesses because you will have to manage up and down at the same time.    Often after a DOO has been serving in this capacity for a couple of years, they come back to me with creative ideas. The marketing is a hard job, and they feel done with marketing. They often come back wanting a retainer or full time position in a business. But there is another option... Product Model One of our first certified DOOs Theresa Beretta had served as a DOO for several years and was able to reflect and see where her real zone was. She came up with two: the ability to create processes and systems in a business, and the customer and client experience. She decided to use her expertise to create a product; a membership for SOPs, The SOP Success Lab. This is a great example of how she started as a retainer DOO, scaled up, and niched down to having her own zone of genius in the product space.   It takes some time to get to this point, and you should serve in the retainer or project space before you can figure out what your zone is.    You will need to have a good understanding of marketing to get lots of eyes on your product and gain visibility. You may also need some additional income to be able to pour back into your business so you can build your audience.   I hope this episode has helped you start to think about all of the opportunities available for DOOs!   Weekly Ops Activity Come into our private FB group, and tell me: In 1 year, what kind of business do you want? A retainer business, a project business, an agency, or a product based business?   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/74.

Are you interested in becoming a DOO, but not feeling confident in the amount of digital marketing knowledge you possess?   Today, I’m answering a question that popped up in my facebook group:    If I want to be a Director of Operations, how much digital marketing knowledge do I need? Here's the scoop. There are 2 sides of business, the front side and the back side.    The front side is marketing, which is how people find you. It covers the strategies you implement to get more eyeballs on your business, to get people to know, like, and trust you, and includes the sale. These are all of your marketing activities.   Once you make the sale, what are all the things you need inside of your business to fulfill for the customer? Typically we are talking about HR, project management, financial management, data, technology, and delivery (client management, client success, accountability coaches, any other coaches). All of this makes up operations. Understanding Operations vs. Marketing In the beginning of a business, the CEO will own both sides. But as they begin to grow and scale, they will start to need support on both sides. If they are not at a place where they are able to have support on both sides, then the leader will likely take over one side. Most often I see that the CEO tends to fall naturally to the marketing side.    “It is not fair for one person to come into a business and have to bridge the gap between marketing and operations.”   These are two very different skill sets, similar to right and left brain thinking. You are not likely to find someone who is truly gifted in both areas.    If you are in the career path of becoming a Director of Operations (DOO), but you are finding job descriptions in which they are wanting you to have a lot of marketing knowledge, you should know this is a big red flag. This means that the business is not likely profitable enough to support you, or may not be big enough to bring on a leader at the strategic partner level.   “Your job is to come in as an excellent operator, not an excellent marketer.”   A DOO is not expected to be a marketing expert. It is an unfair place to be when you are asked to be the bridge between the front and the back side of the business. Step up, own your role as an operator and make sure you're setting appropriate expectations with the leader. If you are asked to be both the marketing and operations director, that is a huge red flag. The Gray Area Businesses are moving online at a faster pace than ever before. Covid-19 has been really stressful for the economy, but for the online business space and those who support it, opportunity has been increasing. It is up to us to help educate these leaders on where operators fit in their businesses.    As leaders move their business online faster, they are now marketing more often from a digital perspective. There is some gray area because there is project management on the backside of the business in operations, but there is also project management needed in the digital marketing side of the business.   Because you are an operator, you have a gift in managing people, projects and processes. There will be projects on the digital side. If you are a DOO in a business, there should be no problem project managing the digital marketing side of the business as long as you have someone to help you with that strategy - because that is not your role in the business.   In episode 70, we talked about the four different layers of a business. You will definitely own the management layer, meaning you will be a project and people manager inside of businesses. You will need to practice your project management for these marketing projects that come along, but this does not mean you should be the one creating the strategy.    Your project management experience will be key. As you are entering a business, make sure you identify with the mission of the business, that your values overlap with the leaders, and you will also want to ask what side of the business the leader will be taking care of. If they are bringing you on in an operational capacity, make sure they have some marketing support.   Use this time to reset expectations and make sure they are not expecting you to be the marketing director or strategist. How do they sell? How do they make money and what is generating revenue for them? This will help you determine what methods they are using, and how comfortable you feel project managing those.    Do not stress about the strategy part, but make sure they have people on their team who are actually implementing. If they expect you to be implementing their marketing this is a HUGE red flag. If you are a DOO, the last thing you should be doing is marketing implementation for a business. If they don’t have the internal structure set up with people who will be implementing on the marketing side, you can give them strategy on the ops side, but you shouldn’t come in as their DOO until they have those things in place.   “If a client expects you to be implementing their marketing [as a DOO], this is a HUGE red flag.”   So the answer to this question is that you need zero knowledge to begin with. I started with no experience, but by getting experience in businesses and managing digital marketing projects (alongside someone who helped with strategy)... I learned about digital marketing. And you can do the same! Just remember, it is an unfair place to be if someone is asking you to be both the marketer and operator in a business. Weekly Ops Activity Come over to the FB group and tell me the different types of digital marketing projects that you have managed.    Previous Episodes Mentioned Episode 70: How to Avoid Settling in Your Ops Career   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/73.

How comfortable are you with visibility in your business? Is it something you’ve been avoiding?   One of the biggest questions I get from those who come through the Director of Operations Certification Program is how to become visible so they can build out their business.   On this episode, Lisa Simone Richards joins me to go over some tangible strategies that will teach you how to increase your visibility and book out your services. Meet Lisa Simone Richards Lisa is a publicist for online coaches who want to confidently stand out and attract more people. She wants to teach you how to become an influential Director of Operations (DOO) and an expert in your industry. She will show you how you can be visible while honoring who you are. We are going to talk through some really tactical strategies that can help get more eyeballs on you so that you can book out your services.   Often a DOO is comfortable working behind the scenes, and is a little bit intimidated when it comes to visibility. What are some tips for us to get more eyes on us with the goal of booking our services out?   “Know your strengths and run with them.”   What are your personal strengths?  Know who you are and how you shine. What is the format you’re most comfortable with? Written piece, podcast guest, stage, etc. What are the goals you have for your business? People are looking for one of three things from the ABCs of publicity: A: Awareness. People can’t work with you if they don’t know you exist. B: Buzz. If you are about to launch something, you want to be talked about/heard about/seen in a bunch of different places at once (podcasts, tv appearances or articles). C: Credibility. Are you looking to build and establish credibility? What would make sense for you to do to boost your credibility to drive traffic to your business?   Is written work still an effective strategy to attract visibility? As long as you are strategic about where the written work is being placed, it can absolutely drive traffic. Blogging or guest blogging is not as popular as it was 10 years ago, but… You can leverage others' audiences, for example, writing an article that can be syndicated.   Where would you suggest we try to get work that would be picked up for syndication? Contributing content for different sites is easier than you think. Google “write for us (whatever industry)” and you will get a list of results that are looking for content, and you can find out where you can submit an article to. For those who don’t mind being on stage/presenting, what are some tips for them? Get creative about how you show up in front of others on social media. Think about doing guest trainings in other peoples masterminds: Leverage your networks and build relationships Reach out to them and come from a place of  Offer to add value to their audience  Creates a win/win/win situation:  Hosts are surprising and delighting members with a value add. Members get to learn something they otherwise wouldn’t. You get in front of qualified leads, and you are now a warm lead.   What are some ideas on how to get visible in your local area? Think about the local things in your backyard that you can be featured in. Morning television show? Radio station? Article in newspaper? How can you make it interesting for the audience who is consuming it? How can you make it easy for someone to say yes to your pitch? How can you craft an idea from top to bottom and hand it to them tied up with a pretty bow. Have a healthy media mix. People like to learn in one of 3 ways: watching, listening or reading. “Some of these opportunities are way easier to get access to than you think, it's just a matter of knowing how.” --Lisa Simone Richards   “You don’t need to be the best at what you do… you need to be the two things my mom asked me not to be… fast and easy.” --Lisa Simone Richards   When we think about the ABCs, how do you figure out which is most important? What matters in your business right now? Example of Awareness: One client was moving from a brick and mortar business to online, so she just needed to be seen. Example of Buzz: If you have a launch coming up, you want a bunch of people talking about it. Example of Credibility: Focus on getting your name in a specific publication. What is the purpose? Do you need people to know who you are, satisfy a dream, launch a product, or be seen on multiple touch points? Don’t feel like they have to be exclusive, they can overlap as long as you are clear on what the intention is.   Which of these are most meaningful today? I want you to think about those ABCs as they relate to your business today because I want you to get visible right now so you can grow your business in a way in which you can accomplish the vision you have for yourself!   Connect with Lisa Website Quiz Lisa Simone Richards is a publicist for online coaches who want to confidently stand out to attract more people. She's here to show you how to become an influential coach and an expert in your industry. When she's not speaking on stages across North America or shooting national TV segments, you can find her swinging a kettlebell, at a dog park, or baking her next experiment in the kitchen. Weekly Ops Activity Google “write for us (whatever industry)” and tell us what your results are!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/72.

Are you curious where you fall in the operations hierarchy? Do you know what level of service you provide, or are you looking to ascend the operations ladder?   **If you haven’t listened to episode 70 yet, make sure to go back and give it a listen, because this episode is a continuation of the topic discussed in that episode.   Last episode, we talked about the 4 layers in any business: vision, strategy, management and implementation. Which layer do you feel the most empowered in? By figuring this out, it allows you to have a growth path, so you can understand where you will spend your time, money, and energy.   If you are in the implementation and management layers, your next step will be strategy… how are you going to continue to develop your strategic muscle? Look at it as a continuation and development plan for yourself.    “We cannot stop developing ourselves.”   Sometimes we build our service based businesses in a place that confine us. With this framework, you will now be able to see where you fit, give yourself guardrails around what types of work you will and won't accept, and create a development plan for yourself. “When you are working within your zone, you are going to be able to do the work that comes the most natural to you, work with clients who fulfill you, earn what you are worth and never have to do the things that feel difficult to you.”   5 Levels of Operations We are examining the backside of business and figuring out what the career path is for someone who has the passion and skill set in operations. My business works with business owners to help them build out their teams and organizations. We design businesses so they can scale by looking at talent and team placements. I want to help you to understand where you fit and where your growth is. This episode is dedicated to developing the operational side of businesses.   There are 5 different levels of operations: Chief Operations Officer (COO)  Director of Operations (DOO)  Operations Manager  Operations Coordinator Operations Assistant   If you have that innate operational skill set and are interested in elevating into the strategic component, make sure to apply to the Director of Operations Certification Program, beginning very shortly!   Chief Operations Officer The COO is the main visionary for the way a company operates. They cast the vision, and often the strategy, and the solutions of how their team is going to execute in an operations space. This role is often misunderstood, and I often see small businesses looking to put in a COO way too early. A COO has a lot of expertise… usually 10+ years of knowledge and experience in the areas of HR and finance.    Director of Operations Of the layers mentioned in episode 70 (vision, strategy, management and implementation), a DOO is going to oversee and heavily participate in the strategy and management. The DOO role is built on the framework of the Strategic Mapping Model ™. This is how you go from management to strategy.    The greatest disciplines that the DOO has is in the people, process and the project space along with financial knowledge. The greatest expertise in this role comes from project management.    Someone in this role has 5-15 years of experience in operations in one of the disciplines previously mentioned. They perform strategy and management, and are not doing the implementation. This is a great fit for small businesses today. A DOO has to have a team underneath them. DOOs have to have someone to manage and implement the strategies that they put in place.   “You should not come in as DOO in a business until you know your client has an implementation team in place.” Operations Managers Operations Managers are great for small businesses and in the online business space. An Operations Manager is going to focus on management, but also have a hand in implementation. Their zone is in project management as well as in task management, and they have between 3-8 years of experience. They have been task masters and are up-leveling into the leadership role of management.    When I do organizational design, this is the very often the first management layer that I suggest that a business brings on. Operations Managers do implementation but also have the management skill set that will allow them to continuously rise and develop.   Operations Coordinator This is an implementation-only role; not management but task execution. Someone in this role should have 2-5 years of experience and is familiar with your model, your line of work, or is an expert in getting things done.   Operations Assistant This is an entry level, implementation-only role, and could also serve as an intern level role.  This is an ideal role to bring someone on who doesn’t yet understand your space or industry. If someone has the zest to do good work or if they are curious, you can bring them on and train them. By the one year mark, they should start owning some of their tasks, and start to ascend into that operations coordinator role.  Different Aspects of Roles Very few businesses have a need to have more than three levels in their businesses, and most don’t need a COO or an Operations Assistant. For this reason it is most likely the middle three layers will be the roles that you see in job descriptions, although titles may vary.    Within the different levels of operational roles, the amount of innate leadership expands as we get to the top. Also, the commitment to the business will be much higher at the COO level, and smaller at the Operations Assistant level. Additionally the higher the position, the higher the autonomy.   Lots of times we are growing in our careers we will start at the bottom. It's common to have the CEO of the business serve as the COO and the DOO, and bring in their first or second hire to help in the assistant or coordinator space.   I hope this has given you a good understanding of where you fit, and help you dream about where you want to go!   Don’t forget to apply to our DOO certification program. It is a 6 month experience where you will understand, develop, and train on what it looks like to be a DOO. If you are looking to develop your skill set and step it up from the implementation and management role, make sure to get your application in! Weekly Ops Activity Stop by the Ops Insiders Facebook group, and let me know what you use as your title in your business.    Previous Episodes Mentioned Episode 70: How to Avoid Settling in Your Ops Career    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/71.

Do you have trouble defining how you will best function in an organization? How about confusion over your title? Today, we are going to learn a little bit more about how operations complement you and help you figure out where you fit into an organization. Often, people come to me and tell me about their skill sets, what they have done, and their experience and wonder “where do I fit, what should I be doing, and what should my title be?”   Today is all about designing and putting a purpose on where you fit in an organization and I’m going to give you a few pointers on how you can stop the guessing.  Determining How You Fit There are so many women who will downplay their skills, which in turn earns them less, they don’t reach the goals that they want as fast as they could, and they don’t serve in their highest and best ways. I want to help you understand what your highest and greatest place is in the business and design a path for you to grow.   With these tips, I believe this will help you understand and build an expectation and a personal development plan. Step 1: The Outside of the Organization What is your function?   When I talk about function, I mean either the front side or the backside. The front side is the  marketing side, and the back side is the operations side. There is actually a 3rd side once a business gets big enough, which is the delivery or face to face side.    In the beginning, leaders own all of it. Eventually when businesses start to scale or gain momentum, you’ll find that the leader will get busier and the intensity of things that need to be done increases. They will find their natural pull… which function of the business they are naturally strongest in.    Most of the time they will lean towards the marketing side, because it is a lot harder for someone to sell their passion than it is for them to show up and sell. If they hold onto the marketing piece, then they will need someone to take over operations.    Ask yourself: Do your strengths naturally align with marketing or operations?   Marketing creates, attracts, sells and secures business. Operations creates the foundations through your team, your financials, data, project management, finding efficiencies through systems and processes and also that service and delivery. You can see just how much work each of those functions take, which is how we start to build organizations. Step 2: Look Inside the Business Inside each function, there are 4 layers. They include vision, strategy, management and implementation.    Vision: the place where a vision is cast, where big goals and questions about success come from.  Strategy: providing solutions that are going to be based on research, experience, and our own knowledge. Management: the oversight of the day to day; people processes and delivery Implementation: a role that is task focused.   There are 4 different layers of the marketing side and of the operations side of business. Every layer has to be covered or owned by someone in the organization. In a new business, the owner covers every one of them.    “One reason why business feels so heavy at first is because you are one person focusing on the front and the back side of the business.”    As you grow, you will bring in support on one side or the other, and will recognize your weak side vs. your strong side. Sometimes I see leaders who don’t have clarity, but this exercise can help them get clear about what level of person they need to bring into the business.    You can’t outsource all of the operations to one person, and the reason that you can’t is because you cannot hold all 4 layers inside of one person. When the owner realizes operation is their weak side, they have to decide what they are going to hold onto from the function of operations.    Most of the time the business owner will hold onto vision and strategy. What they really need from an operations support perspective is someone to help them do the task, and eventually they will want someone to manage those tasks so they are not doing it all. It is their job to determine what they are going to delegate.   Here's where operators come in. You get to determine what layer you fit in as a service provider; strategy, management or implementation (vision is typically reserved for the CEO). You need to pick the level you are most confident in. Often there will be a blend where you are holding both strategy and management or the management and implementation layer.   When I talk about strategy, management and implementation… which fits you best? Once you decide, secure work for that specific layer and design your own plan around it. In corporate, you would devise a development plan with your leader, but in small businesses, this doesn’t often happen. I hope this can serve as your guide.    Director of Operations is a combination of the strategic and the management level; we do not own implementation. This is a dreamy state for many of you in the management and implementation layer. If you are there, I would love for you to join us in the upcoming Scope Creep Solution.   The Scope Creep Solution is a 5 day sprint to improve your project management skills and develop in your career. It will give you an opportunity to brush op on your techniques as a project manager, evaluate the opportunities you have, and take action.    Sign up here.   I want you to choose a path, marketing or operations; and then I want you to identify the level you are working in and go after opportunities that fit. DO NOT short side yourself! This is the way to hold yourself responsible and accountable for continuously raising the bar. Let’s grow!   If raising the bar means becoming a Director of Operations, the applications are now open!    Weekly Ops Activity I want you to tell us what layer you are currently operating in: vision, strategy, management or implementation (or a combination). Join the conversation in the private FB group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/70.

Is setting goals a priority in your business? Are you too busy setting goals for others, and often overlook your own business plans?   We are just getting ready to start the Scope Creep Solution, a 5 day experience that will allow you to get a really good grip on your project management. Scope creep can make you second guess yourself and feel defeated… but I am here to give you a 5-day actionable plan to help you improve that. Sign up before we kick off on Nov 16, and get your amazing workbook. I look forward to seeing you there!   Today my guest is Catherine Calmes, a certified Director of Operations (DOO) who helps online business owners by providing operational planning and team leadership so that their businesses can run efficiently. She uses her background in home organizing, workplace productivity and her managerial experience to help them make the vision for their business a true reality.    She has had several different careers plus still works part time in corporate, and she uses all of those skills to make a business that suits her. Catherine enjoys helping her clients break their goals and ideas down into actionable tasks, assign the work to their team, and communicate clearly to move forward.  Meet Catherine Calmes We are here to discuss Catherine’s expertise in operations, setting goals, and what it looks like to attain those goals. We are so used to helping others set goals, and it's often hard to turn the mirror back on ourselves.   Background Certified DOO, and runs Calmes Consulting Started her first business as a home organizer Also worked a corporate job making maps for the oil and gas industry, but noticed she had a lot of planning and organizing skills that weren’t being utilized, and felt unfulfilled in that Found a part time job as an assistant to a wedding planner which led to joining a professional organizing group Attended a conference and found out about virtual home organizing, so she transitioned her business online and started organizing for people who owned businesses As she grew her knowledge in the online space, she joined coaching programs and became a tech VA, then grew into a role as an OBM Found the Director of Operations certification program Who do you work with now? Specializes in helping business coaches Knows a lot about the behind-the-scenes of coaching because of her experience with her first client Has a particular soft spot for moms who are business coaches How has your visibility journey been? Initially was not confident in this, so she hired a coach Helped her with confidence and got her to do live streams Believes we spend so much times behind the scenes as operators, but realized it is important to get information out about how people can grow their business and benefit from knowledge of operations How do you work with your clients in regards to goal setting? Have 2 main options Self Guided Metrics and Management Workshop: Includes a video, spreadsheets and worksheets which teach about Key Performance Indicators (KPIs);  how you can create KPIs, track them, and use them to grow your business. Prepare, Plan, and Profit Intensive: Works with clients to prepare mission, vision, and values, create goals, and a strategic plan.    What are common goals that we need to set in our businesses? Need to think about more than just money Dig deeper and ask “why?” Money is great, but what is the vision behind your business, and how does that relate to your goals?   Can you give a real-life example of KPIs for one of your clients? 20% growth in the number of leads each month Acquire 4 new clients into coaching program each week Increase revenue by X%   How do you come up with the specific numbers for the KPI? First start with your goal: if they want to get 20 new clients/month, you need to break it down and figure out how you will measure it Goal of 20/month divided by weeks in a month will tell you how many you need to be on track  Recommends looking at the numbers based on how often you are measuring (if measuring quarterly, look each month; if measuring monthly, look each week) Recommends creating a dashboard to track progress (there is also a tracker in the Metrics and Management workshop)   How many KPI metrics do you usually track? Depends on the size of your business, and if you’ve been tracking KPIs before If you’ve never tracked anything before, start with one People often look at vanity metrics when it comes to social media, but that doesn’t always translate to profit   What do you do when you personally meet your goals? That is when she knows she needs to set new goals; the vision for your business is always moving and changing so you need to adjust Celebrates by sharing it with here husband Usually treats herself to something; for example she just booked out one of her offerings and ordered a new desk in celebration “The emotional part of attaining a goal is so important… it’s cathartic and motivating.” --Natalie Gingrich   Operations can help people become business leaders by using business data. We can take this operational goodness and turn it into an opportunity to serve other people with our gifts. I hope you took away a lot from this episode.   Join the Scope Creep Solution: November 16-20, 2020   We are just about to open up the application period for round 7 of the Director of Operations Certification Program. I firmly believe that project management is one of those skills that every DOO needs to have and already possesses, but it doesn’t mean that there aren’t challenges in that space.     And that's what I’m going to walk you through in the Scope Creep Solution. By participating, you will get a good feel of how I teach, what type of information you will receive, and the type of community that you will get when you come into the program. It all begins with the Scope Creep Solution, and I cannot wait to see you there!   Sign up here.   Weekly Ops Activity Come over to the Ops Insiders Facebook group and share one metric that reflects your success that is not financial.    Connect with Catherine Calmes Catherine is a Certified Director of Operations who helps online business owners by providing operational planning and team leadership so their business can run efficiently. She uses her background in home organizing, workplace productivity, and managerial experience to help make the vision for your business a reality.   Catherine enjoys helping her clients break their goals and ideas down into actionable tasks, assign that work to their team, and communicate clearly to move forward.   Catherine’s goal is for you to be able to accomplish more in less time so that you can scale your business to the next level. Your business will flow with ease and you will feel confident about what your team can accomplish.   By making plans, responsibilities, and deadlines clear, teams can be empowered to deliver great results and Catherine is here to help. Website  Instagram  LinkedIn Lead to Succeed    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/69.

How do you set yourself up for success as an operator from the get-go? What does your discovery process look like? Do you have one in place?   In today's episode I’m discussing the 10 things you need to ask in a discovery call. A discovery call is when you get on a call with a potential client, and the goal is so you can understand where they are in their business, what their needs are, and where they are going. It reveals the answers you need to be able to empower yourself to make the strongest decision.    Before you commit to a client, or price a project… you must do a call. Today I am walking you through the specific questions I ask during these discovery calls. 1. What is the mission of your business?   Why do you do this and why are you committed? The benefit to knowing this is that you are going to see the conviction to their cause, and are going to be able to see if they are in transition. Did they start the business with one mission and now are growing into a different mission? As the person who is potentially going to be joining this team, you need to have an honest conversation about what they are doing, why they wake up in the morning, and what their intention is in serving their audience.    2. What is your vision? What do they see for their company in 3-5 years? This is an opportunity to exhibit leadership and to show up and coach them to dream bigger. This puts you in a leadership role and also exhibits a partnership mentality so the rest of the conversation will be set up in a way that they are going to trust you. You are trying to understand where they want to take this company. During this time I want you to get a good understanding of how far ahead their vision for their business extends, and what it looks like.   There are 3 specific questions that I ask when I talk about vision: How far out can you see your business?  What will the business accomplish in the next 5 years?  What would happen if success poured down on you in the next 3-5 years?   “Leading with curiosity puts you in a leadership spot.”   Vision has 3 parts:  Where do they see their business if everything goes right?  Where do they see themselves in their business in 3-5 years if it is a success? Will you be working as much? Looking to sell? The main content creator? Acting in a CEO position? Understand where they will personally be in 3-5 years. How old will their kids be? Are there any significant milestones? Looking to go part time? This will help you understand where they want to go, and their boundaries.   “These are the unstated expectations that stay in the back of the mind for the entrepreneur.”   3. What are your values? You will want to separate these answers into two separate categories: “What makes them tick?” & “What ticks them off?” Ask them to identify what they love about the people that they chose to have relationships with. Out of this, you will start to hear about their values. Start with personal then shift into professional. Ask: “What is it about people on your team that you love? Tell me about a time that you had someone on your team that you just loved... what was it about them that made you feel that way?”   Next, have them identify people they choose to avoid and ask them what it is about those people that makes the decision for them. Then, ask them to think about a time they’ve had a team member who ticked them off, and have them give specific examples.  This info is gold...you want to make sure to take good notes. Listen closely and assess these answers carefully, so that you're not setting yourself up for a relationship that is going to be stressful.    “Ask questions. Remember you're setting yourself apart by being someone who asks really good questions and takes leadership of the conversation.”   4. Tell me about your team. I start drawing an organizational chart as they answer. Ask them who is on their team and have them identify their major function. Next, ask them to rate your team members on a scale from A to F. This will help you understand how much turnover you are walking into. Do they have a front line of team members to implement the day to day? Are they prepared for a Director of Operations (DOO)? You can also ask how many people they have had working on your team in the last 12 months. Ask follow up questions to clarify… were they asked to leave or was there a falling out? You will start to see patterns that will help you understand trends.   5. Who leads your team meetings? This will help you understand the current functionality of the team, and what kind of communication their existing team uses. If the CEO runs the team meetings, ask if they are prepared to have you as a DOO come in and run the meetings? How often do they communicate? Do people on their  team understand their roles and what their performance goals look like? 6. How do you make money? You are essentially asking what their revenue streams are, as well as the type of offers they have. You need to know this before you go further in the relationship. You need to see what types of revenue streams that you are going to be supporting, and if they are to complex for your liking.   7. How do you market your service? You want to make sure that as an operator, you are not crossing into the marketing space unless that is your preference. As an operator you can support the marketing strategy, but you don’t want to be responsible for marketing strategy. Most operators do not have the competency for marketing strategy, unless this is part of your skill set. You need to lay out the expectation that the DOO is not going to come in and own marketing. If they don’t have anyone in place, I always make sure that they realize that they as the CEO will be the chief marketer. Be very careful that you don't over promise what you will do. Coach them to understand what operators do and what marketers do, and that although they work together, each skill set looks very different.   8. What are the needs of your business? Start writing down roles, responsibilities, tasks, and understand what their expectations are. Do you possess the skills that they need? Be confident, and speak up to tell them what you can provide, and what may be out of scope for you.    9. What are your expectations? At this point in the conversation they should be comfortable speaking with you. You have helped them pull this all together through this strategic discovery call, so hopefully they have shed their ego and started to dream. Ask them what their boundaries are, and what their expectations are for this role. What does success look like? Do this toward the end of the call when they are comfortable with you. If you already know that you will not be a good fit for them, this is the point that you should politely exit the call.   10. How comfortable are you with someone joining you as a strategic partner in your business? Ask this, then just be quiet. If they don’t know what that means, explain that you are a leader who is accompanying them to help them lead their teams and their projects. How open are they to you coming in and doing your best work? Explain to them how you work.   When you go through all 10 of these questions in a discovery call, you get to understand if you have a good connection. You get to see how they deal with resistance and feedback. Are they being honest with you? Are you the right fit for this role? You do not have to make a commitment on this discovery call!    At this point, you may be thinking that this is an intense process, but think about all of the bad business relationships you may have had in the past. Would a conversation like this at the beginning of the relationship have helped you to understand who you were getting into a partnership with?   Get familiar with the client before you say yes... the benefits are worth the work! Weekly Ops Activity Take this framework and create a template that you can have in your pocket, ready to go that will guide you through the conversation. Also add any that work well for you!   Previous Episodes Mentioned Episode 65: From Corporate Ops to Small Business HR Expert with DOO Expert Coach Kimone Napier   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/68.

Do your financials frighten you? Do you dread the end of the month when you have to look at your books?   Today we are wrapping up our Director of Operations (DOO) expert coach series with our financial DOO expert coach Jenni Davis. Jenni is more than a bookkeeper, financial coach and operator… she is a combination of high level profit strategy and operations expertise that focuses on the whole health of the business. Through profit strategy and cash flow design she comes alongside her clients with a can do attitude and takes ownership of the financial aspect of the business so they don't have to anymore. Her goal is to eradicate financial stress for her clients and plan for profits like they have never seen before. She's breaking the mold in the accounting and CFO space combining financial and operations in a way that skyrockets cash flow and plans for profit. Jenni is a profit advisor, a CFO, and an operations director all combined into one. Meet Jenni Davis Jenni joined us in round 5 of the Director of Operations certification program, which was actually rated the #1 training by our students! Once you get a better understanding, you will be less intimidated by financials.    Background CEO of JMD Business Solutions As a profit strategist and cash flow coach, she empowers service based businesses to optimize daily financials in their business so they can reclaim their profit and ultimately let them have the freedom to do what they love as a visionary in their business Works mostly with married-preneurs or partnerships Tell us about where you came from. Comes form long line of entrepreneurs Grandfather installed values of good work, and taught her systems and processes Worked in corporate retail and education, then decided to stay home with kids in 2008 Wanted to do something in additions to staying home, so she started a small bookkeeping and tax practice Realized business owners needed someone to come alongside them with services such as marketing, team management and operations Decided to redesign business so she could offer all of those services   What are your designations? How did you come across “Profit First”? Always worked as a Quickbooks advisor Met Mike Michalowicz Author of “Profit First” at a conference Quickly implemented this model in her own business Decided to get certified so she could offer this strategy to clients Was a certified OBM, the found the DOO certification program   Tell us about your team. Has a team of client managers who come in and support clients individually Additionally, she meets with clients to do high level strategy Has a VA who handles the operations for her business   Has your avatar changed over time? She really loves learning all of the new industries Foundationally, all businesses need the same thing   “It doesn’t matter the industry or business model… operations don't change. It is looking at human capital, resource management/financials, and the projects they want to do.” --Natalie Gingrich   Tell us about married-preneurs. Has been blessed to work with many couples who are in business together This model has another level to it because a relationship is intermingled with the business Works as a 3rd partner in the business to help navigate the waters   What are examples of those struggles? Strategic mapping is always where she starts because she can set the goals with each partner so every move is with purpose This helps with the personal relationship in the business A key part of the mapping is to incorporate the personal side    “When everyone has a job and knows what they are doing, it really makes the day to day operations easier.” --Jenni Davis How have you rounded out your skill set with a focus on operations in your business? Reevaluated her service offerings Knew in order to serve married-preneurs she would have to incorporate strategic mapping and profit advising DOO certification taught her how to pivot and provide what the client needed Offers high level services where she serves as a DOO in businesses, profit coaching, basic bookkeeping compliance, CFO services Had strategy piece, but had been giving it away for free; she couldn’t show up without offering it “When you are working with a client and they show you their financials, you are a partner on a whole new level.” --Natalie Gingrich   Share some key takeaways about focusing on financials in a small business. Do not be afraid of your financials; they are telling you a story about where you have been and where you are going. Do an expense audit. Ask questions: don't be afraid of your bookkeeper or accountant; they aren’t only there to manage your money, but educate you in your money. Allocate 1% of your revenue to a profit allocation account; then quarterly, you can take half of it out as a profit distribution for you as a business account.   Money tells stories, and it is important to evaluate trends to determine the next steps or pivots in a business. Look at the data points of the past to forecast the future so you can make better calculated moves, and so you won’t have to guess. Clients will be looking to you to draw out those stories that will help them make decisions, and I hope this episode has helped bring some clarity to this topic!   Website  Facebook LinkedIn   Weekly Ops Activity Set up a savings account and start contributing 1% of your monthly revenue.   Connect with Jenni Davis: Jenni Davis is founder of JMD Business Solutions. Since 2007 Jenni has been working with 6 figure businesses as a Trusted Advisor and Profit Strategist. She has worked in many different industries to clean up and maintain the financial structure of business through operational efficiencies. She has had the privilege to see success with her clients as they build wealth and increase profits.   Jenni is a self described Nerdy Numbers Girl, who teaches that Profit does not happen by accident, It is a well crafted machine that is developed over time with streamlined systems, proper finance management, and teaching business owners to find their passion and purpose while watching the profits grow.   When Jenni is not partnering with her clients, she can be found spreading time with her 3 grown children and Husband of 32 years. She also enjoys riding her bike on the beach, or cuddling up with a good cuppa tea.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/67.

How do you know if you are suited for a career in operations, and how can you figure out if you have the innate strengths and instincts that it requires to be successful in this path?   Today I’m sharing the most important assessment that I use in my business for screening applicants for the Director of Operations (DOO) certification program and matching candidates to my clients. I’m going to be talking about the Kolbe A assessment.  Kolbe A Assessment This assessment is used in lots of industries, and in corporate settings. In fact, one of my last big projects in corporate was to administer the Kolbe A assessment to all of the managers and senior executives. This required me to become extremely familiar with the test, to learn how it worked, why it worked, what the value was and how to explain the test to the leaders in the company.   I’ve been using Kolbe A Assessment for the last 15 years, and I’m going to use some of that same knowledge to explain it to you today.    3 Different Parts of the Mind These all compartmentalize different parts of the way that we process information and feelings.    Cognitive: The thinking part of your mind, including intelligence, experience, skills, knowledge, learned behaviors which become habits. This is all formed and held in the cognitive part of your mind. It is the piece of the brain that allows us to understand what we can do.  Affective: The feeling part of your mind that looks at your values, personality type, types of emotions you have, your preferences and motivations. This is what you want to do.  Conative: The doing part of the mind. This is all of our instinctive, innate strengths that we have, our purposeful actions, our mental energy and our problem solving methods. It increases performance and it decreases stress. It is how you will take action or execute. Different Types of Tests There are specific tests that measure each of these categories. You need more than one assessment to get a good idea of who is on your team, and what their gifts are.   Cognitive: The Predictive Index or the Wonderlic. Both of these are cognitive assessments that measure IQ.   Affective: The DiSC, Myers-Briggs, StrengthsFinders, and the Enneagram are all looking at the affective or feeling part of the brain.    Conative: The Kolbe A is looking at the way you execute. It's how your brain takes a task and goes to work.  The Conative Part of the Brain Everyone has equal amounts of conative mental energy. That's not the case with the affective and the cognitive parts of the brain.   The conative is your natural way of taking action if you are free to be yourself. It strips away your feelings, values and what you have learned over time, and is the default way you process information.    “It is massively important for operators to understand what someones natural innate strengths are because it allows us to put them in the best roles and develop people on our teams.”  Kolbe A Action Modes Kolbe A looks at 4 different modes. There is not a perfect profile, although I have done extensive work to identify what profiles work best as an operator.    Fact finder: How you gather and share information Follow through: How you organize and design Quick Start: How you deal with risk and uncertainty  Implementer: How you deal with space and tangibles   Kolbe looks at these on a scale of 1-10, and assigns a number to each of the categories. Kolbe is the superior conative test because:   Its unique It is the only assessment which measures your effort and energy It is positive and predictive; your results will be focused on your strengths and how you solve problems It is unbiased, and looks at the way that your brain takes action It's valid and reliable   “When you have this information you can stop trying to change who you are, and you can adapt who you are.”   How Assessments are Helpful in Hiring When you are hiring, you want to make sure the candidate has the education and required skills for the position.    If you are looking at the affective (feeling part)... will their personality be a good addition to the leader or culture? Do they share the same values?    Regarding the conative... do they have the instincts or natural innate abilities that are needed to do this job?   “The Kolbe A takes an unbiased look at how we can add the right person to our team.”   If you ever see job descriptions that I create, you will always see that I ask for Myers-Briggs, DiSC, and Kolbe A scores. It is a huge benefit to know this information, and I would love to see you take the Kolbe A assessment. If you are craving to know exactly what you are good at and how you can position your services and your business, you won’t regret taking this assessment!   “The knowledge that you can gain by knowing your Kolbe can truly change the trajectory of your decisions.” Weekly Ops Activity Take the Kolbe A assessment and share the results in the Facebook group.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/66.

Do you have a background in HR and an interest in operations? Are you unsure how the two fit together?   Today on the podcast I am joined by Kimone Napier, one of my expert Director of Operations (DOO) coaches in the area of HR and hiring. Kimone has a corporate background and she built her business around her HR expertise.    Kimone is a hiring expert and the CEO of The Lean Process Strategist. She partners with service minded entrepreneurs to optimize their businesses using strong people leadership and strategic input. She has several years of experience working with senior leaders and entrepreneurs by providing strategy and HR support. Kimone helps entrepreneurs grow their teams with intention, reduce their overwhelm, and attract high quality candidates. Kimone’s goal is to customize a solution to help you scale your business and to become the visionary leader that you crave to be.    Meet Kimone Napier Background Started her career working in operations  & HR, in both govt space and corporate in New York City Started to want some more freedom and flexibility in her lifestyle around 2017 Jumped into the online space and found Natalie’s Director of Operations Certification Program which has provided a wealth of abundance for her and her family Currently serves CEOs in HR and operations capacity   When you left corporate for entrepreneurship, what did you think you would be doing? Initially she had a hard time envisioning how to do this type of work She wanted to leverage her skills in the online space, but lacked the structure Started by providing operations and administrative support but knew she could offer more Knew she had a refined skill set, just needed structure and a way to market herself, which is where the DOO certification piece fit   How do you make money today? Has niched down into 3 different offers: Hiring: helping CEOs and visionaries hire with intention and onboard team members in the right capacity DOO services Strategic mapping for visionary leaders to get an understanding of their business plans “When you are able to partner with somebody and bring them a solution that can forever change their personal life and their profits, that is ultimate fulfillment.” -- Natalie Gingrich   As a hiring/HR expert, can you share some key takeaways? 3 key areas when hiring: Identify your mission: why are you doing what you do in their business?  Know where your company is going: you can hire for the most immediate need, but if there are changes it is likely that the relationship with your hire is going to change. Know your core values: Your values and the values of your candidate need to align otherwise there will be a disconnect. If they don’t the relationship is not going to work.  “You want to hire with intention to find a more long term fit for your business especially as it’s growing.” -- Kimone Napier   “If you only hire for the gap you have right now, you are not serving your future self.” --Natalie Gingrich   What is your experience with hiring in regards to identifying values? Leaders don’t have the time to dive into hiring the way they need to They are pulled in too many directions, and end up focusing on marketing themselves, sales, visibility, interviews, etc. When they do decide to hire they often go about it by posting on social media, and are then inundated with DM’s which just stresses them out   The Director of Operations Certification Program follows a blueprint similar to an HR Business Partner. Can you speak to that? The DOO certification program is like a fast track to getting a skill set similar to a masters or an MBA in HR Helps propel you forward in this area because the content benefits you in the areas of HR, financials, and operations Has her masters, but values the certification because it is the fast track in terms of knowledge as applied to the HR discipline   Can you share what the DOO certification has done for you? The certification helped her find what she was looking for in terms of family, home and business Helped her align offers, strengths and goals to leverage everything she wanted to bring to the table Created an abundant lifestyle in terms of the type of clients she gets, and the type of freedom she has Given her time to relax, slow down, and enjoy life If you are looking for a transformation and you have the skill set of project management, financials or HR, I would highly recommend you to look into the DOO certification program.  Connect with Kimone Website   Weekly Ops Activity Go to one of your leaders and have them identify their core values. Then, come on over to the Facebook group, and post on the thread what their values are. I also challenge you to identify yours, so you can compare.   Links Mentioned Blue Ocean Strategy, Expanded Edition: How to Create Uncontested Market Space and Make the Competition Irrelevant   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/65.

Are you aware of how much value good communication creates in a professional relationship?   Today my Director of Operations (DOO) expert coach is Claire Crum, the founder and CEO of Calm Ops.  Claire and her team move social enterprise CEOs and executive directors from reactionary to relaxed, expanding their capacity to reach their next level milestones. She is a veteran of the nonprofit sector and an efficiency enthusiast. A graduate of the DOO program, she now serves as the value and worth coach in our DOO certification program, and a facilitator of the Calm Ops mastermind group. A wife and mom of 3 kids, she is dedicated to bringing sustainable business practices to those beside her on this entrepreneurial journey.   Meet Claire Crum Value and worth… what does that mean? We have been listening to DOO expert coaches, and learning from ladies who have come through the certification. We’ve heard how they have leveraged their expertise to layer on top of the good I share with them through certification.    Claire has the experience, background and demeanor and all of those come together to create a leadership style that is not abrupt or authoritative, but very clear, calm, and natural.    If you are an excellent communicator and innate leadership is in you, you are naturally going to be a strategic partner. You bring and hold space for the leaders you are serving, and that space allows them to show up as their true authentic self.  Claire’s background Claire's background is in nonprofit, filling multiple roles (executive assistant, event planner, volunteer manager, etc.) Learned a lot about working with different types people, and how volunteers need to be managed differently  Has always enjoyed leading  Stayed at home with kids for a time, then as they grew she started training in the VA space  Felt uneasy jumping in to the VA world, but learned to appreciate her skill set and has gained confidence   Describe how you get the work done in your business: Runs a VA agency DOO certification was integral in helping her understand what her role had to be in her business and how she would grow the business to suit her needs Works as a fractional DOO and provides strategic mapping services Hires team members (VA or OBM) to support where necessary How have you built a team who understands what you deliver, and how do you communicate with them? Wants to know who the person truly is, what their motivations and values are Hires people for their fit on the team, and potential for learning rather than the precise skill set  Needs people who are teachable and can communicate with a variety of people  Values honesty, follow thru, openness, good communication, vulnerability and getting to know one another as a team   “The pre-existing relationship of working together well is what allows us to go into businesses and avoid hiccups.” -- Claire Crum   How long do people stay on your team? She started the agency model last year Has had people stay with her from the beginning, and grow with her.   Under the umbrella of operations there are many areas, including financials, human resources, communications and leadership, project management… which matches you best? Definitely communications Believes that communications is arguably the most important component of all   “You can be the most excellent project planner, but if you can’t communicate those things well, you will fall flat.” -- Claire Crum   When did you realize you had an expertise in communication? When people told her she did; external validation was really valuable for her She didn’t have a corporate background, so she felt intimidated because she thought she would need that background to do this type of work Also thought she might have been looking for a unicorn client, seeking those who didn’t have the hustle mindset, or were actively trying to remedy it   “The better the communicator you are… the more value clients will have in the role they are doing and the more worth you will fill, you will be able to step into leadership in a different way.”-- Natalie Gingrich   How do you show up as an expert? Three pillars Claire cultivates in herself and her team: Know yourself: so many things will flavor your experience, and it’s important to have awareness in your own mindset. Also, you need to know how you can handle difficult conversations and how to approach them in a way you are communicating effectively.  Know your audience: besides empathy, there are other key communication pieces and often you have to read between the lines. For example, neurodiversity. A CEO and a DOO’s  brains each work differently, but it will allow you to become a team, and to push a mission forward and do something that couldn’t be done on your own. Get clear: Clear is kind, being unclear is unkind, ala Brene Brown. Delegation is an art form which will serve you well on any team you are working with.    What is “Paint Done” and how do you deal with leaders who don’t want elongated conversations? “Paint Done” is giving the most complete picture of the thing you are explaining. Think stick figure vs. Mona Lisa You have to know your audience; some will be appreciative and some won’t even need it Take their lead. What is necessary for them to know? Requires you to be an excellent facilitator of thought   How have you melded your agency as a result of coming through the DOO Certification? Didn’t think of herself as an operator because she didn’t have the corporate background piece Didn’t know exactly what she had, but was able to gain confidence in her skill set Has taken specific skills from the program and offered them as services Works with people who are more seasoned and needs a little more help than just a VA  Makes it a point to serve clients who are building their businesses in a sustainable way so both parties can be effective   What is next for you? Getting better and better at the CEO role Has done strategic mapping on herself and has a plan built out Starting The Calm Ops mastermind for accountability and coaching for women in business   Do not ever discount the act of improving your communication skills. If you take the time to refine them, it can make all the difference in your success!   Contact Claire Website   Claire Crum, is the founder and CEO of Calm Ops, where she and her team move social enterprise CEO's and ED's from reactionary to relaxed, expanding their capacity to reach next-level milestones.   A veteran of the nonprofit sector and efficiency enthusiast, Claire has a heart for highlighting and supporting the unique individual strengths of her team and the clients they serve.   She is a graduate of the Director of Operations Certification, now serving as the Value + Worth Expert Coach for the DOO community and facilitator of the Calm Ops Mastermind group. As a wife and mom of 3, she is dedicated to bringing sustainable business practices to those beside her on their entrepreneurial journey.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/64.

How can you demonstrate your value or return on investment (ROI) as an operator?  As an entrepreneur or service provider, you know that when you invest in something… you want to know what your return on investment (ROI) is. As someone who does a lot of hiring for entrepreneurs and small businesses, it is important to me as a hiring manager that they see a ROI. One thing that is very challenging is finding the ROI from an operations professional.   There are two sides to every business: the front and the back. The front side is focused on marketing and sales activities such as finding leads, finding your audience, communicating to your audience and bringing them to you through marketing and visibility efforts. The back of the business is about operations. Operations looks at the infrastructure or foundation of a business, such as processes, systems, management, team management, and building teams. It is what is needed to fulfill the product that was marketed and sold. When I hire, it’s always my goal to guide the client to create 30-60-90 day goals (also called key results areas). This is so both parties are clear on expectations, for performance management reasons, as well as helping me to find tasks, responsibilities, and projects that bring a return. My goal is to have this resource bring a return to the business and “pay for themselves” within 90 days. Most people ONLY think of this in terms of ROI meaning hard dollars. That’s a great start, but after being in this space for many years and building teams, I’ve seen a return in many other ways. I also want you to know that marketing typically sees an ROI easily, whereas the operations side has a softer return and oftentimes is not financially solvent in 90 days. Because of this, I’ve gone to work to show the operators in my Director of Operations Certification Program (and now you) how you can show value in a variety of ways. I’ve shared this soapbox moment with you before but as service providers, regardless of front or back of house, we MUST quantify our value. It's not enough to trust that your leader sees your value or even knows what you’re doing. Reporting is massively overlooked and underperformed in the freelance, online, and service space.  “If you SHOW your value on a regular basis, you become easy to pay, easy to retain, easy to promote and refer. You do this by reporting.” You may have to do a little data gathering but it’s 100% worth it. Today’s podcast is here to help you with two things: quantifying your value + identifying metrics you can use. I’ve got a method I am excited to introduce. It’s called the Return on TIES method. TIES stands for Time, Investment, Effort & Stress.  T: Return on Time This is the amount of time you remove off of your leader’s calendar/desk. By bringing on an operator, the leader is going to shift some hours that they were recently spending in admin, meetings, research, to you. This leaves them more space and time.  Every leader wants more time back, but what they plan to do with the extra time varies. They may want to work less hours, take more vacations or amplify what they’re doing with those hours that you now oversee. I believe CEOs are truly in their CEO role when they are focusing on content creation, product creation, strategy, sales, and networking. When their plate is full, they can’t do that. By bringing in an operator, they now can use their time on more strategic items. How to measure: This involves noting the number of hours the leader is working and what they’re spending time on. I recommend you do this at the beginning of the relationship and then 1 week a month. Ask them to track their hours and get a report or an understanding of how they spent those hours, or what they were working on. The hard part is getting a CEO to actually do this. Get creative! Ask the question “how many hours did you work last week and what did you accomplish” as part of your weekly or monthly meetings. It certainly won’t be as thorough but you’ll be able to see trends. You’ll know you’ve paid for yourself when: The leader is doing less admin and more strategy or visioning work. By doing this, the revenue of the business will increase because their time is available to focus on revenue generating activities rather than the minutia.   I: Return on Investment This is when you make more than you spend. For example, when you buy a course on how to do Facebook ads. You invest $1K on the course but the product of the knowledge you’ll gain will bring you 4x that in a 4-week period. That’s a positive ROI. Some people will challenge themselves to get the fastest ROI and in this case you will track time. The same goes for expanding your team. Marketing and sales personnel are the easiest to see an ROI. For example, adding a funnel designer to design a funnel for $3K. You’ll know you get your ROI when the funnel exceeds $3K. It’s a little more difficult for the Operations focused labor. It can absolutely be done but it’s oftentimes a soft return vs. a hard return, meaning it’s not hard dollars. It’s often through savings of time and becoming more efficient. The return on those are soft, meaning that time in itself isn’t going to bring you cold hard cash but how you use the discretionary time can produce a return. How to measure: By sales and profit margins. It’s very important to chart your revenue, expenses, and profit against your presence in the business. How do those factors improve as a result of having you here? Look at the sales and profit margins, and compare before and after you showed up in the business. You’ll know you’ve paid for yourself when: Profit margins expand beyond your investment. If they are paying you $5K a month, make a point to celebrate with them when you see an additional $5K in sales or profit. It’s a collaborative effort but one you need to watch for. E: Return on Effort (Efficiency, Ease) This is how heavy or strenuous your business activities feel for you.  When I hear people say “it’s too hard”, “want to quit”, or “burn it down”, it means they are at  max effort. This is far from the optimal place of ease. It’s in this state that we focus on the small things rather than the vision, which is where passion and ease meet. To overcome the overwhelming feeling of effort, you can delegate tasks to others who enjoy performing that task, identify what you’re doing that’s out of your wheelhouse, look for opportunities of automation and leverage technology, or become aware of perfectionism and hire. Operators, this is your greatest gift to an organization! If we can make hard things easy, there’s a return on effort. We do this by showing up as strategic partners rather than limiting yourself to implementing… when you are creating processes, building and managing teams, leading meetings, managing projects. I know a business is ready for a DOO when they crave ease and efficiency. How to measure: Objectively, we measure by documenting profit margins. When they get wider, it is usually a reflection of business becoming easier. Subjectively, we can ask the leader to rate their satisfaction with their job as the CEO/leader. How are they enjoying it? You’ll know you’ve paid for yourself when: Profit increases as a byproduct of the efficiencies you have put in place and when the leader’s satisfaction improves. Another subliminal way is when the leader returns to their creative/passionate zone. You may see this with innovation, new product lines, or new business ideas. S: Return on Stress This is defined as improving your physical and mental health and quality of life as a result of sharing work or business responsibilities. It’s no secret that entrepreneurs and business leaders struggle with depression, anxiety and stress. This prevents them from optimal wellness and if they aren’t well, this bleeds into the business, the brand, the team, the vision, and the reputation. When a leader brings on an operator, they are no doubt looking to reduce stress. That stress can be physical, mental, or quality of life. How to measure: At this point I don’t know a way to measure this objectively but I know this matters SO MUCH. I recommend doing this by reaching out to the leader and the team and gathering their stress levels as it relates to physical, mental, and quality of life. This is probably best done with a survey tool so it can be anonymous and without judgement. Plot this each month and make notes of what key projects you all are working on in the business. Wouldn’t it be cool to show the impact of stress that launches or certain campaigns at specific times of year do to people? You’ll know you’ve paid for yourself when: The stress rating decreases by 20%+.   All of these (TIES) result in greater stability, profit, and satisfaction but are not necessarily directly monetary. It’s important to look beyond the hard ROI. Leaders desire a return on time, investment, effort, and stress…and they can’t do this alone. They need operators to help them obtain this! Another reason why DOOs are so foundational for scaling businesses. As an operations leader, I want you to show your value to the business you're working in but I also want you to know how your gifts are blessing others. We don’t take the time to quantify it and I hope this podcast encourages you to begin charting this today. Weekly Ops Activity Make a move! Start something new with your existing clients. Introduce this concept to one client. Focus on stress and effort because they may not have thought about that. Ask them to rate their stress and effort levels, then track every single month. Show your value and earn your return! If you aren’t in a place where you have access to business financials but you know you have the leadership to guide businesses, I encourage you to consider the DOO certification. There are businesses that are scaling that know they can’t do this alone. They NEED DOOs to move forward with less stress, effort, and time. I would love for you to join us in our next round beginning in late November. Join us at Directorofops.com... applications are always open. “RETURN ON DOO INVESTMENT= time + effort + stress + efficiency.”    This is how business owners are going to know that you are the most solid investment they have ever made! Previous Episodes Mentioned EPISODE 62: From Corporate Accounting to Data-Driven DOO [with DOO expert coach Kelsy Schmidt]   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/63.

How do you feel about analyzing data? Do you zone out when someone starts talking about data driven decisions? Are you confused about where to begin?   Today my guest is Kelsy Schmidt, one of the expert coaches in my Director of Operations (DOO) certification program. She is the expert coach in the area of KPIs (key performance indicators) and all things data.    Whenever I have a new cohort in the program, I always ask them how comfortable they are when it comes to KPIs and data, and notoriously I find that people rate themselves a 3.8/5. I want to help my students feel more confident handling data because to be successful operators, they need to be able to understand how to measure results. That is the ultimate reason I brought on a coach for this specific area.   Kelsy is the founder of Innowik, whose mission is to optimize operations for CEOs and service providers of scaling lifestyle businesses. She does this so they can have more time location and financial freedom. She is a full time RV'er, and certified DOO specializing in overall operations strategy, optimizations with systems and automations and financial stability. She left corporate and ventured into online business in 2018, founded her company shortly after and has been in operation roles for over 15 years. She has also been in systems implementations, business process automation, accounting and reporting and has been a leader of several teams. She RV’s with her husband and young son, with her home base in Georgia.  Meet Kelsy Business is about numbers, metrics and key performance indicators. If that is the standard in a corporate setting, we should bring them into small businesses. It will also show your value as the operator in a business.    By bringing Kelsy on as a coach, I hope to make data more simple and less intimidating. I want to help people understand how to establish KPIs in their business or in one of their clients' businesses. Background  She comes from a corporate background: Project manager accounting position most recently, varying operational positions in accounting, managing people, digging into data Started RV'ing 3 years ago and learned what the possibilities were for online business First failure was trying to fit into an online employee role which wasn’t consistent with the lifestyle she attained to Started an online virtual accounting practice for 3 months before she found Natalies program and she started to dream about the possibilities “Corporate gave me the ability to see where my gifts were and to get paid to understand what I never wanted to do again.” - Natalie Gingrich   How did you get into the accounting world? The college she attended was known for their business school, so she started analyzing what kind of jobs would provide a good salary, job security and job outlook; landed on accounting career path Accounting clicked, and she is the kind of person who has a spreadsheet for everything Were you analytical as a child? Enjoyed math and organizing things Others saw the trait in her, she didn’t necessarily realize it Was analytical when it came to sports    “A key ingredient for operators is being analytical, and there is a difference between being analytical and being an accountant.” - Natalie Gingrich   Tell us about your business today. Innowik’s mission is to help other business owners optimize their operations so they have more time, location, and financial freedom Do this with strategic input, data analysis and systems and automation Allowed her to spend time with her family and RV Can you share some tips for our audience regarding  KPI’s? How you can be successful with KPI’s: Be aware that there is a difference between a KPI and a metric KPI: measurable values that track how well your company is achieving its key objectives. Also has influence on decision making on a company wide level (Performance)  Metrics act as a supporting role for your KPI’s, and track process (Process) KPIs take time and resources Not everything that can be measured should be measured: you have to understand the business You can reverse engineer this You should see one on one sales decrease, and the downloadable products going up Can add complimentary KPIs to that such as visibility metric such as conversion rate on the sales page for the downloadable product Example: You want to double your downloadable products revenue in the next year and scale back on one- Your KPI would be to look at sales dollars per product, and trend that out throughout the year.  Make sure your main KPIs come from your main goals, which should be tied to your vision “Tracking everything means you are focused on nothing… focus on the one thing first.” - Kelsy Schmidt   How do you share your expertise in your current DOO position? The certification helped her hone in on her offers She noticed a need in the market for the KPI skill set Also offers strategic mapping, which helps CEOs develop a master plan and from their priorities she can develop the KPIs to make sure they line up with the vision What has the certification done for you? The mentorship and community of operators: she has found her people and feels super supported She broke even in her first month after applying her new offerings The confidence: she prices more confidently and is able to turn down clients who don’t align with her values   How have you found DOO clients? Word of mouth Leads that come through after certification and in the group Was able to take an existing accounting client and elevate her role in the business   Contact Kelsy   Website - Grab our free Top 10 Automations guide LinkedIn   Kelsy Schmidt is the founder of Innowik, whose mission is to optimize operations for CEOs & service providers of scaling lifestyle businesses, so they have more time, location & financial freedom. She is also a Certified Director of Operations, specializing in overall operations strategy, optimization (systems and automations), and financial stability (financials & other KPIs). She left corporate and ventured into the online business space in 2018, and founded her company shortly thereafter. She has been in operations roles for over 15 years, gaining experiences in project management, system implementations, business process automation, accounting and reporting, and supervising teams.   From Kansas and now based out of Georgia, Kelsy is also a full-time RV’er who enjoys nature and exploring the US with her husband, three-year-old son, and pup. She sees her business as a vessel, and is passionate about helping people simplify their lives and businesses, and thus, living life more freely and purposefully. This simplification process (and lots of faith) is what led her and her family to implement their own big life changes over the last few years.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/62.

Have you ever worked with a client, and something was just a little off? Maybe you got along great and even believed in their mission, but you couldn’t pinpoint where the breakdown was happening.   If you are taking the risk to run your own business, bring in the revenue you want, and work with the people you want, then you want to be on the path to serving people who you are in alignment with.... because they will be the easiest to serve. Along these lines, there is an important question you need to ask yourself. Do you want to build a business based on fame or on impact? Today we will talk about the benefits of each. Fame vs. Impact You need to figure out the kind of person you are, and then reverse engineer this process to find the type of clients to match. After I had left my corporate career, and was in the beginning stages of my own business,  I just started serving people. I needed to bring in income, which meant I did the least amount of marketing. At this point, I wasn’t in my highest level of integrity because I was working with anyone who could pay me.  As you may know, I'm a people person, so I love serving people in many capacities. I would fall in love with people and their missions and with the impact that I could make in their business. But after a while I started to feel like I wasn’t a match or that I wasn’t making the biggest impact in their business. I started to question myself… was it the wrong avatar, wrong personality? Was I evolving?   “I was connected to the work, but in conflicting ways.”    It started to become clear to me once I started working with one client in particular. As I started executing on her vision, something started to feel wrong. We were in conflict, and what I figured out was that she wanted fame, and I wanted impact.   Today we are talking about what you want. Are you someone who desires fame or impact? If they are competing against one another, you will experience stagnation, resentment, or frustration.   I’m going to give you the test you can use in your discovery process to understand and evaluate if someone desires fame or impact. You have to reflect on this yourself. Fame tends to have a negative connotation, and I want to debunk this.    “Fame and impact are equal, and what matters is what is important to you.”    Once you identify what you are drawn to, you will use this messaging throughout your business to set yourself up to attract those who desire the same thing.   Fame Characteristics What does someone who desires fame want? Typically they are masterful marketers. They have the ability to sell easily and they like a wide audience. They are motivated by money, quick thinkers and are self focused. They focus on themselves to sell the product. They are the brand, and their face is easy to identify, because they are selling themselves. They tend to enjoy the spotlight.    Impact Characteristics On the impact side we have people who are deeply motivated by transformation. They want to be a part of someone's journey and they teach transformation. They are thoughtful, move slower and have a deeper relationship with their audience. They like to sell a duplicatable process, and they follow processes. This makes them incredible thought leaders and they often have some great intellectual property or they are selling a method. Impact is selling transformation; selling an outcome through intellectual property or proven process. Fame & Impact Both: Have the ability to generate revenue An individual can be the face of a brand Require a significant amount of content and presence, so visibility is important Need belief in themselves to create an audience to serve and sell to   Real Life Examples An example of someone who desires impact is Brene Brown. She has a significant background in social work, and she did not enter this world to become an author. She saw herself helping individuals reach their greatest potential. In her commitment to that transformational work, she became a celebrity. So there can be an intersection of someone who comes up through the impact side of things to then become the face of a brand. The reason that happens is because the number of people she was able to impact is huge. So with greater volumes comes the ability for her to be in the spotlight. But what allowed her to get there was her intellectual property/thought leadership.   Some entrepreneurial examples of people who desire fame are Instagram influencers. If you are working with someone who wants to be an influencer they are looking for the spotlight. They are looking to their personality to generate an income. They may be into fitness one day, lifestyle one day, and organization another, and what they are selling is their personality which is multifaceted. Think about the person that has seven different offers that don’t tie together. They are actually selling themselves; they want to cultivate a broad audience that is wide enough where they have different pockets buying different things. If you are committed to being a Director of Operations, it is so important to sort this out so you can partner with the kind of clients that will allow you to make the biggest impact from the start! Weekly Ops Activity Reflect on fame and impact, and figure out which of these you desire most. What aligns deepest with you? Which of these are in integrity with you to support? Let me know in the Facebook group!   Previous Episodes Mentioned Episode 59: How To Have a Difficult Conversation   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/61.

What is the best business model for your Director of Operations (DOO) business?   Today on the podcast, I have one of my expert coaches Amy Lockrin,  a business practices expert. She has many years of experience as a DOO and has gone through several business models while growing her own business.    Amy is a Business Growth Consultant and CEO of The Operations House, and implementation and integration agency. She partners with female entrepreneurs that are ready to thrive in their business and leave behind the overwhelm of "to-do's." Amy makes things happen in your business so you can go back to being creative through consulting, system set ups, and strategic planning sessions. She focuses on growth and systematic scaling to guide business owners to the next right step in their business, all while making it fun!   Amy Lockrin Amy went through the 1st iteration of the DOO Certification Program. She has been selected to be one of the expert coaches in this round of the program, in the area of business practices.   When you look at the past roles you’ve had, where do you see the different parts of operations popping up? Everywhere: for someone who is operations minded, it showed up in everything she did From her first job at Old Navy, she took such pride in organization, and breaking down goals. Worked in both corporate and non profit and realized she was different in that she loved focusing on the processes leading up to the goal. Do you consider yourself a creative? Not a stand-alone creative. She is creative in the way that she is able to bounce ideas back and forth off of creative leaders and thrives in suggesting new ideas as a result of these exchanges. When she does this solo in her own business it doesn’t work as well .   A lot of us consider ourselves the right-hand of those we support. How does this operations right-handedness play into or limit your ability to step into full leadership as a CEO in your own business? Originally it was a hindrance: when you are a right-hand person you see a lot of the things and are also in charge of a lot of the stop functions in a business; not necessarily the fun stuff, but is eye opening in terms of what needs to get done to build the type of business you want. It was a very eye opening experience because she knows so much and can apply lessons from years in corporate to her own business.   “You can look back on your life and really see how you were an operator for your entire life.” - Natalie Gingrich   At what point did you really start to zone in on operations? Probably when she started talking to Natalie as she was starting to create the DOO program. The conversation started to shine a light on what she was already doing in the back end of people's businesses . Realized what she was doing in the back end of the business was really strategic and valuable, more than just coming in to keep things clean and orderly. Learned she was meant to be able to help people grow their business in a way that works for them. Share all of the different ways you have built your business and what has been easy or difficult. Retainer based business: clients bring you on and you are a long term asset to them. You have recurring revenue and you’re invested into their success. A great place to start and gain traction, and you have the opportunity to learn and figure out what you like. Product based business: what you are doing for your service that you create for somebody.  You can scale this in a “one to many” model. Project based business: good if you have a specialty or a niche. It has a specific start and end date and a set price point where they know exactly what they are getting in the outcome. The DOO Certification Program  can help by giving you the insight to work with people, how to work in the back end of the business, and what it can do for the profitability of the business.   What parts of the certification are still present in your business? Strategic mapping: she doesn’t onboard anyone without doing it first KPI’s for each individual business Built her skillset on how to manage up. This has also been beneficial for her peer and family relationships, and she focuses on communication patterns and what she can control. Connect with Amy:  Website Facebook Group   Weekly Ops Activity Listen to the various types of business models mentioned by Amy.  I want you to come into the Facebook group and share with us which one of the paths that you are currently on.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/60.

Does the thought of having difficult conversations leave you with sweaty palms? Do you have a hard time communicating during uncomfortable situations with your leader?   If you are in a service provider role, you know that at some point there will be questions, disagreements, and disruptions that you will have to address.   Today, I’m giving you tips on how I deal with these difficult conversations. I’ve noticed that many of my peers, students, and friends have a difficult time initiating these, and I consider this one of my superpowers. A lot of us are risk averse, but if that is the case, you are not going to feel like you are ready to step into a difficult situation.   “It’s not about being risky, it's about having the confidence in yourself and understanding the leadership you already have as well as the professionalism to have this conversation.” 5 Steps to Difficult Conversations As service providers we get into these roles, and inevitably disruption in going to happen. You have to be the leader to address this, otherwise you will feel resentment or frustration, which is very difficult to repair.    “If we don’t address the disruption, it ends up harboring bad feelings and our best work can’t be done in that feeling.”   “I see anxiety happening in relationships and it doesn’t have to be this way.”   Follow these five steps to enable yourself to have these difficult conversations.   Plan the Conversation Some people are really witty, and have the ability to say what they mean in the moment, but regardless if this is true of you… you still need to plan. If you are walking into a difficult conversation, I want you to remove the emotionality and fear, and to create a plan. If you plan the conversation, you will give yourself boundaries and time.    With time you can separate your emotions from the occurrence, look at things objectively, get others opinions, and role play the conversation. Role play the situation so you have confidence going in, and so you can see how the other person responds to your approach.  Meet Them Where They Are How does your leader take feedback? You have likely seen them through disappointment, failure, or personal crisis. How was it? Weave their perceived response into the fabric when you are planning that conversation.    You want this to be a two-sided conversation. You want feedback as well, because when disruptions happen, it is usually not just about one person. Create an open line of communication and know how the other person processes information. Each professional relationship will take a different approach, and the way to know which path to take relates to the way your leader processes.   Be Candid You have to be true to yourself. If you are not... things don’t get cleared up. To be candid means to understand who you are working with, while being honest and direct with kindness. This is what moves these types of obstacles off the table. It's about having a two-way conversation and deciding how to move forward as partners.   Bring Solutions to the Meeting Come prepared with solutions for the problem you are addressing. This will be a higher level of conversation that doesn’t feel accusational. Do your research and  bring some options to the table so you can advance the conversation instead of dwelling in failure mode. Elevate yourself as a leader and create buy-in from the leader about how you are going to fix this issue..    Make sure to show that you aren’t only bringing solutions, but bring the data that will help predict outcomes in the areas of delivery, financials and their team.    “When you start talking about solutions, the pain of a difficult conversation subsides.”   Walk Away With Clarity You need to walk away with an understanding of next steps. You are a list maker and a fact finder, and are ready to take action on whatever it is that the leader has decided. Give them a framework of how to take action in real time. One thing that can stifle the leader on a project is a lack of clarity about a decision. If you follow this framework and come with options, you put them in a position to make a decision at a much faster pace.    Plan to create the next steps, present them before you wrap up, and give them the next 3 steps to take action on. Verbally share these with the leader, which will show a higher level of leadership and competency on your part. Weekly Ops Activity Identify one client that you have, reach out and identify how they deal with frustration, opportunity, disappointment, and pushback. If you don’t know them well enough, ask them:    When was the last time someone disappointed you?  How do you deal with rejection? What happens with them when emotionally?  How does this make you feel?    Listening to their answer will help you to tailor a difficult conversation to fit their specific needs. Pop your answers into The Ops Insiders Facebook Group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at www.theopsauthority.com/podcast/59.

Are you curious about what type of experts are involved in the Director of Operations Certification Program?  I am joined by a very special guest today… one of my expert coaches in the Director of Operations (DOO) Certification Program, Liz Watson. I am currently in the scaling phase of the DOO certification. I am bringing in experts to partner with me so I can leverage their expertise, and so that students can get more than one perspective. Every single discipline inside the DOO certification has an expert.   The people who are coming into the certification program are experts, and they get to shine their light on the area they feel the most confident in. Today I'm introducing you to our project management expert coach, Liz Watson. She will be sharing her journey through the program.   Liz Watson Liz is someone who has a strong background in corporate project management. Today she is here to share how she has been able to make the leap from corporate project management to an entrepreneur who runs her own business, utilizing the exact same skill set. About Liz’s Business Owns The Impact Trail Her intent is to serve small businesses who care about environmental sustainability She helps clients make sure they are operating well so they can truly make an impact in the world She niched into area she really cares about   Background of Corporate Experience Has a degree in International Business She graduated during a recession, so she took a front desk job in hospitality  Advanced to general manager and director of sales roles that opened her eyes to customer service and operations Got a job as a software trainer, worked as a contractor to implement a corporate wide rollout of software in a company, then stayed on as an project manager in IT Performed a variety of roles in the project management space: IT project management, program management, lead a group that established a methodology to run projects, supported leaders and mentored others   “Project management is truly an art and a science.” - Liz Watson   “The true art of project management comes into play when we are managing up; talking and mentoring to stakeholders and sponsors.” - Natalie Gingrich   When did you realize you were an operations expert? Realized it once she heard Natalie’s explanation of operations and her DOO program She looked back at her hotel management days and realized she served as on operator to run the hotel and lead the team Also recognized her operations role during project management in corporate IT as she was working the backend of the businesses  Didn’t think she had an operations background until she heard it defined, and was able to look back and make the connections   “Operations is what needs to happen to make the business run on a day to day basis.” Share a project management teaching example Everything learned from corporate can be applied to her small business and supporting her current clients Common framework to use: design, develop, test, and release Design and think through your process  Develop your process then test it out Once it is tested, release it; which means deliver it to the world, whatever that may look like  What does your business look like and how are you using project management in business today? Her business is service based and she offers the strategic mapping model Clients can choose to utilize this service on a quarterly basis She ties the mapping process back to their vision, mission and core values for their organization  Also offers DOO services to implement the strategic plan that was created Uses project management skills to run her own business as well   How have you secured your clients? Started networking after she left corporate Started sharing her expertise, and found clients Continues to build relationships    About Liz As leader on The Impact Trail Liz Watson is planning to save the world. She helps small businesses that care about environmental sustainability optimize how they operate so that they can make a bigger impact. Through strategic planning and executive-level operations management services Liz serves as a guide and accountability partner to turn goals into action steps that drive business results.   She spent 20 years in IT project management at a Fortune 500 company. When given the opportunity to leave, Liz decided to use her knowledge and experience to serve small business owners through her own business. She is certified as a Director of Operations and Project Management Professional. She is a proud mama, wine lover and is passionate about saving the planet.   Connect with Liz LinkedIn Website    Weekly Ops Activity Recall the 4-step framework that Liz spoke about: design, develop, test and release… What is the last project you tested, and what is your process for it? Let me know in the Facebook group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/58.

How do you manage your time when you have multiple clients? Do you find yourself suffering in your personal life because you are pouring so much time into your clients?   Today I want to talk to you about a common struggle that service providers have. If you have multiple clients, you have probably been overwhelmed with time management at some point. This is a significant challenge with a wide range of potential effects: clients not getting your best work, your family doesn't get the best of you, your health suffers, your personal business doesn’t get done, and all of this leaves you feeling unsatisfied.    When you get to this place it blocks your growth. You wonder “How did I get to this point?”   “Our commitments exceed our reality, and this creates scope creep.”   When you get here everything crumbles. There is a burden, and you start to question if you should be doing this work. You get smothered with emotions of fear, anxiety and stress. This is called scope creep, and I want to help you learn to avoid it, show you how to handle it, and learn how to address it.    If this resonates with you at all, join me in my upcoming sprint, The Scope Creep Solution. The content will be delivered through my Facebook group, and it won’t be there forever, so make sure to sign up now!   How Scope Creep Happens It all comes down to managing your time between your business, your personal life and trying to match each to your goals.   We all have revenue goals, and I do not want you to feel bad about that. Today I'm going to share my thoughts on how you can reach your income goal without making yourself miserable.   “No matter how good you get at scope creep, it keeps coming up.”   Build a Business That Reflects Your Greatest Desires Think back to when you weren't your own boss… somebody else dictated what you did, how you did it, what the expectations were, and then reviewed you. You decided to create something for yourself, so I want you to pause to figure out what your business would look like if it truly reflected your greatest desires.   I worked a corporate job for years, and when I stepped away, I did it to create a life of legacy for myself. I realized I needed to be with my kids and create a business that allowed me to be present. That was a reflection of my greatest desires.   What does your ideal week look like? What is your greatest desire? What are your core values?   Take action: What do the impacts of your dream look like in your ideal week? Considering this allows you to see how much time you have available for work. What roles do you play in your family, home, marriage, community, or work? Prioritize which ones are important for you and sketch it out on a calendar. Know Your Boundaries Do you know your boundaries? Communicate them in your home and with your clients. You can also do this in your discovery calls so you can make sure to match yourself with clients who respect those boundaries. Communicate them upfront so you don’t get into a situation with unknown expectations.   If you know how many hours you can work per week, then you can price and package your services accordingly. Figure out how to best utilize the hours you have. If one client = 15 hours per week, now you can figure out if you need to increase your time, scale back your revenue goals, or create a new offer.   I want you to obtain your financial goal if possible so maybe this means you are a little more flexible and/or creative. You might deliver the same service in a VIP format or start a group program 1 day per week. There is no magic way to do this, but when you go through the Director Of Operations Certification Program, we walk through this together. We address how to build a business that supports your lifestyle and empowers you to be the person you want to be.   Set Up the Customer Journey What kind of journey does your client need to take? What kind of communications will you be sending, and what kind of processes are you going to follow? Set those expectations and then calculate the amount of administrative time it takes to obtain, sustain and nurture your clients.    If you have 15 hours a week and it takes you 15 hours to deliver to the client without the administration on your end, you are now in a time deficit. One solution to this is automation.   “If you can automate, it creates an enhanced experience for your client, it creates predictability for you, and it removes some of the stress that naturally hangs over your head when you are juggling multiple clients.”   How Many Clients Can You Truly Take On If it takes you 1 hour of admin a week per client, and you have 4 clients, this means you now have 11 hours to take care of the clients. Ask yourself: Can I deliver my best quality work to these 4 clients in 11 hours per week?   “Your network will reflect the quality of work you provide to other people.”   Secure Clients that Empower You to Lead Own the role you have been procured for. Onboard yourself and minimize the amount of effort they have to spend onboarding you. Be the asset in a business that needs very little management. Be the person that shines, the magnet that people want to come to.    You can empower the CEO with additional strategy and space through Strategic Mapping™, which is my licensed intellectual property that we go through at the beginning of the Director of Operations Certification Program. Everyone who joins this program as an operational expert will have access to this strategy to share with their clients. It will allow you to shine and own your role from the very beginning. If you do this you will be an indispensable asset.  If you are interested in pursuing the Director of Operations Certification, you can join us for the Scope Creep Solution, or by submitting an application. Round 6 starts up at the beginning of September!   Weekly Ops Activity I want you to look at your ideal week and the responsibilities you have and determine how many hours per week you have to focus on work. Pop into the Facebook group and let me know your magic number!   Previous Episodes Mentioned Episode 4: The Core of Business: Your Mission, Vision, and Values   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/57.

Does project management, organization, and leadership come naturally to you? Have you been working in project management, and wondering what your next move is? Today we are covering the number one question I get asked when people are trying to decide if they should join the Director of Operations certification program:    What's the difference between the Online Business Management (OBM) certification and the Director of Operations (DOO) certification?    Both of them are excellent options, and I am going to break them down for you.   Before we dive in, I wanted to invite you to join me for the 5 day sprint where I will address how to handle scope creep. Sign up for the Scope Creep Solution, starting on Aug 10th.   To OBM or to DOO? That is the question…   Both are phenomenal programs where you can utilize your gift of project management and operations to be able to develop a career path with flexibility and the ability to bring in a great income.   When I began, I never knew about online business management training. I had heard about the Virtual Assistant world, but I was coming from a corporate operations background. I felt I had a lot of leadership and experience and asked myself how I could take my experience and translate it into the small business space. The  Difference Between OBM and DOO An OBM trains people to support businesses in the online space. Operations look at the day to day tasks and functions to ensure that revenue is coming in.    A DOO trains in a large number of operational areas: finances, project management, team management. It serves a more comprehensive operations package, supporting all different models: online, small business, or corporate. The DOO is a more holistic approach.   If you want to deal specifically with online business, consider the OBM.   If you want to learn how to run your business better, or learn full operations for any business, consider the DOO program.   Marketing OBMs will include training in online marketing and launching, specific to the online space.   Since DOOs train in a comprehensive view of operations, training is not marketing heavy.   When I interview DOO candidates, I ask them how comfortable they are with marketing. If marketing is their strength, I will direct them towards the OBM certification.   If they enjoy looking at businesses holistically from strategy and implementation, I will direct them towards the DOO certification. Content of Training In the DOO program, we focus on financials. You don’t have to be an accountant, but if you are going to be seen as a counterpart to the CEO, you will have to understand the basics of financials. You will be helping that leader make strategic decisions, so you must have a solid understanding of money.    The DOO has a strategic mapping model which is a big differentiator between the two certifications. It will allow you to come into a business and partner in-depth with a leader from the beginning. This is a license that DOOs get after completing the program.  Also, DOOs focus on metrics and KPIs (key performance indicators) to help us understand business leaders if they are on the right path or if there are opportunities or gaps that we need to fill in a quick way.    Leadership You can be a leader of a team and not be qualified or experienced enough to lead a business.    “DOOs are people who are ready to help a business leader to reformulate, repurpose, grow and scale a business in total.”    Size of Businesses A DOO is a director level role who serves alongside the CEO, whereas the OBM is more of a managerial role. The size of businesses who hire are commensurate with that.    Experience Often OBMs start out as a virtual assistant, and once they have success, they transition to the OBM role.    A DOO has years of experience, so now we are looking at refining. The question is “How do we become better?” rather than “What tools do we need to develop?” When I look at DOO applicants, I look at experience that they have accumulated and leadership that they already possess.    Implementation vs Integration We see a lot of OBMs who are implementing, i.e. still doing the work.   The DOO does not promote doing the work, but integrates the vision that the business owner has… they are the master gatekeeper of the business, leader, and the team.   Commitment to Placing I want to help you recoup your investment through the DOO certification. There are different tools within the content, but I also want to make sure we are growing the brand of DOOs in a strategic way. I’m committed to helping you get clients and will present those opportunities as they arise. OBMs and DOOs overlap in so many different areas: project management, organization, systems processes, and team leadership.    This is a great growing industry with a career path for you. If you possess project management skills, and can process and understand the development of businesses, then the DOO certification program may be right for you. Given the current climate, remote work will no longer be taboo, and more and more opportunities will emerge, so this is a great time to invest in yourself!  Check out the Director of Operations certification program if you would like to learn more, or if you are ready to apply.   Weekly Ops Activity Sign up for the Scope Creep Solution, our 5 day sprint that begins August 10th!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/56.

Can you remember what your business looked like one year ago? What has changed? This is the one year anniversary episode of The Ops Authority Podcast, and I want you to join me in reflecting on your small business over the last year. Realize and acknowledge all the work you put in, and enjoy the progress you’ve made!   The Difference A Year Can Make One year ago I had just finished up going through two major projects in my business. My website and branding redesign had just finished up, and I was also finishing up taking care of the legalities of protecting some of my intellectual property.    While those two projects gave me a significant amount of confidence, I also knew I had to start marketing differently. I had to increase my visibility because that was the missing link in scaling my business. I was collaborating with my Director of Operations (DOO) to get the strategy for this podcast to address this issue.   Starting The Ops Authority Podcast This podcast has resulted in some really fabulous lead generation. I have a niche audience who I wanted to reach so I needed to create an opportunity to talk to people on a larger scale. The idea was to talk to people on a more consistent basis with the goal to educate, provide support, provide a community and generate more interest and leads. This has been a pivotal strategic move.   Refocusing My Efforts Last year at this time I had 3 different offers. I was helping businesses in a one-to-one capacity. I was also running my program (the A-Team Accelerator) that helped businesses by teaching them how to co-manage the growth of their business along with the managing backend of their business. And I was offering the 12-week Director of Operations Certification program, which I  was still trying to figure out how to grow. Four years ago I had 12 offers, so I’d already come a long way!   “In those beginning days of business we all go through lots of testing to figure out what will feel the best, what resonates, and where we can stand up in confidence and feel like we are making a difference.”   I decided to niche down to one offer of The DOO Certification.  I’ve always had a calling to do teaching and coaching, and I could see things coming to fruition through the DOO certification program. It was the one I felt most committed to. Through the podcast and acquiring support in marketing, I was able to make this happen in one year. Changing the Certification I changed the DOO Certification from a 12 week program into a full 6 month program. I love data and figuring out the impact the certification was having on the people who have come through it. But although the info that students gained was amazing, they also wanted to learn how to apply it, monetize it, and how to build a true career from it. So I changed it to a 6 month program where they now have coaches and accountability.   Competence in Marketing I realized I had a gap in my marketing competence, and I had to invest in a coaching relationship to gain confidence in the way that I market. I invested in a program that I could learn and get a return from very quickly. Being able to have a solid marketing strategy has enabled me the ability to bring in the income I need to grow my team. Vision Previously, I could only see 12-18 months down the road when it came to the vision for my business. After working with my coach, I can cast a vision that is 3-5 years out. I can now envision my business having 10 employees, and the possibilities of what my business can do and how I can give back has totally changed.    What Lies Ahead Going forward, we will have more cohorts of the DOO Certification program. Due to the lead generation from the podcast and other marketing efforts, there is lots of interest. To make sure we keep a high touch, intimate experience, we are creating additional cohorts. Previously we = had 2 cohorts per year, and we are increasing to 4-6 cohorts each year so we can continue to individually support people with a customized journey. If you are interested in joining the DOO Certification, we have one opening up at the end of August.    Before we go into those launches, I am giving you an opportunity for you to get some hands on coaching experience with me through The Scope Creep Solution, which is a 5 day action-packed live coaching event that will teach you how you can level up your project management skills and help avoid the scope creep that naturally happens. Join us!   “Having boundaries and understanding your vision and your mission is critical to making sure you survive and thrive in entrepreneurship.” Weekly Ops Activity Do a reflection, and share in the Facebook Group: What 3 things have changed in your business over the past 12 months?   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/55.

Are you someone who needs consistency in your work and your paycheck? Or is it more important to you to decide who you work with, when you work, and what types of projects you take on?   Today we are talking about something that comes up all the time… the risks and rewards of choosing between going full time in someone's business vs coming on as a contractor. As a disclaimer, there are legal considerations that are attached to these designations, but that is not what we will be discussing today. How to Determine Your Role How do you determine what you should be doing as a service provider? We are at a place in time in which the demand for operators is growing (and will continue to grow) like never before. If you are embarking on this journey, you need to assess the risk and the rewards of a full time role vs. a contract role. What Do You Need More Of? Think about what your drive is, and revisit your vision. What is it that you want so badly? Do you want to offset your family's expenses? Be able to pick your kids up from school? What is motivating you to do the type of work you are doing? If you are looking for lots of freedom to work whenever you want, then being committed to a full time position will not be your best bet.    “Why are you on the path that you are on?” Consistency and Predictability If control, repetitiveness, and predictability are central to who you are, then there is a lot of reward in having a stable environment. If this sounds good to you, consider the full time model.   If you crave flexibility or don't mind uncertainty; if you're not the sole provider in your home; if you crave variety or if you like the idea of changing course...I’d advise you to look at the retainer based model where you can have lots of different projects going on. Risk vs. Reward How risky do you like things? If you want consistency, you will want to assume less risk.    If you are okay with flexibility, then the reward is there though it will be more risky.    Assess where you are in your life right now. Are you at a place in your life where you need to be more risk averse or can you take those risks? Are you ready to accept the rewards that accompany the risk?   “What do you need to be your optimal self?”   Support Systems What kind of support do you have in your life right now? If you have a ton of support systems, then taking additional risks might be a good move. But if you are the sole provider for your family, you may want to evaluate if this is the right time to build a business.   Marketing Yourself Do you have a natural ability to sell a product? Are you naturally wired for sales? Are you interested in the marketing game? If you are looking at the Director of Operations (DOO) as a profession, be aware that the concept of marketing yourself never goes away.    What kind of tolerance do you have? If you are not into marketing and sales conversations, and want to limit the number of these interactions, full time may be your best bet.   If you are on the other end of that spectrum… if you love marketing and sales, then you may be more suited to the retainer model.   Benefits Do you need health, dental, or retirement? Where are you in your life?  Are you willing to assume the benefits yourself or do they need to be employer sponsored? It depends on the logistics of your situation.  Choice If you are someone who wants to select the type of work you are doing, the type of people you like serving, and setting the rules, the retainer model may be for you.    If you value having a consistent paycheck, then full time is probably for you.    It’s worth noting that there is full time employment that can be flexible. Lots of successful small businesses will hire in a full time capacity. This gives you the best of both worlds… you can choose who you want to work and work as an operator, and help navigate executive decisions that you may not get to make in the corporate space.   When you think about income in your life, you need to decide what kind of risk you are able to assume. I get lots of people coming out of corporate, wanting to create a business on their own. This is totally possible, but you need a model that works for you. If you are looking for flexibility and more say so in who you work with, check out our Director of Operations program to learn more.  Weekly Ops Activity What do you need more of at this time in your life? Consistency and predictability OR flexibility and variety. Please join our private Facebook group and share!    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/54.

Do you serve your clients so well that your own business takes a backseat? Are you spending enough time making sure your business is functioning in a way that will allow you to achieve your goals?   As someone who has been in the project management space their entire career, I want to remind you that we have to run our own businesses as well or better than we run our clients’ businesses. You spend day in and day out making your clients’ businesses run smoothly. You are the brains and the power behind the scenes. Today, I want to flip the script and tell you how you can do this in your own business. Your Business Priorities When we are super busy working within our clients business, we often forget to keep things in order in our own businesses. Here are a few things that I want you to take immediate action on.   Define Your Vision Do you know where you are headed? What does success look like to you? What will your business look like in 3-5 years? Close your eyes and find a quiet space to dream about your career. Imagine what your business will look like in 2025.   Define Your KPIs Don’t forget to define the Key Performance Indicators (KPIs) in your own business. What kind of metric will help you to know that you are on track or off track? Is visibility and getting more clients important?  What about delivering projects on time or on budget? How can you track your efficiency and effectiveness? Close the Loop Clients love us because we come into their businesses and help bring clarity, direction, and a plan. We close the loops by checking the boxes, getting systems set up and projects executed.   “We lead the team to close the loop to make sure whatever we start gets completed.”    Who is doing that in your business? If you are a solopreneur, you won’t be able to close as many loops as if you had a team. But you can make forward progress, meaning you will continually move your business to the next level. Look at the projects you need to get done, and set an appropriate expectation. Set aside 5-10 hours a week to focus on your business.   Start Thinking About a Team Can you offload some of the things you are doing?  What is needed, and are you at the revenue level in which you can bring someone in to help? What kind of team structure do you desire and are you doing the things you need to move yourself into utilizing and growing that team?   Think about Vacation Time As an operator, you come in to help the business owner to alleviate stress and to help them stop working around the clock. You get to help the business owner exhale, and allow them to have some space. It is important that you apply this concept to yourself.   “You need to prioritize your downtime for your own sanity.”   You are allowed a vacation. Freedom is probably one of the biggest reasons you got into business for yourself.    So how do you do this? When you create your contract, make sure to create a vacation plan for yourself. For example, in my contracts I specify that I will be taking 2 weeks of vacation per year. I will make sure that I communicate that vacation in advance. If I am going to be off for a full week, I will let them know 4 weeks in advance. If I’m going to be out 2 or more days, I will let them know 2 weeks in advance. Otherwise, it is on an unplanned or emergency basis.    You need to make sure to communicate all of this clearly. Put it in your contract, and on your calendar. Also, send them a formal email with the dates, what they can expect of you, and if you will be reachable. Let them know what you will do to prepare for the time you are away.    Innovate and Evaluate Make sure you spend some time in your business reflecting on your services.    What is working and what is not working? What do you love doing? If you stay in a state of busy, you will avoid innovating and figuring out what fills you up. When you avoid evaluation, you get stuck doing the things that don’t come natural, that you are forcing yourself to do.    Set aside 1-2 hours each week to look at how your business is running. What feels good, and what do you aspire to do? What can you evaluate today to figure out what you need to improve on, or what you need to withdraw from?   I want you to grow a business that feels good, and to achieve the freedom and capacity to be your own boss. It is your responsibility to provide operations and support to your clients, but you cannot do this without serving yourself!  Weekly Ops Activity Create a vacation plan for yourself and communicate it to your clients or customers. Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/53.

Are you fully capable of being a leader, but your leader (your client) won't let you step into that leadership role? Does it feel like you are being held back? You are super invested in your clients business and can see yourself in a leadership role, but that leader has the reigns pulled so tightly and you can’t bring the best parts of you to the business… your leader simply won’t let you.   I’ve been in this position... where I couldn’t express myself in true form. I felt depleted, anxious, and sad as I’d go into work each morning. Eventually, I reached out to a mentor to help me work through this, and today I’m going to be sharing the tips that allowed me to step into that leadership role. Tips To Help You Lead Most small or online businesses have grown their businesses with their own blood, sweat, and tears. Their identity as CEOs are intertwined with the building phase of their business, so when leaders start to elevate and scale their business they begin to extend that identity onto someone else. They are hiring someone to duplicate or replace them and this handoff is often rocky because there are few systems or processes in place for the new hire to follow...yet, the expectation is that the hire will come in and immediately be a duplicate of that person. The expectations are off from the very beginning.  Ask Them Questions Ask in-depth questions about strategy. Why is it that you did it this way? What is the expected outcome? How will we get to that place?   These are all questions that will turn the head of a leader and convey care for their business or product. Make sure you take notes and come back and provide solutions. Give them a plan and they will feel support and trust, and understand that you are in this alongside them.   Increase Communications I see lots of organizations who are in a scaling phase that hire contractors frequently. I also see incredible breakdowns in communication taking place. If you are the one person on the team who is communicating well, giving status updates, monitoring performance of marketing plans or strategic objectives, you will be a standout.    Increase Communications Around Reporting Show up every week showing progress that the team has made, the weak spots, and an overview of what is coming up. This will make your leader feel super supported.    Don’t forget about market information. One of the biggest traits I see in Director Of Operations is curiosity,  and I want you to translate that into market information. Go out and see what their competitors are doing.  Be Resourceful Every technology tool has a knowledge base or a customer service department that you can contact to get the answers to your questions. Do not  ask your leader these types of questions; your leader will not know the answer, and they will feel annoyed that you didn’t search for the answer yourself.   “Be as independent as possible but still collaborative.“   Use your connections, use the internet, use data and resources… and solve your own problems. Don't bring low level problems to your leader.   Lead Projects With Integrity I want the CEO to avoid that guttural feeling, where they are constantly wondering where they are at with projects, and who's doing what. Use project management systems to document, keep track, notify, stay on top of notifications, and bring all the info back to the leader.   If you do all of these steps, I promise you that the leader will recognize the leadership potential you have. You will absolutely be worth more than you were when you entered into the business. Show up with all of these skills, and by doing these things you will show your leader that you can be a consistent resource.    “You can come into a role and rise through the ranks by showing up and showing off.” Weekly Ops Activity Go over to the Facebook group and tell me: what did you do to show up as a leader to your CEO? Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/52

As an operator, do you ever feel like you are bombarded with ideas from your leader? How do you help your visionary identify what ideas are the right ones to pursue?    Today we are talking about how to help your clients prioritize their projects and plans. This is necessary if you are helping leaders figure out which projects they should be focusing their attention on, and how to help them minimize the distractions that come up.   How to Help Clients Prioritize Visionaries think very big-picture, and they don't see details like you do. A visionary needs to be paired with an operator that can break down that vision into smaller pieces. Oftentimes visionaries want to go in several different directions, so when it comes time for making visions a reality, your job is to help lead them and prioritize. Understand Their Mission Who do they serve and how do they do it? What is the way in which they serve their clients and is there anything unique about it? Take the time to help them determine their mission.    Understand Their Strategic Priorities There are 7 strategic priorities in a business:   Financial steadiness Customer-client experience Visibility Professional/personal development Operational excellence Team development Product development   Understand how to rank these strategic priorities based on their current day mission.   Understand Their Vision What is the vision for the company? What does their role in the business look like? Ask them what their business will look like 5 years from now, and get very clear on the direction they want to pursue.   Also, take into consideration the vision for their personal life. What do they want their life to look like, and how can you facilitate them towards that goal? What priorities will help that vision become a reality?   “If you understand where they are going, you will understand what strategic objectives will be ranked highest.”   If they are in a scaling phase and need to double down on operational efficiencies, you will need to navigate and lead this conversation. Help them understand that they don't necessarily need to be involved in the day to day operations.   “Understand their vision and prioritize their objectives based on the vision of their company.”    Look at every single project and understand what the outcome is going to be, and what that outcome will bring to the business. Help them understand how to connect current day projects to the vision of the business.    Understand Future Goals If your visionary has a big goal for the future, help them break down that goal and start laying the groundwork. Your job is to leverage their ideas to make money today. This way, you will help them create less resistance for when the time comes.  Focus on Operations Don’t forget to leverage SOPs (standard operating procedures) and streamlining in the business. Identify the projects you can do that will move the vision forward, without pulling time and energy away from the CEOs. In this way you are providing structure to the business behind the scenes that the visionary might not even realize they need.   Benefits of Prioritizing We as operators like direction and plans. With priorities aligned and directly tied to the vision, the team will be on board with the plan. They will feel a natural momentum and see the benefits. You are the bridge between the business owner and the team, and you are able to paint a precise picture for the team who is doing the work.   Create a Decision Making Matrix Does this project connect to our mission and vision? Where is it in the strategic priorities? If it is number 7 on the list of the strategic priorities, that's an indicator that it is not a top priority. This also helps with communicating to your leader, and helps reign in their ideas. You want your leader to express all of their ideas, and then you will help them identify which ones are quality ideas.    Boundaries Understand what is in scope or out of scope, and this will help you definitively say yes or no. You may have to do some market research to understand if this new idea should move forward or not.   Predict Work Volume Another benefit is that you will be able to predict the work volume for your team, and know the support that will be necessary. By creating a project plan you are able to see what is needed and forecast for staffing resources.    All of these conversations take leadership. I wanted to help give you tactical advice on how to prioritize all of the ideas of your visionaries. By having these conversations you are helping them understand why prioritization is important and how it ultimately ties back to their mission and vision.  Weekly Ops Activity Meet with your clients to re-establish or create their mission and vision. Then, come on over to The Ops Insiders Facebook Group, and share what you learned through the process.    If you need a guide to help you in your conversation, grab the Mission, Vision, and Values Guide.   Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Stay Connected: Subscribe on your favorite podcast app.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/51.

Do you treat a virtual interview the same as you would an in-person interview? If you are wondering what to expect from this process in the virtual realm, you are in luck because today is all about the virtual interview process.   I spend a portion of time in my business helping entrepreneurs hire their support teams. I see lots of people come through the interview process, and I wanted to give you a heads up on best practices for interviewing. Lots of you are in the contractor space, and I want you to be able to apply with confidence. We are going to cover my best tips for before, during, and after the interview process.   Prepare Preparation is key. I hate to see great quality people disqualified because of lack of preparation. Remember, you won’t get to show off your skill sets, abilities and personality unless you make it through the interview process.   Review Your Social Profiles Prepare by looking at your social media profiles. Everyone you interview with will be checking you out on Facebook and LinkedIn. Use common sense about what you post so that you are representing yourself in a way that you would want someone new to your circle to see you. Alternatively, you could lock down your social media profiles.   You need to have a Facebook business page at minimum, and I want that page to be a great representation of your best work. Make sure you: Have the demographic info filled out Have a link to your website Make sure your about section is consistent and current on both LinkedIn and Facebook   Make sure you have a robust LinkedIn profile that is up to date, and that your best work is highlighted. Employers are checking both Facebook and LinkedIn to get a sense of who you are, and to validate your professional background.   Make sure your website is up to date; particularly your about page. It should be consistent with your Facebook business page and your LinkedIn profile. You can give the most information about yourself on this page and communicate your values.   “One of the easiest ways to get in the door with an entrepreneur in a small business is to share the same value set.”   When you get on an interview call, they will ask you to introduce yourself. Script it out, and practice what you are going to say. This is the most predictable question you will have in an interview, and I want you to nail it. Stalk the Company Spend your time doing research on the company. Do your fact finding on their website and social media. Understand exactly what they offer. Learn about the leader, their values, and what their progression in business has been. This will help you in the interview, and it will naturally come through in the process.    Learn about their current offers. I often ask interviewees for feedback on a company's current offers to see if they have done any research on their part. As you are looking through, find opportunities that you could recommend to them.    “Every single person who is hiring right now is looking for solutions.”   Ace the Final Round Review the Job Description Before you get on the interview, review the job description. Pay attention to the skills, responsibilities and values that the company is looking for, and reflect that language back to them. If you can come to that interview knowing what you can provide to them, this will be a game changer. What would be your 30 day goals? If you can articulate this in an interview, you will be a stand out candidate.   “How do you plan to provide a return on investment for the role you are in?”   Pro Tip: When you are filling out an application, screenshot your answers and review them before you get into an interview situation. I want you to leverage the answers you’ve provided.   The Interview Do not disqualify yourself by showing up unprofessionally. You are being interviewed to provide leadership in a business, so you need to look professional. Know who you are interviewing with, and dress appropriately (even though you are doing the interview virtually).    Dress appropriately Do your hair  Be aware of your background Schedule a time where kids/family members will not interrupt you   Harness Your Energy Show some enthusiasm and energy. Entrepreneurs are looking for people who are passionate about our businesses and can share the same zest that we have for our businesses.    “Show up as a polished candidate and you will be a candidate that they cannot refuse.”   Weekly Ops Activity Update your social media business page. Make sure your bio is updated, update graphics, contact information and services before Episode 51 of the Ops Authority podcast drops.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/50.

Do you treat a virtual interview the same as you would an in-person interview? If you are wondering what to expect from this process in the virtual realm, you are in luck because today is all about the virtual interview process.   I spend a portion of time in my business helping entrepreneurs hire their support teams. I see lots of people come through the interview process, and I wanted to give you a heads up on best practices for interviewing. Lots of you are in the contractor space, and I want you to be able to apply with confidence. We are going to cover my best tips for before, during, and after the interview process.   Prepare Preparation is key. I hate to see great quality people disqualified because of lack of preparation. Remember, you won’t get to show off your skill sets, abilities and personality unless you make it through the interview process.   Review Your Social Profiles Prepare by looking at your social media profiles. Everyone you interview with will be checking you out on Facebook and LinkedIn. Use common sense about what you post so that you are representing yourself in a way that you would want someone new to your circle to see you. Alternatively, you could lock down your social media profiles.   You need to have a Facebook business page at minimum, and I want that page to be a great representation of your best work. Make sure you: Have the demographic info filled out Have a link to your website Make sure your about section is consistent and current on both LinkedIn and Facebook   Make sure you have a robust LinkedIn profile that is up to date, and that your best work is highlighted. Employers are checking both Facebook and LinkedIn to get a sense of who you are, and to validate your professional background.   Make sure your website is up to date; particularly your about page. It should be consistent with your Facebook business page and your LinkedIn profile. You can give the most information about yourself on this page and communicate your values.   “One of the easiest ways to get in the door with an entrepreneur in a small business is to share the same value set.”   When you get on an interview call, they will ask you to introduce yourself. Script it out, and practice what you are going to say. This is the most predictable question you will have in an interview, and I want you to nail it. Stalk the Company Spend your time doing research on the company. Do your fact finding on their website and social media. Understand exactly what they offer. Learn about the leader, their values, and what their progression in business has been. This will help you in the interview, and it will naturally come through in the process.    Learn about their current offers. I often ask interviewees for feedback on a company's current offers to see if they have done any research on their part. As you are looking through, find opportunities that you could recommend to them.    “Every single person who is hiring right now is looking for solutions.”   Ace the Final Round Review the Job Description Before you get on the interview, review the job description. Pay attention to the skills, responsibilities and values that the company is looking for, and reflect that language back to them. If you can come to that interview knowing what you can provide to them, this will be a game changer. What would be your 30 day goals? If you can articulate this in an interview, you will be a stand out candidate.   “How do you plan to provide a return on investment for the role you are in?”   Pro Tip: When you are filling out an application, screenshot your answers and review them before you get into an interview situation. I want you to leverage the answers you’ve provided.   The Interview Do not disqualify yourself by showing up unprofessionally. You are being interviewed to provide leadership in a business, so you need to look professional. Know who you are interviewing with, and dress appropriately (even though you are doing the interview virtually).    Dress appropriately Do your hair  Be aware of your background Schedule a time where kids/family members will not interrupt you   Harness Your Energy Show some enthusiasm and energy. Entrepreneurs are looking for people who are passionate about our businesses and can share the same zest that we have for our businesses.    “Show up as a polished candidate and you will be a candidate that they cannot refuse.”   Weekly Ops Activity Update your social media business page. Make sure your bio is updated, update graphics, contact information and services before Episode 51 of the Ops Authority podcast drops.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/50.

Have you ever wondered what makes a good Director of Operations? Are you interested in pursuing this line of work but unsure if you are the right fit for the role?   I often get people asking me what they can do to prepare to apply for the certification or if I think they are already qualified. Today we are going to talk about the top traits we see in Directors of Operations (DOO).    Identifying Top Traits We've just onboarded the fifth round of the DOO certification. This certification allows DOOs to create new offers and uplevel who they are serving. During the onboarding process, we collect lots of data, and this is what the data tells us that a typical DOO candidate looks like.   We look at past operations experiences, their existing business structure, and when/how they have exercised leadership in the past. Many of these pieces are situational, meaning they are decisions they've made based on their surroundings or circumstances.   Think about the roles you've had along your journey and the ones you've unintentionally fell into. The role may not have been your dream position, but you learned something new.    Other types of data we will collect are less variable. They tell me about operators in general and  having this data helps me connect high level business owners who come to me looking for operators.  7 Top Traits of a DOO These are the 7 most consistent themes I see in DOOs, but this doesn’t mean it’s a comprehensive list. If you don’t have all of them, it may just mean that you will build your business a little bit differently.   High Fact Finding This is your instinctive need to gather as much information as possible. You either have this or you don’t, but this trait goes hand and hand with project managers.   Structure & Order A DOO wants to compartmentalize things, find consistency and themes, and is less flexible with change. They love patterns and designing systems, workflows and SOPs. They love figuring out which steps to take, and crafting the business into a well oiled machine.     Introversion DOOs are the second in command, and they love supporting and contributing to other people’s visions. They will partner with extroverts, and run the back end of the business. For example, introverts love marketing systems, but they don’t love the forward facing end of it. When a DOO is an introvert, they complement the visionary perfectly because visionaries tend to be extroverts.   “Extroverts don’t want the competition of another extrovert.”   Creativity in Problem Solving DOO creativity shows up in the way that they solve the problems for the business. They take complex things and break them down.  Need to Know Expectations DOOs want to know what is expected of them, their projects, and the team. They are analytical thinkers, and they love order.    “A DOO creates expectations, and then measures themself against those expectations.”    Long Processors A DOO needs some time to determine the next steps to take. This can be frustrating for our visionary clients. Our clients move faster and see the end result, while we see every tiny step that will get us there. This is a benefit, because as we work through these plans they will be comprehensive, and we will address all of the gaps.   Leadership DOOs are yes-maybe people, not yes ma'ams. Yes ma'ams take orders and perform at an entry level function. Yes-maybe’s add in the leadership layer that may include processing, measuring, and evaluating a process. DOO’s are capable of leading hard conversations, team meetings, holding peers accountable, assessing risk, etc.    “Leadership is non-negotiable… it’s the one trait a DOO has to have!”   You don't have to have all of these traits to be a successful DOO, but these are the themes I see in our community. Those who fall outside of the traits listed above usually tailor their business differently.    There are lots of different ways to structure a business, and it's important that as you come through the certification that we look at your Kolbe A Index. I coach you based on the results to determine what your business would look like.    If you possess a lot of these traits, please look into the DOO certification program to see if it sounds like a good fit. We will have another cohort starting soon! Weekly Ops Activity Which of these 7 traits of a DOO do you naturally have? Join us in our Faceboook Group, and let us know!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/49.

Is your business prepared for the worst? Do you have plans in place for emergency situations? There are processes you can put in place to make sure your business is able to operate in the wake of an emergency or disaster.   Before I became an entrepreneur, I worked in several different fields: academia, healthcare and in corporate America. In all of these areas, I was in operational roles in the backend of the businesses. That gave me a front row seat to the systems, processes, management, and the delivery of the services. In this episode, I want to break down more and more of those corporate operational skill sets.    I left corporate to create a life and a business that matched my values and accommodated my family. But in my haste to leave corporate, I overlooked some of the operational principles that have been so important in corporate development.   I’m here to help you improve your business as well as your clients’ businesses. The need for these principals have never been more necessary in the wake of COVID-19. This global pandemic caused us to question ourselves, pause, consider a pivot, and wonder about all of the “what-if” situations. But in March 2020, the entire globe was the same. It was sad and hard, but humbling as we watched the global economy shift.    Business Continuation Plans These plans are common in corporate settings, and as small business owners we would have loved to have one of these at our disposal when COVID-19 struck. There was a lack of this in my business, and also in the businesses of my clients, students and peers. A business continuation plan serves to mitigate the risk that can disrupt your operations and profits.   “A business continuation plan won’t save you but it can help extend your time to take action.”   Small businesses are usually very lean, and I’ve learned that we are very co-dependent on processes and people. This plan will give you the ability to adapt quickly and prevent emotional decisions.   “If you can take the time to minimize your losses and emotionality, you’re going to come out with better financial stability.”   Parts of a Business Continuation Plan Think about the critical functions of your business, which can be broken down into three areas: marketing, sales, and delivery/fulfillment.   Next, think about the 4 P’s: people, processes, profits, and partnerships.   I want you to view each of these through the lens of disaster and disruption. How would each of these be implemented if disaster struck? Which are the most critical, and who owns each process? Ultimately, are there any backups or alternatives to explore to prevent something worse from happening?   People Who are the people who work for you? What is their role? What is their financial position? If there is a death of a co-worker, you need to know what their capacity is and their responsibilities in your business. How much do you pay them? How and when do you pay them? This needs to be documented so that in case of disaster, the business can carry on. This also applies to YOU.   Processes These refer to all of the systems and process documents that you’ve been putting off. Look at it from a marketing, sales and delivery perspective. What are the critical processes for your lead generation, making the sale, and how will you make sure you deliver on your promises to your customer. What are the tools and software you use? If something were to go down, what is your backup plan? The easiest way to do this is to go through your yearly profit and loss statement.   Profits Think about the way you generate revenue in your business, and where it comes from (this applies to both service based and product based businesses.) If you are service based, what happens if your main lead generation mechanism isn’t available any longer? What happens if your scheduling tools are no longer an option?   If you are a product based business, what happens if you are shipping in materials from other countries and they have a natural disaster? Do you have a backup supplier? How do you document your inventory?   Partnerships These are related to your business operations. What happens if the banks collapse? What if there is a political uprising? What happens if regulations are imposed? What happens if utilities, transportation or imports are affected? What will you do and how is your business planning for these scenarios?   “You need to draft a plan and allow it to be imperfect. Put something in place, and review it every quarter.”   Having a business continuation plan will decrease the emotional toll that disasters take on you. Most small businesses probably don’t have one of these plans, but I want to encourage you to prioritize this work. As we experience what is happening in 2020, we need to take note of the lessons that are being taught to us. We have more to lose in a catastrophic state. If you have a business continuation plan, you are able to equip yourself to make better decisions.   Diversity and Inclusion Plan The second operational plan that you need to establish in your business is a diversity and inclusion plan. I spent six years of my corporate experience in this area, and want to help you get this plan into place. The systemic problems with racial injustice are strongly present and we must address them.   We are seeing a lot of excitement and commitment online to eradicating racial injustice, but my biggest fear is the sustainment of it; that it will fall flat out of the competition of all the things you have to get done in your business. But, the easiest way to make a diversity and inclusion plan a reality is to actually create a plan that suits your unique business. I’m going to provide you the templates that I’m using in my business for free so that you can have the structure that you need to make these advancements in your business.    A diversity and inclusion plan is the business strategies and the practices you commit to in order to create a diverse workplace. Diversity includes race, age, religion, gender, sexual orientation, disability, ethnicity, family status, veteran status, generation, languages, life preferences, life experiences, personality type, physical characteristics, and thinking & learning styles.    First, evaluate the list and see where you have needs and concerns. Then start with the applicable gaps. For small businesses, it is essential to prioritize this list. Look at your values and your consumer, and I hope the advancement of anti-racism is in your value set. Therefore “race” is a value that should be at the top of your list.   Once you have your priorities/objective set, you will need to create your plan. In the coming episodes, I will be creating a diversity and inclusion audit specifically for small online businesses so you can assess your business, your brand image, your messaging, the talent and your reach. It will be the guide for starting the work that is long overdue, which will lead you in creating a diversity and inclusion plan.    I believe that these two best practices that we have outlined today have snuck out of the small business space, and they need to be present! I’m going to do it, and I hope you will join me.   Weekly Ops Activity Come to my FB group and tell me what date will you commit to creating the business continuation plan and the diversity and inclusion plan by. I want to be your accountability partner, and I don’t want us to get distracted!     Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/48.

As a service provider, do you find yourself confused about the methods of marketing you should be using? Should you be spending your time on social media, webinars, funnels or something else?    One of the biggest frustrations we have as service providers is observing the marketing of our clients, other competitors, or gurus. We look at what they are doing, and wonder if it is what we should be doing. Today we are taking a look at service providers and how they should be building and marketing their businesses.    I’m currently kicking off the 5th round of the Director of Operations (DOO) certification program and I have been building this business on my own terms for the last 5 years. Over these years, I have had to market differently based on the goals that I had each particular time.     “You will need to tailor each marketing plan to what your individual goals are.”   Pick Your Business Model When you look 6-12 months into the future, what type of business do you see yourself building?  One-to-One In this type of business model, your revenue will stay fairly consistent but you won’t have a ton of time to market your business because of your workload. Visibility isn’t as much of an issue because the primary driver will be referral based… so, make sure you are delivering top notch services.    From a marketing perspective, you want to build strong relationships, attend networking events, and be part of a paid/unpaid mastermind for a hive of top tier  talent that will become a good referral base for you.   Also make yourself available for coffee chats, which can be a game changer. A coffee chat (sometimes referred to as a discovery call) is the free opportunity for a potential client to hop on the phone with you. This builds trust and provides a ton of information, which gives them what they need to make a decision.   Group Program With this method you refine your systems and your delivery. You take the same result that you get for your one-to-one client and multiply it by offering it in a group setting. Your need to be visible will increase because you need more eyes on your offer.   Your primary marketing driver will be organic. You will need to build your know-like-trust factor because this method is built off your reputation, and you are targeting a larger audience. This is the time to start building an email list, and building out the beginning of a funnel which moves people along a customer journey. You start with an opt-in, and then nurture them while they are on your list to make sure they stay active.  Volume Based This method is used when you are in the scaling phase of your business. It requires lots of eyeballs and a ton of visibility, meaning you need to attract lots of cold traffic (those not familiar with you). You pull them in through your marketing.    “If you’re focusing on a volume based program, you will need a lot of marketing bandwidth.”   Everything I describe today is how I progressively built my business. My primary method for doing this has been paid traffic, but I never stop organic marketing or accepting referrals. As visibility gets greater, I continue to build off of what works for me.   As I have narrowed my focus to the DOO certification program I need lots of people to see this offer because it's not going to be right for everyone. It's a high ticket offer, so I need to find lots of cold traffic and to give myself enough space and time to educate and connect with them.    “Look at the business model you have chosen, and make sure it is fulfilling the lifestyle and legacy goals that you have.”   Pick Your Primary Driver for Marketing It doesn't matter the stage, the best advice I can give you is to be consistent. For example:    Social Media: Don’t just post and run. Pick one platform and be consistent and engaging. This builds social proof and credibility.  Website: Get really clear on what you are offering and make sure it is consistent throughout your site. Make sure you note what results you are getting.  Articles: Write articles on LinkedIn or on your website blog. Pick the path that works for you, and test it every three months (minimum) to make sure it’s effective. You will also want to make sure it resonates with you and builds up your brand and visibility. Weekly Ops Activity Come to my private Facebook group and let me know... What business model are you utilizing (One-to-one, Group, or Volume based)? Then, tell me what primary marketing driver you are using to accomplish that.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/47.

How are you doing during this crazy time of the COVID19 pandemic? Have you found ways to keep some sanity in your life and your business? It’s a difficult time for so many, but life keeps forging ahead… have you been able to find new motivation or small wins in your days and weeks? Today we are going to be talking about how I have found balance during this disruption of a pandemic.    A Legacy Life Living a legacy life is super important to me. It was one of the biggest reasons I left corporate behind. I had to make a decision at the beginning of this pandemic to answer the calling of my family, my company and my students.   My life is defined by several roles; mom, wife, mentor, family leader, housewife, friend, business owner and volunteer. These are the most valuable roles to me and I want to leave a legacy within all of those areas.    I was super sad and scared when this all started, and it all felt so overwhelming at the beginning because of the uncertainty. This state is not a normal place for me and I had to decide to allow myself to feel it, and sit with it for a while. Being an operations person who likes solutions this was uncomfortable.    Afterwards, as I was trying to figure out how this whole situation was going to affect my family, I remember feeling a burst of motivation to move forward and focus on getting back to living that legacy life.   Here is a glimpse of what I’ve been doing to stay sane and balanced during this pandemic.    Prioritizing my health I got back to the priority that helps me feel the most sane, which is concentrating on my health. I had more time since my kids were home, and decided to dedicate that time to myself. I've made the time to take really long walks, and this is the time I have so many great realizations about my business.   I've also resumed journaling. I figured out that if I don’t do it in the morning, I find it is less motivational and encouraging… basically not the best version of me. Journaling is so helpful when I look back and see the growth.   Leave It To My Kids I have teenagers, and with homeschooling it has been important to let go and allow them to take ownership of their work. I started out micromanaging them, which was satisfying for me originally… but I had to let go and let them own their successes.    Also, my kids are both competitive with their sports, and I decided not to beg them to do their practices. The same with kids chores... I’ve set the expectations and they know what is required.    “I’ve had to detach myself from their successes and failures and I’m now a support system rather than a drill sergeant.”   Decided To Go BIG On My Business I’ve made some really big shifts since February and have never felt more aligned and more excited than ever to dig into what is ahead. I usually launch twice a year, but I realized that I already had applications coming in. So instead of my next planned launch which was in September, I decided to start serving and meeting the need on a different time table.     “I’ve learned to be flexible and to dive into the things that are giving me life and breath at that moment.”   I also tried a different launch format, and have felt so much more aligned with this method. It has also led to an overwhelming response. More about that on next week's episode!   Revolutionized My Program The DOO certification program has doubled its content and trainings, and has added 7 additional coaches including an accountability coach and 6 expert coaches.    I had limited my calendar to two coffee chats per week, but I’ve decided to connect more. It just felt right to open up my calendar to people who had a similarly aligned message. I’ve had wonderful thoughtful conversations, which has made me realize I needed to get back into the connecting game.    We have all felt the chaos and unpredictability of this time, but these are the things that have allowed me to thrive. After getting through a few months of this, I feel more on fire in my business, and see something for myself that was so much bigger. I don’t know if this would have happened had it not been for this strange situation.  Weekly Ops Activity Please come to my private Faceboook group and let me know what you have learned through this crazy COVID time.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/46.

Do you enjoy transforming the lives of people around you? Are you looking for fulfilling work that will allow you to be a leader and a strategic thinker?    Today's podcast is going to give you a look at how the Director of Operations Certification has transformed these four women's lives, and it will give you hope if you are struggling to create a strategic, viable business for yourself.   Each of these women had a skill set that was unrecognized and undervalued. Through our work together they were able to find and leverage their skill sets in a way that they could market and monetize them.    “They were able to fast track and find growth rather than sitting in that start up phase.”   Check out the details of the DOO Certification Program if you are interested in joining us for the upcoming round of certification!   How To Transform Your Business  Kristen Westcott Kristen is a Business Growth Strategist and DOO for online coaches, course creators and service providers. She has helped others with goal setting, project management, time management, and productivity for over 10 years in the legal and education sector.    Over a year ago she was working as a learning skills strategist at a local University, and had a  side business as a health and life coach for working moms. She found that she was spending a ton of time in Facebook groups helping other business owners solve their problems. She realized that she loved planning, organization, and problem solving in other businesses. It was at this point that she enrolled in the DOO certification program.    “Prior to the certification I wasn’t sure how to focus in on my zone of genius and make it a full time business... Natalie helped me to see the skills that I had were actually a huge asset.”     She is now a DOO in two businesses and also does business strategy coaching for another company. She does VIP days and strategic mapping plans, which truly is her zone of genius.    Lupita Santana Lupita is the founder of The Profitable Creative, and has been in business for 4 years. She was having trouble knowing how to price retainers, and how to present herself as an expert in her field. She was used to being a VA or an hourly tech assistant, and was struggling with mindset issues around always being in an assistant role rather than taking the lead in a company. She also was having trouble organizing her strengths into a service offering that she could present to clients.    Lupita joined the certification program in Fall 2018, and she gained clarity how to confidently charge what her services and expertise were worth and how to show up as an expert.   After certification, she decided to take a specific part of the training and created a service offering around it. She offers an intensive in the strategic mapping process that is taught in the DOO certification.    “It is amazing how aligned and in love I feel with this service that I offer.”   “I gained so much clarity on my strengths and also what I don’t want to do… being able to pinpoint this has changed my business.”   Catherine Calmes Catherine has been an entrepreneur since 2014, and completed the DOO certification in 2019. Before certification she was struggling in her business because she didn't feel like it had a strong identity. She’d been a VA, a virtual home organizer, a productivity consultant and an OBM. She was often being asked to do tasks just because she could do them, not because she was good at them or knew what she was doing. She wanted to figure out how she could put her strengths into an offer.    She had started her business because she wanted to help women by giving them easy ways to improve their quality of life. During certification she found clarity on who she actually wanted to work with: boss moms running an online coaching business. She now knows how to best use her skills and experiences to help her clients take their business ideas and transform them into reality.   “I’m finally clear on how I want my business to scale moving forward.”    Michelle Lucente Michelle is the owner and founder of Lady Boss Operations. She officially became an entrepreneur in 2019 after leaving her full time job as an executive director at a nonprofit organization. Stepping into any role and executing was her gift.  When she saw there was a need in the small business community to help business owners with the backend of their businesses, she knew she wanted to serve women business owners. But, she quickly discovered she was doing way too many things for way too many people and was experiencing burnout.    Then she found The Ops Authority Podcast. The Director of Operations concept gave an actual name to the role she had always played, but didn’t know what to call it. The content gave her hope that she could make her business work without the burnout.   The DOO Certification Program  and mentorship helped her discover a passion for strategy that she didn’t know she had. She had always been a project manager by nature and didn't realize how passionate she was for it until going through the program.    “I am now able to focus on the skills that truly light me up and provide value for my clients and myself. I love that I can offer women-owned small businesses the opportunity to get clear on their vision and goals and create a roadmap and task management system that will keep them on the path to success.“ Last Call! Through the DOO Certification Program we are creating a profession (not a pitstop!) that allows you to be a leader.  If this is something that is interesting to you and you have a core competency in operations such as financial, human resources, project management or program delivery, check out the details of the program.   Don’t miss out--your chance to apply ends this Friday, May 22, 2020. Weekly Ops Activity Come to our Facebook group and share with us what the next step in your career journey looks like.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/45.

Are you a project manager or do you have operations experience in your current job? Are you sick of the grind, and looking for a way to leverage your skills to work from home? Are you craving flexibility and a desire to operate in your zone of project management genius? Today, we are talking about all of the reasons to become a Director of Operations (DOO). Come join us for a Free 5 day sprint addressing scope creep! This is an issue which comes up all the time as a project manager. It can cause stress, time delays, and completely derail a project. In this challenge, we are going to talk about ways to make sure that doesn’t happen, and what to do when it does. Join us for The Scope Creep Solution!   What is a Director of Operations?  A DOO is an operational leader that supports in a 6 or 7 figure business. These businesses  usually have high revenues generated from 2-3 product lines, and have (or are building) teams. They are ready to grow to the next level, so they are looking to bring in a leader to take care of the backside of the business.    DOOs strategically assist the CEOs and are cross functional leaders. They usually have 5+ years of experience in corporate or in managing their own business, and project management is their main skill set. DOOs allow leaders to step into their zone of genius and focus on their strategic vision.   During this pandemic, online businesses have been thriving and as these businesses grow, you will also see the need for quality DOOs grow. If you have the skill set to become a DOO, this is the best time to transition yourself to online business. Many businesses are scrambling to find qualified operators to help them grow and optimize their businesses.  The Benefits of Becoming a Director of Operations 1. You Can Stay in Your Zone of Genius as a DOO As a DOO, you have a project management skill set. You can research, analyze data and financials, have the ability to anticipate needs, and implement. Your zone of genius is getting things done, and as a DOO you’ll get to operate in this genius 100% of the time. You will get to embrace your role without getting distracted by the day to day tasks. Instead, you will be strategically leading a team and upholding the vision for the business leader.  2. You’re Ready For a Higher Level of Delivery You’ve been doing ¼ of what you’ve been dreaming of doing, and another ¾ of what feels like an obligation. But, once you make the leap to a DOO, you will be providing a higher level of delivery and you will feel much more fulfilled. You will feel in your zone.    “When you deliver at a higher level, you will attract higher level clients and higher level businesses.”   The impact you can have personally is gratifying and you can see the ripple effect of how your work goes into the world on a larger scale.   “Your value is in supporting others.” 3. You’ll Simplify Your Business When you are able to get a higher level of clients, they are able to appreciate what you can do for them at a higher degree and this will be reflected in how you are compensated. As you perfect what you do and have a singular focus, your business will become simplified. You will start to singularly focus on a smaller amount of businesses, while making the same amount of money. This will lead to less stress, more time for yourself, and the ability to make a bigger impact in the businesses you serve.   4. Be The Leader You Are You will step into the role of an operational leader, and have the ability to have candid strategic discussions with your CEO. You’ll be able to cast your vision for business and reflect it back to the CEO, and lead their staff like your own. This allows you to be a true leader in the industry of operators, but internally.  5. Strategically Guide the Leader and the Business Something unique about my DOO certification program is that you will get a license in the strategic mapping model, and as an outcome you will be at an executive level in a thriving business.    6. You’ll Have a Genuine Profession This is a true profession, not a pitstop, and I am building my brand around it. The ability to use the skills you've acquired in corporate will allow you to have a long lasting profession by serving online businesses and leaders. This is a structure that will stand the test of time, and uses principals that have come out of corporate, including human resources, project management, communication, financials and strategy.   “This is a profession, not a pit stop.”   7. Never-ending Learning The profile of a DOO is a fact finder and a learner. You will be able to learn any industry you work in, and the learning never ends. You’ll have the ability to become an expert in the particular industry you’re working in, which may open up other doors for you in your own business. 8. Compensation If you do a retainer model, compensation will usually be set… but at some point, I encourage you to talk about profit sharing. This is a way to scale your business, and because of the influence and success you are bringing to a business, there will come a time to have this conversation. This isn't something you would be able to do as a lower level service provider, so once you have proven success in several areas, it is totally reasonable.   “When you effect and create change in a business, you should be compensated in a greater way.”   This program launches soon! If these amazing benefits sound good to you,  or if you are an operations expert in any capacity, check out at the DOO certificate program.    Also, don’t forget to join us for the 5 day sprint, The Scope Creep Solution!   Weekly Ops Activity If you are a service provider, come to the Facebook group and let us know what the vision of your business is in the next 3-5 years. What do you want your business to look like? From there, you can determine if the DOO certification program would be right for you! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/44.

Do you have skills you've already perfected? Are you looking to make a good living by using those gifts in new ways?   If you're an operations expert and want to break through to new levels, you're invited to my upcoming 5 day sprint. We are going to solve one of the biggest problems that holds people back: scope creep! Sign up now, because the sprint begins May 11th. Today, I’m sharing my story of how I arrived at the Director of Operations life.   My Story Five years ago, I transitioned from corporate life into entrepreneurship, although not intentional. I first started my path and found myself leveraging project management and human resource skills that corporate helped me acquire. My journey through corporate allowed me to hone the skills that would help me find my forever career. It was exhausting and challenging at times, but it allowed me to refine the skill sets that I would later utilize as an entrepreneur.   I stumbled into the world of online business unintentionally. I started a passion project to help moms find joy in their professional space, as well as at home. While I was in Facebook groups, and trying to build a Facebook Group, I was learning to look at marketing in a whole new way. This is where I discovered this underground world of online business.   I was under the impression that the only way you could make money from home was through e-commerce, or selling on eBay. I had just left corporate America where working from  home work was not looked upon favorably; I had tried to convince my superiors that it was a possibility, but to no avail.    I began to believe it too… I didn’t think I could work from home as an entrepreneur, and didn’t think my skill set would actually be successful as a freelancer.   But this all started to change as I started to deeply connect with women all over the world through organic and natural conversations in Facebook groups. They had questions and struggles in their business, and I had the experience and the framework and was able to create transformations for them.    “It was all organic. I didn’t have any business plan; just genuine conversations.”   Doing this on my terms was exciting. I was repeatedly told that I was creating a change that people hadn’t experienced before, despite working with coaches and consultants. I was helping these folks to move past obstacles to do more in their business with less effort.    The Ops Authority is Born I leveraged my corporate training, created repeatable frameworks, built a team and worked really hard to create offers that would allow me to replace my corporate executive income... something I never thought I'd be able to do.    “I served my peers, then I continued to up-level the client that I was supporting.”   Soon I was supporting fewer businesses because I  was going into greater depth; this was the balance that I dreamt of. But, after 2½  years of serving clients one-on-one, I was also dreaming of scaling my business.    I started speaking about my proprietary system, getting the attention of bigger and bigger business owners who wanted me to speak at their events. This led me to higher level businesses,  but the problem was that I couldn’t serve all of those businesses. When these leaders reached out to me I would connect them to my friends and peers who had certain skill sets… but the relationships wouldn’t often work out, and I felt responsible.   I tried an agency to try to duplicate myself, but it just didn’t fit my lifestyle. The leaders wanted my attention at all times, and more people needed more of me. I left corporate to have more balance in my family, so the agency model was not sustainable.   I had to figure out how to scale my business without an agency model, and landed on the DOO certification program. Today, The Ops Authority is an education company that certifies and mentors ops experts. I took my 15 years of experience and created proprietary systems and frameworks specifically for online businesses that allows them to satisfactorily scale.    “I not only have created a pathway for professional women to leverage their gifts, experience, and knowledge to get paid… I’ve also created a path for them to up-level their clients, their income, and their impact.”   Objections Women Have Overcome In the past 2 years of certifying DOOs, I’ve been a part of dozens of breakthroughs. These women have all tried to tell me one or more of the following:     1. I’m not qualified.   It's most likely the type of clients you are attracting that make you feel this way. 2. I don’t have the experience to do what you’ve done.  False. Every DOO has a specialty. You already have what you need to be a DOO, but you just need a path forward in the form of support and mentorship. 3. I haven’t had any online clients or experience working in the online space.  That's exactly who I was! The skills you have in your previous career are transferable. 4. I’m scared I won't replace my corporate income.  You can do this without bureaucracy or crumby bosses. Bonus, you can do this from your home and lead your life on your terms! 5. I’m longing for a higher level client but don’t know how to make the leap.  You need a networked mentor, and it only takes one genuine connection that will recognize your value and genius. 6. I don’t have time for another course. You spend way too much time searching for perfection, but the DOO certification program is a transformative educational experience that will allow you to up-level your client, business, and your life.   All of these objections have been disproved. I am proof because I have overcome all of these, and I have also been a part of seeing 57 qualified, experienced women up-level their lives by completing this DOO training. They couldn’t see it for themselves at the time, but they are now professionals leading the way.   “The skills that you’re using in your career right now are transferable.”    If you've been interested in this type of transformation, join me for my upcoming 5 day sprint, The Scope Creep Solution. This sprint begins May 11th, and you will get a week of free training, and a peek into the skills and techniques that I teach every DOO. If you're a project manager, an ops expert, or a business manager, you don’t want to miss out.   Weekly Ops Activity Sign up for the Scope Creep Solution, beginning May 11th!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/43. 

Are you thinking of becoming an online project manager? Do you thrive when managing people, projects, and systems? If you are wondering what kind of challenges online project managers face, this episode is for you. I spent lots of years in corporate as a project manager, and also in human resources before I transitioned into the online space. In the past 4 years of my journey of entrepreneurship and self employment, I’ve identified the most common challenges that you will likely face as an online project manager.   4 Common Project Manager Challenges Lack of Clarity Around Goals You want to get a full understanding of the entire project, so you sit down with the leader to gather details and create a comprehensive plan. But beware, the visionary will want to push through this really fast; they might even want to skip it all together. They can only see the outcome; they don’t like the fine details like you do.    After all, that is why they are hiring you. They don’t think about the implications of looking at this from a financial perspective, and charting how many sales they need to make the project profitable.    “The more information you have about the entire business, the better you will be able to do your job.”   This is where a Director of Operations (DOO) can be beneficial because they will have the strategic mapping knowledge. A DOO who is integrated into the entire business will be able to see the bigger picture.  The Variety of Communication Systems A critical part of planning project management is communication. As you manage people and projects, you’ll notice that as the project gets underway the teams’ natural preferences start to emerge.They will always try to divert back to their old ways. You may begin the project with a solid communication plan, but over time, it will be tested.    A common plan is to place decisions, statuses and tasks in one location like  Trello. However, when all the conversations around the project start happening, you don’t want all of that to be housed in the same place where decisions and statuses are occurring.    You will want to encourage people to have those conversations in another tool such as Slack or Voxer, which are more suited for ongoing discussion. This is a challenge you will have to stay on top of, and I encourage you to create a system at the very beginning, outlining what is acceptable.   “Keep reminding and course correcting your team, because you want communication to be as clear as possible.” The Wavering Support of Your Team When you work with contractors, remember that you most likely won’t be their only client. The project you are paying them for will have split attention, and split support. You will have to create a project plan with that in mind, and set your timelines appropriately. You will also have to have excellent management and follow up skills.    If you have the ability to hire the team, you can use this to your advantage. DOOs have a true system that I created, which is called Hiring Simplified and if you go through the certified DOO program, you get access to this system.    You need to look at what the contractors work life looks like, and analyze how you will need them. Since you created a project plan, you will know how much you will need to utilize them in the coming weeks and months.   Scope Creep You know what it’s like… you start getting messages that the leader wants something new added. It's not wrong for your leader to want to dream and innovate... if fact, you are allowing them to do this by taking so much off their plate. They just don’t realize that it throws off the project plan, and that is what you are being paid for.    Leaders also don’t realize the time and resources that it will take when they want to add something once a project is live. You have a project plan in place that has timelines and time commitments from other contractors.   Scope creep has an enormous ripple effect and is something we all have to be conscious of.  More often than not, these leaders are not willing to move a launch date, and this leaves you in a predicament. You’ll either be forced to have a difficult conversation or you bear the brunt of it. You’ll end up putting in late nights, doing things you aren’t skilled in or calling in favors. This is not healthy for you or the project.   Scope creep can come up in contracts, and also relationships. It is not okay, but there are ways we can handle it. This is what I’m going to be sharing with you in my upcoming 5 day sprint. Sign up for The Scope Creep Solution which will start on May 11th. Can’t wait to see you there!   Weekly Ops Activity On a scale of 1 to 10, how well do you address scope creep in your projects, relationships and contracts? A score of 1 means you totally avoid it, a score of 10 means you are the boss at having those difficult conversations. Tell us in the Facebook group!   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/42.

Have you been unhappy with the team you’ve assembled? Do you feel like there is a better way to find people who are committed to helping your business succeed? How do you go about finding the right people and the right roles that will fit seamlessly into your business? I’m joined today by my dear friend, Chanie Wilschanski, who I have partnered with on several different hiring experiences. We are sharing a behind-the-scenes case study from Chanie’s experience of what it looks like to scale your team, and also to rebuild it.  Behind the Scenes of School of Excellence with Chanie Wilschanski The Business Model of School of Excellence The School of Excellence helps early childhood leaders build and sustain their schools of excellence through retention, leadership, culture, skill development, and accountability. We give them the tools and blueprints they need to sustain the quality of excellence they want with themselves, families and staff.   How Chanie Grew Her Team Had a multiple contractors working for her in different time zones Realized she needed to hire people who were integrated into her business Had a lot of skilled contractors who were contributing, but also busy building their own thing Reached out to get help building a team When Chanie Knew Something Had to Change Breakdowns in each pillar of business Team members weren't able to think ahead, just doing their specific task  Found herself proofing work and worrying about the quality of her contractors work There were mistakes that were a result of carelessness   “When someone’s not integrated into the business, they aren’t thinking a few steps ahead.” - Chanie Wilschanski   The Success of Growing Her Team Started with strategic mapping and identified priorities First hired someone who would take massive ownership of lead generation  Leveraged her experts and gave them true autonomy  Hired experts rather than entry level, so they wouldn’t need so much support in the beginning Hired a Director of Operations (DOO)   How a DOO Has Changed Her Business Imperative to have someone who owns projects, understands her scope of work and the key metrics for the business Instructed DOO to call Chanie out when she is doing busy work that isn’t moving the business forward  DOO can follow up with team members and contacts, then give Chanie the info she needs to make a decision Gives her the headspace to work on key activities that move the business forward   The Greatest Value of Having a DOO Found that she truly enjoys leadership Enjoys the hard parts of leadership:  uncomfortable conversations, performance management, holding people accountable, pushing people to want more from themselves, being comfortable with pivoting  Finds joy in seeing how the team rises   The Hardest Part of Expanding Her Team Realizing that you are accountable for people's livelihood Constantly treading the water between pushing them and giving them ownership of the outcome   Re-thinking the Community Manager Position School of Excellence sells 3 key products: Summit of Excellence: A live event which helps leaders plan for the school year Directors Inner Circle: An online membership that helps directors with tools and strategies to sustain excellence Owners Only Headquarters: Helps owners of private schools lead their administrative teams   The Head of Community is the head of the product for Directors Inner Circle and Owners Only Headquarters. This position evolved into a leadership position because this is directly tied to revenue.   About The Ripple Effect Ripple Effect TV is her YouTube channel The school leader is at the epicenter of the ripple effect; thoughts habits actions, mindset, & routines have an effect on the teachers, parents, schools and communities   “No matter who you are, you are the center of the ripple effect for your life.” - Chanie Wilschanski   Key Takeaways of the Process Had to get out of the day to day and release some control Open to move from directorship to leadership Spent 1 year building team she feels confident in You will benefit greatly if you are coachable   Advice for Those Looking to Scale “There is a difference between wanting something and being ready for something.” - Chanie Wilschanski   You know someone is ready for feedback when they don't deflect a compliment; use this test on yourself  When people work hard for me, how do I express gratitude? You must be able to let people know they are adding value. Can you receive feedback? Your team needs to feel comfortable speaking up when it’s in the best interest of your business. Find Chanie: YouTube Learn more about gratitude    Chanie Wilschanski is an Early Childhood Leadership Coach and Culture Specialist, and she has had the privilege of working with hundreds of EC Directors who are working to build a School of Excellence.   Chanie began her journey over a decade ago, teaching toddlers at the acclaimed Preschool of the Arts in NYC.   Continuing her path into higher studies, she got her Masters in EC and Special Education, and started training teachers and school leaders on the HOW part of creating excellence in their schools.   Through her journey, Chanie got married and had 4 children. Her hands are full! Chanie knows what it takes to lead a large center and have a full-time job at home as well.   Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Stay Connected: Subscribe on your favorite podcast app.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/41.

Our world is in crisis at the current moment with the coronavirus pandemic. As we navigate our roles in our clients businesses, what are ways we can show up and serve? How can we be a steady, reliable voice that can help keep things moving forward? How can we truly prove our value?   The emotional toll this change has brought is just now starting to be realized. I’m currently in the middle of delivering the 4th round of my Director of Operations Certification program, and on our live call this last week, I noticed a theme amongst several of my students who are in client relationships. The question was:   “How do I show up to fully support my leader who is in crisis?” Crisis right now can look a variety of ways, but one of the main ways it is affecting business owners is in regards to their finances. Potential financial changes are causing leaders to make irrational financial decisions.  “The leaders you have partnered with are different… the ways you have supported them in the past are going to have to change to meet them where they are today.“ Ways To Manage Up   1. Focus on Delivering Value If you focus on your gifts, and really delivering at this time, you are going to take stress off of them. You don’t actually need to do anything different; you already have this inside you and this is why they chose to hire you. Channel your first 30-60 days, and mimic the peak delivery of those days. This will help you with maintaining this relationship you’ve nurtured, and the financial stability of the relationship for a longer period of time.   2. Emotionally Support Your Leader  Be empathetic and listen to them. Conversations may not always be about strategy but may be about family dynamics or whatever they are going through. Personality matters when we build teams. Leverage your personality, and be a good friend.    Make sure you understand and uphold your boundaries, but don't over-serve your leader and under-serve yourself. We often help so much that we can be self sacrificial. Remember, you are also balancing a lot of the same things your leader is. You may have to adjust how you've been working in the past, because we are all living different lives than we have in the past.    “Not only is your leader different, realize you are different too.”   3. Communicate Clearly Let them know when you will be available to help them. Give them your boundaries, and let them know your availability and what they can expect. The clearer you can be with them, the more they can leverage you. Take Strategic Action The truth is that no one knows where this ends, and that creates an enormous amount of stress. There is a lack of control for these business owners, but this is an opportunity for you to provide value in this situation.   Set Up a Meeting Get ahead of this and schedule a call to brainstorm: Is there a new offer or opportunity? Is there a new communication method for their audience?  Is there a new strategic direction for the business that you can help navigate? Make sure you understand your most important objective within the business (which may have changed)   “Everyone will have to change... be the leader they need you to be.”    “You really manage up when you take charge of the conversation and bring valuable insights to that conversation.”    Strategically Prepare Yourself  Think about your client and what their priorities are. Come prepared with different ideas about how you can bring value through thought leadership, team leadership, and ideation. You will see the stress melt off of them when they understand you are ready to deliver.    “Directors of operations give three things to businesses: direction, clarity, and a plan.“   Mentally Prepare Yourself You will also need to mentally prepare yourself. Your client will lean on you for emotional support, factual support, and for strength.  Make sure you know your limits and how your work life is shifting Make sure you have dedicated time without distractions Be sure you are equipped with the right mindset    All of this will allow you to show up as a different level of leader in this crisis, and prove yourself as an invaluable member of the team.    Did you find value in today's episode? Help me get the message out! Please leave a review on Apple Podcasts! Weekly Ops Activity After listening to this episode, I want to know:  What are 3 ways you are going to deliver greater value during this time of crisis? Share those insights in the Facebook group.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/40. 

What does it look like to bring on a DOO into an already successful and established business? How will you, the business owner, be able to trust someone to come in and take the reins from you? How do you relinquish that control?   In this episode I talk with two powerhouses who have joined forces; Emily Williams of I Heart My Life, and her Director of Operations (DOO), Megan Hansell Henderson.   I’m excited for you to hear how this powerful combination works in their business, so you can see what is possible in your own business. Whether you are working in the CEO or the operator role, you are going to get to hear about the struggles, the benefits, and get a peek behind the curtain of this business.   Behind the Scenes of I Heart My Life with CEO Emily Williams and DOO Megan Hansell Henderson   The Business Model of I Heart My Life #1 personal and professional development platform for women who know they’re meant for something big Help women create more success & wealth with a holistic approach Help start online businesses, and create success in mindset, relationships, & health Offer courses, live programs, events, memberships, books, podcasts Megan has been supporting the business in the DOO role for the past 4 months What Emily’s Organization Looked Like 6 Months Ago Waited too long to hire to support the vision of the company Needed a lot of support and help with overall growth, establishing process, streamlining, hiring, etc. Doing everything; was starting to get resentful of the business   “Even the weakest link in your business doesn’t make or break your business… you do.” - Natalie Gingrich   How It Felt for Megan to Join Forces with Emily Balance each other out; Emily moves fast and Megan slows her down Both ready to move company to next level; was able to execute in a short period of time Correct interview process helped to identify a good match   Behind the Scenes of Hiring a DOO Emily’s Mindset Before Hiring The pain got so great; couldn’t not move forward Moved from London to US and had to rebuild company, started to resent how she was working in the company and was not happy with how she was executing Figured out what needed to happen to move closer to company vision Contacted Natalie and started to map out infrastructure of the company Had big goals and visions, just needed people in place to make it happen Fear of time it takes to train somebody   “I make decisions based on where I want to be, not from where I currently am.” - Emily Williams Megan’s Onboarding Process Started with strategic mapping Megan was able to see the big picture vision right away Could see vision for Emily as well Had live event in January, and was immersed into the company  Done more in 90 days than most people do in a year “The higher level of person you hire into your business, the easier it is to onboard them.” - Natalie Gingrich   The Benefits of the CEO/DOO Partnership: Benefits for Emily: Megan was the onboarder for herself and she was able to map it out  Strategic mapping process was incredible Allowing Megan to be herself and bring her brilliance to the table Recognizing that this is a relationship that will develop over time   Benefits for Megan: Being able to step in and help Emily map everything out  Emily empowered me to make my own decisions Emily has balance of knowing when to step in and when to step back   “As a leader we have to be coachable. Having two way coaching and open communication is critical in the success of the partnership” - Natalie Gingrich   The Challenges of the CEO/DOO Relationship As the DOO: Getting up and running and make sure you can take care of things quickly, to get results and prove your value Challenged to get to the next level   Advice for  listeners who have a hard time trusting and relinquishing control Emily’s perspective: Ask yourself if you are showing up as the next level version of you Base your decisions on where you want to be not where you are now Evaluate how you are showing up and evaluate if that is hurting or helping your company Be honest & real, allow people to give feedback, being able to ask for help Be open and willing to get curious Leave the manager role behind and step into leadership Growing a team is never going to be simple. But once you find talented people, have the trust and faith to step forward into your own leadership journey. When you step forward and pull up someone else into your business, you just might end up with a powerful combination like Emily and Megan’s.    Connect with Emily & I Heart My Life: Website Instagram       Emily Williams, Founder at I Heart My Life, is a 7-figure success coach and author. In 2010, Emily moved to London. She started writing. And in 2014, she launched her business. She made $442 the first month—and hit six figures in six months. Inside of 18 months, she hit seven figures—a meteoric rise that would be impressive for anyone, let alone a small-town girl from Ohio.   Today, she coaches women all over the world, helping them break free of their limiting beliefs so they move forward towards their goals by getting into massive action. She specializes in money mindset, success mindset and helping driven women create a life and business better than their dreams.   Megan Hansell Henderson is an Operations Maven who works with CEO's to redefine their mission and vision to bring them OUT of their business in order to get to the next level. Megan believes that by removing the CEO from the daily operations and allowing the CEO to focus on their zone of genius, it allows the CEO to get back their sanity and the company to grow. She has helped business owners maintain balance by drawing on her experiences over the past 20+ years, including 6 years in the entrepreneurial space. A graduate of Rutgers University's MBA Program, Megan has a passion for business operations, marketing strategy, non-profit management, Tang Soo Do karate, advocating for developmental disability awareness and spending time with her family. She is also a Certified Director of Operations.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/39.

The effects of coronavirus are raging all around us, and business owners are feeling the stress. Lots of questions are hanging over our heads, but in times of crisis how do you know what you should do about your team?   Over the last week, I’ve received multiple emails and texts from previous clients reaching out and expressing the concern that they have to cut their entire team. I understand... it is a scary, anxious, unnerving time, and they are afraid they won’t be able to generate revenue, or pay their team.     But I want to convey to business owners that this is not the way to go. This episode is all about how this crisis affects your team and the decisions you have to make as a small business owner.   Steps For Assessing Your Team In a Crisis Here is my strategy for how to make responsible decisions when you are feeling the need to cut your team because of this crisis.   1. Evaluate Your Cash Reserves If you've reinvested some money back in your business, see how much you have in your rainy day fund. A majority of you probably don’t have this, and there is no judgement here. But if you do have some cushion, determine your burn rate, which is how long can you continue to pay your current expenses (people, tools, etc.).   2. Trim the Fat  You may have more fat than you’d like, since the economy had been so good over the past decade.  Go through your bank statement and look at every single expense. Make a list of any tool you have been using that you don’t really need; get rid of them or find a cheaper alternative. If you can’t see the value a tool is providing you, cut it. Also, look at subscriptions and recurring costs and evaluate if you need to continue with them.     3. Start Considering Your Teams Costs If you still don’t have enough cash reserves, you can start to look at your team. Who on your team is adding value, who can’t you live without, and whose hours can you cut?   I’d strongly recommend cutting a team member's hours, rather than cutting the position entirely. Also, I don’t believe you should be cutting 10% or 50% across the board. You can’t do this in small businesses, because everybody has a different weight and importance level.    “The closer the person is to the transaction, the more they should be retained.”    If they are further from the transaction, you may want to cut their hours for a little bit of cushion.   4. Cutting Staff Entirely Don’t cut every single teammate. Look at your needs and look at the team objectively. Base your decision on skill and how close they are to transaction.    For example, if you don’t need graphic design right now, you can cut the position. Remember, this doesn’t mean they will never be part of your team again. If you have a small project they could do for you, transition from a retainer to a project based relationship with them.    Create a matrix, and order and prioritize those positions in a ranking style. Consider:   who is the most critical to your team who is the least critical start at the bottom and cut the person entirely (after you’ve cut their hours and saved a little money).    If you start with #4, you are doing yourself a massive disservice. The reason you got to this point in your business is likely because you were ready to scale, so you grew your team. The way you scale your business is with people. So during times like this when we are pinched from a dollar perspective, we have to figure out how to scale this back.   “The only way you can remove yourself from the directing to the leading, is to bring people in to do the work for you.”    If you remove everybody from your business, you will have to go back to the basics. You’ll have to decrease your production level, and decrease your productivity. You can’t do everything… it's impossible to get all those hours in. You can’t do the work of 4 people.    Also, do not forget their expertise:   They helped you to scale.  They helped you create better systems, and helped you innovate on products, systems and projects. Remember the amount of time it took you to get this team operational.    “You move faster, further by having different points of view.”   The economy will come back, but we have zero control when that is going to happen. If this is short term, I don’t want you to burn down the ship. If people are ready to put money in your pocket and you can’t fulfill because you let everybody go, you won’t be able to help as many people. 5. Reduce Your Pay I want this to be the last resort. You cannot forget that the only person who is going to take care of you is you, and I want you to protect your salary all the way to the very end. If you do have to take a personal pay cut, make sure you stagger it.    “Don’t prioritize reducing your salary before everybody else's.”   I want to serve you and help you preserve the business that you’ve built that has provided so much stability for your family. Follow me on Facebook, as I will be going live often to share tips on how you can continue to thrive in these uncertain times.   Weekly Ops Activity Pop into The Ops Insiders Facebook group, and tell me how much money you found in systems and tools that you are not utilizing that you could reinvest back into your business.   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/38.

It’s a crazy, all consuming time with the worldwide coronavirus pandemic. As business owners, we want to lead the way in times of stress, but what can we do? How can we continue to serve our people in the face of uncertainty? What can we do behind the scenes that will make a difference in our businesses? First of all, realize that you are a leader. If you are a business owner, you are a risk taker who took a bold step to set up a business. You are a leader and can lead through these uncertain times.  Today I’m sharing 8 actionable items that you can put into action to help you get through this time in business and in life. 1. Create a Strategy If you need help creating a strategy, check out Episode 5. If you want someone to walk you through strategy, you can reach out to me for a strategic mapping. I have a community of operators who would love to partner with you in this.    Having a strategy in your business is a requirement today.    “Businesses who have a strategy have cash reserves.”    If you don’t have a strategy, there's never been a better time to create one. Start by defining your mission, vision and values. Figure out the way you show up, why you show up, what your future looks like and from there create a strategic plan to get you to that place.    If you do have a current strategy, it’s time to revisit it... because you will have to adjust.   2. Serve and Sell Continuously serve your audience, your customers, and your followers. Lean into them and continue to sell. Putting money into circulation will be vital.     “Don’t stop selling… the economy requires us to continuously make transactions.”   Another way to serve organically is through content. You will have more time to work on things that have been on the back burner. Stay in front of your audience so they will remember you when it's time to buy again.   3. Focus on Your Relationships Nurture your previous relationships. When we are strapped for time, we go to the revenue generating activities. But now that you have more time: nurture the people who have bought from you or who follow you build new relationships  create new partnerships pour into communities and build strong relationships   4. Revisit Your Good, Better, Best Goals “A Good goal covers expenses, a Better goal gives discretionary spending, and a Best goal is wildly beautiful.“   During times of crisis, focus on the good goal and do everything in your power to hit it. This means you might need to change your offers. Also, look at your financials and cancel tools you aren't using or subscriptions you aren't taking advantage of.    During these times, you might be asking “Do I need to cut my team?”    If you are scaling your business, and want to remain a scaled business, the last resource you want to cut is your team. Don’t cut the talent that has grown you to this point. These are the people who are going to help you innovate.    “In times of economic crisis, the people who win are those who can get the products out the fastest.”   5. Innovate You can create great new products and offers during down time. Look back to your values.  Have you let money guide your decisions? Are you working with the audience you want to? Are the products you’ve created aligned with your values? Right now, we have pause, and can change the ways we are showing up for people.    Take the opportunity to decide what aligns with you and how you are going to prepare your audience and your business so you are ready to shoot out of the gates when the time comes.   6. Communicate You have people who are paying you and listening to you, and I want you to connect with them frequently. If you are a service provider and others are depending on your services, show up and lead the leader. Most of the world has their kids at home. If you are someone who is delivering services, practice the best communication ever so they know what to expect from you. This will provide an amazing amount of value.   7. Clean Up Clean up your files, existing workflows and processes, website, Google Drive, email sequences… whatever! This actually requires you to sit down, be focused and do some of the grunt work. Take 30 minutes a day to do this, and it will feel like a gift.   8. Give Grace Connect with people on a human level. Realize you are potentially working with people who have loved ones affected with coronavirus. People are mostly good, I want you to extend these people lots of grace because if you give grace at this time, it will come back to you.    I’m rooting for you! Love your family, wash your hands, pay attention to the backside of your business, and know that you are in good hands.   Previous Episodes Mentioned Episode 5: Seven Pillars to Your Business Strategy with Andrea Layne   Other Ways to Connect with Me: Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/37.

Scaling a business means multiplying ourselves, our product, and creating processes that make  things run smoothly. You do all of those things through operations. If scaling a business is a desire that you have, I want you to look inward. Ask yourself if you are using a directing style or a leadership style. Your answer to this will help you with navigate your next steps. For the past several episodes, we've been talking about hiring; both how to set your business up to hire, and how to know when it's time to hire. Today, I want to help you identify if you are operating in a director style, or a leadership style.    Directors vs. Leaders First, we should make some distinctions between director style and leadership style.   Director Style Directors give specific instructions, and have very defined roles.  They closely supervise tasks of people who work for them.  Their communication is mostly top-down. They have knowledge and they hire teams and tell them exactly what to do.  The team members are often inexperienced and need a lot of direction. It's a good fit for both sides, because there is a symbiotic relationship; one side likes to give direction and the other side likes to take direction.  The director closely monitors the progress, and is very tactical and hands on. Leadership Style Someone who operates in the leadership style is able to have a vision and communicate it.  They value autonomy, and are less controlling on the outcome because they allow others to own it. They are naturally positive which makes them great motivators. They are good negotiators. They do PR for their vision very easily. They have the ability to plan and forecast for their business. They are strategic rather than tactical. Example of Director Style Most of us start the business in the director style. An example is a service based business, such as a coach or consultant. They started their business because they have a skillset and a passion that they could market. Over time they found they needed to multiply themselves, so they started to bring on team members that had the same competency, so they could help more people. Their team was likely entry level talent (because that's what they can afford) and they gave them a blueprint. This is the agency model, and it can be a very effective way to build a business.   “The director mindset is not bad, but it can be limiting.”   Ask yourself, “What is your vision for your business or your role in the business”?  If it's bigger than what you are practicing today, consider moving into the leadership mindset   Two Ways to Move From Director Style to Leadership Style If your vision is to move out of the owner/operator space and into the CEO role, you are going to have to step out of the day to day. This is why a Director of Operations (DOO) is integral to helping you scale your business. With a DOO, you can focus on forward facing activities, such as creating content, creating relationships and selling. If your vision requires you to move into this role, you will need to navigate your team growth by pulling in people you can trust so you can truly remove yourself from being the “deliverer”.   “Replace yourself so that people in your team can work autonomously.”   Bring people on, develop them, and start trusting them. If they understand your brand and you don’t need to oversee them, then you are moving from the director to leadership mindset.    If you can’t develop the talent that you want, consider bringing in experts from other industries, such as marketing or sales experts. Hire for this expert talent when you realize that you don’t have all the knowledge that it takes to get you to that next level.   “When you start to step out of the directing and into the leading, you are going to have to be surrounded by people who have depth, skill and aptitudes that are different than yours.”   Scaling Your Business If you want to scale your business you will need to remove yourself from the day to day, and instead rely on people and processes; your team, automation, and your brand to do the work.    If you resist getting out of the day to day, take some time to look inward: Are you capable and ready? Do you need help to step into leadership and release control? Are you equipped to support yourself so you can move forward? The answer to these questions will help you to figure out your next steps. If you are finding yourself in the director style, and aren’t sure why, consider taking the Kolbe A Index.   Weekly Ops Activity Do you feel you are in the director phase or the leadership phase? Rate yourself on a scale of 1-10 (1 being directing, 10 being leadership), and report your score in the Ops Insiders Facebook Group. Also make sure to cast a vision for yourself and indicate what will be required of you… then share it with us!   Previous Episodes Mentioned Episode 30: How To Break The Bad Habits of Hiring Episode 31: Ten Questions to Answer Before You Write a Job Description Episode 32: Step By Step To Onboard Your New Hire Episode 33: How To Set Goals To Measure Your Team’s Performance Episode 34: What to Do Before, During, and After Firing Episode 35: Pricing Pet Peeves & How to Set Pricing as a Service Provider   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/36.

One of the biggest challenges of hiring and offering services in the online space is the rates for services. Today I’m sharing some of my pet peeves around the rates that support staff service providers are charging and offering a few ideas about what we can do about it. Support staff are a critical part of moving a business forward. After all, the whole point of scaling is to outsource and leverage human capital to help business owners do their jobs better. But when it comes to pricing, it can feel like the wild west. Likewise, if you’re a service provider such as a VA, OBM, or PM, it can be tough to figure out how to raise your rates in a way that works for you and your clients. Pricing Pet Peeves 1. No Standard Rates I hear from business owners all of the time that are amazed at the variation of rates that service providers are charging. They want to hire amazing support staff, such as virtual assistants, online business managers, and project managers… but what these service providers are charging is all over the board. The range can be anywhere from $3/hr (for a non-US based provider) to $60/hr.    “The reality is that these people are charging whatever they want.”   There is no industry standard, nor is it regulated. Business owners are left wondering: “Can we trust the people who charge $3/hr?”, OR  “Are we going to get our money's worth for $40/hour?”   2. Arbitrary Pricing If you are a service provider, chances are that when you started out, you probably undervalued yourself. You are critical for these business owners to scale. They need you so they can grow their business.  That being said, one of my biggest pet peeves is when someone comes into the field without a ton of experience, claims a title, and attaches an arbitrary price for their services.  Instead of charging a random price,  you need to look at what you are charging vs. what you are delivering.    3. Raising Rates Without Changing the Offer Often, when service providers enter the market they tend to undervalue their work. They get comfortable at a price, but realize that they have undervalued themselves - so they raise their rates without changing their offer. The solution to this is to enrich your offer and make it commiserate with the work you are delivering. Always make sure you are upleveling what it is that you are delivering. One way to do this is to outline exactly what your clients are getting for a certain price. If clients know exactly what they are getting, they can judge for themself if the package is worth the investment.  Continue to enrich your offer, then go ahead and increase your pricing.   “With a greater offer, you’ll attract higher level clients.” 4) Raising Rates Because You're Maxed Out on Time Let's say you have 25 hours available each week you can work with clients. Once you fill those up, most people will tell you to “raise your rates.”  I disagree; you can’t raise your rates unless you sweeten the deal. You may be meeting your income goals, but your client doesn’t care. Clients care about what you are delivering to them.  Don’t just raise your rates because you are maxed out on time; that's not your clients fault. Again, you need to enrich your offer. Try to anticipate their needs, and overdeliver.   “It all comes back to enriching your offer to make it easy for your client to pay you more.”   How to Set Pricing as a Service Provider  If you’re a service provider, at some point you have to transition from charging hourly to charging for an outcome. Look at your deliverable, and figure out how you can turn your hourly rate into package pricing or a retainer package. Look inside your business and quantify what it is that you need, how many hours you have and what problems you can specifically solve. What are your unique skill sets that solve your ideal clients’ problems? Don’t just charge an arbitrary price. Think about what you deliver, and what the value is for your client. How much time and effort are you saving them by providing the deliverable?  Don't undervalue yourself, but make it easy for someone to hand over money because what you are going to deliver to them is far more than what they can do for themselves. Don’t forget to check out the Director of Operations certification program, which teaches you the systems and processes that I used to be successful and well known in this space.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/35.

Inevitably, there will come a time in your business where you have to let someone go. Even though this is not fun to talk about, it’s important to be prepared and know what to do when you must deal with the firing process. As you grow your business, you will likely have a bad hire or a mis-hire. Or, you might find that you don’t need a position anymore; perhaps you aren’t getting ROI from this role. Today we are talking about having that breakup conversation, and exactly what to do when it's just not working out. We’ll talk about what to do before, during, and after the firing decision. I want to remind you that I have training on this very topic called Hiring Simplified. This training will help you take the emotion out of the process and methodically choose the best people. It's full of project plans, templates, scripts and much more, so you can hire smart and avoid having this breakup in the first place.   Before Firing Before you go all in and fire this asset, you need to evaluate this person in a few areas. And you also want to make sure you are prepared when you go into the firing call with the person. 1. Performance  You will need to figure out what isn’t working. If you have those Key Results Areas (KRAs) in place, you can leverage them for this discussion. Understand and articulate what's not working, and how this performance is hurting your business. Take emotion out of it and use the data provided by the KRAs. This will help the person understand your decision.  If you don’t have KRAs in place, take some time to make this factual, and communicate clearly. Use the Reflection Template: Reflect on what is working (wins) Reflect on what is not working (opportunities) Reflect on what is missing Reflect on what is confusing Think about how these relate to the relationship and the role. You just need to look at how this person is performing in your business.    2. Behavior You’ll want to capture what is not working in regards to behavior. Using the Reflection Framework, expand and be specific with your examples. Is their performance lacking? Is it their behavior? Is it simply a cultural misfit?  This will take time but it will help you understand why it doesn’t feel right. Note your pet peeves and behaviors that rub you the wrong way. This will help you have a better conversation with the team member and if you record the notes, it will ensure that you don’t make the same hiring mistake again.    3. Culture  At this point you may have noticed something about your company culture that you didn’t screen for before hiring this person. How did this person mesh with your business? Did they reflect the values of your brand? You may see something about your culture that emerges, that you didn’t before. Moving forward, make sure you incorporate this into all future job descriptions.   4. Note Accomplishments What are the advancements you've made together? If there is a direct reflection of their work, let them know that their value has been appreciated. Otherwise just articulate how they have helped you advance in your business.   5. Create Talking Points For the Notification Call You are the leader of the business, so you need to set the intention for this call; know what to do and feel certain in it. This may be an emotional process, so take some time to create a script so you can focus. State the reason. If it’s a performance issue, include examples. If you have KRAs bring them up.  Share wins you've celebrated while in partnership together.  State the last day they will be working. Discuss the expectations for wrapping up. What needs to be finished or documented? Verbalize the last date of payment.  Let them know if you will have a professional recommendation for them. Set the date of the call.   During The Firing Call This will likely be emotional for both parties. Don’t make small talk. You need to deliver a planned message, and keep it short. This is an opportunity to show up as a leader and own the integrity of your brand. Deliver your message without a ton of emotion.  Ask for feedback from them so you can continuously improve. If it is amicable, you can ask during the conversation. However, if they are taken by surprise don’t ask yet; they will not be able to give you quality feedback when they feel like a failure or are in a state of defeat. After The Call Fight the urge to hide and don’t feel bad; this is about your leadership in your business. Once you’ve got the logistics ironed out, touch base with the person and give them a written recap in voxer or email.  Start with appreciation Follow up with next steps Restate the expectations for off-boarding Determine if you need their attendance on future calls Decide when you will share updates with other team members Gather any tax forms  Celebrate accomplishments   Moving Forward Revisit your notes and decide if you still need to hire for the same role. Look at your existing team: have their skill sets evolved? Have your needs changed? What roles do you really need to get you to your 1-2 year vision?  “Pause and reflect before you make another reactionary hire.”  You will get better at hiring each time you do it because you know what you are looking for. If you're new to this and it all seems daunting to you, I can help! This is my zone of genius! Simply fill out this form and I can help you understand what you need.    Weekly Ops Activity Use the Reflection Framework to note what's working, not working, missing, and confusing. Look at this as it relates to your team, or your business model, and share it in The Ops Insiders Facebook Group.  Previous Episodes Mentioned Ep 33: How To Set Goals To Measure Your Team’s Performance Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/34.

How are you measuring success and performance of your new hires? Do you go by a gut feeling, or do you have something more substantial in place? We’ve been talking about the hiring process in the last few episodes. By this point, you’ve done the work, and found a good fit. But now that you’ve hired how do you know if your new hire is worth it? In this episode, I’m talking about Key Results Areas (KRAs) and Key Performance Indicators (KPIs): how they relate, and how they can help you evaluate your new hire based on data.   Managing Performance As a leader, you are going to have to manage the new hire’s performance.  A common mistake is to hire and assume someone is going to perform, but this is a complete assumption. You hired because you want to scale your business. This means you have to separate yourself from directing and move into the leadership part of your business. You must lead this new talent. “There is no such thing as pulling an expert into your team." You might think that if you hire high level talent, they will come into the business ready to go on Day 1. But the reality is that you are going to have to manage this person; they won't automatically know what is important to you. So how do you manage this?    Key Results Areas  You need to create Key Results Areas (KRAs) for every role in your business.  A KRA is defined as something for which you are completely responsible for. If you don’t do it - it doesn’t get done. It is an activity that is completely under your control. It is an output of your work that becomes an input to a contributing factor to the work of others. For a business owner, a KRA is a metric that indicates that your hire is doing exactly what you want them to do. It can be a metric or a milestone, but I encourage you to put a number on it if you can.   Create Measurable Goals Create goals for the first 30-60-90 days for your new hire, and define what success looks like for them. “Often we hire on our gut intuition, which is not the most strategic way to acquire the best talent. Having a structure like this in place will make this an unemotional process.” When you create these goals before the interview process you can then give them a chance to  demonstrate previous work experience and accomplishments. This will lead to satisfaction on both ends, because:  Both parties are clear. The new hire can hit ground running; they know what they are running toward. You’ll be able to evaluate performance based on numbers you have already set. Will make performance trackable, and provide a structure for reviews. If it’s not working out, you will have facts to lean on in the case you need to separate.   Key Performance Indicators A Key Performance Indicator (KPI) is a metric that is used to evaluate a company goal. The KRAs for each role in your business should align with the KPIs of your business. This will help each role understand how their work contributes to the team. You should:  Track these KRAs by creating a document that your team can update weekly; this becomes your company dashboard. Create KRAs for every single role in your business. This will help you feel certain that you’re making the right hiring decisions. As small business owners, it’s tempting to hire and do things really quickly without using these frameworks, but I promise that if you take the time and do the work, you will be much happier with your hiring decisions in the long run!   Weekly Ops Activity For this week's activity, I want you to create a goal for your marketing and assign a KPI. Then determine what KRAs will support the goal. This will help you understand what to look for in the person who will assist you with marketing in your business. Post this information in The Ops Insiders Facebook Group.   Previous Episodes Mentioned Episode 32: Step By Step To Onboard Your New Hire   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/33.

Hiring is an entire project within itself… it has to have a plan, a goal, and excellent delivery. So once you’ve found the perfect fit... what happens next? Onboarding is challenging, and for that reason it often gets overlooked. Even if this is your first hire, you do not want to skip this part.  I’m here to talk you through the onboarding process, and give you a rundown of what a new employees’ first week should look like. By following these processes, you’ll help your new hire to hit the ground running.  If you’re short on time (or patience) and don’t want to deal with the hassle of hiring, let me do the dirty work for you! Fill out this form and let me worry about finding that perfect person for your team.  I also offer a Done With You option, through my Hiring Simplified course, which will make your search much simpler by giving you a streamlined project plan. Why Onboarding is Important Retention When you plan the onboarding process you will decrease your turnover, which is one of the highest operational costs of being a business owner. Give the new hire a wonderful experience, and make them feel nurtured as they enter your business. This will increase retention because they feel cared for immediately.   Building Solid Relationships When there is a plan, there will be a deeper connection with your new hire. As small business owners, there is a close overlap between family and your contractors- you rely on these people so your relationships with them matter. Don’t let onboarding feel too transactional; make it personal. Quicker ROI  When you onboard a new hire, you define what their job will look like, give them tools, ideas, opportunities, and education as they enter your business. They will be able to in their role much more quickly, therefore saving you money in the long run. Plan Your Onboarding Processes NOW Prepare for a Hiring Season Do you have a nondisclosure agreement or a contract that you use? Create them all ahead of time so you aren’t scrambling. Whether you talk to an attorney or draft these yourself, you need to protect and define what is expected of the role.   Articulate Your Mission Vision and Values  Onboarding is the perfect time to deeply define the goals for the role. Map out expected outcomes, and define what they need to do to be successful. Make sure you outline milestones for 30, 60, and 90 days.   Outline Your Systems and Processes Impress your new hire by having an itinerary with all necessary information available for them ahead of time. “Often, new hires feel like a nuisance because they don’t know what to do…  change that from the very beginning”   Provide access to tools though a system like Lastpass  Draft an annual calendar and show them everything on the docket for the year Create or review systems and standard operating procedures Draft an introduction email to your team  Create a prioritized task list that will provide direction and ownership Craft a simple organizational chart that documents each person's role so new hires know who to go to with questions  Outline a system for communication (weekly meeting, one-on-one check-ins, etc.) Put all necessary documents in a shared folder “The worst thing you can do is to not prioritize onboarding for your new hire” Welcoming Your New Hire Consider giving a gift to your new hire to show them that you are excited to have them on your team.    The First 5 Days Day 1 The first day is all about the culture; you need to verbally articulate what your business is about. What is your why? What motivates you? How did you start your business and what is your big vision?  Transition into how the new hire fits into the role, as well as expectations.  “People want to know what to do and what is expected of them” You’ll also want to talk about key results areas (KRA’s). A KRA is a statement of what you expect in 30-60-90 days. You are telling them how to be successful in the business. Outlining KRAs will provide clarity, and guide your weekly conversations. You will be able to gauge if they are capable of the expectations, and course correct if needed.    Day 2 Day two is about building rapport and demonstrating best practices. How will they be a successful part of your business? How will they fit into your vision? Show them the organizational chart and help them understand where they fit in.  You also want to spend some time getting to know them personally. You may want to ask them to take a personality assessment and go over the results. Understand what their motivations and their “why.” Demonstrate best practices: Introduce them to the team. This is their “official unveiling.” Explain how they fit in, and show how they will be valuable to the team Gather important information about them via an intake form (i.e. address, birthday, assessment types, etc.)  Go over your policies, procedures, and boundaries  Share your brand guidelines Review your annual calendar to go over the vision and plan for the next 6-12 months  Day 3 This is the first day you will give them access to the tools you use in your business. Now, it’s time to get to work, and you will begin the process handoffs. You as the leader don’t necessarily have to be involved in the training, but you will cast the vision so they can see how this particular process fits into your business. This is also a day to do specific tool training, so that they can start adding value quickly.   Day 4 Continue the process handoff. The goal is that by the next Monday they will be 50% profitable, meaning that they will know their responsibilities and will be 50% capable to perform the role you hired them for.   Day 5 Create time for the new hire to meet with your team, and set the schedule for your weekly or monthly calls.   You also need to ask for their feedback of your onboarding process.  Make sure to listen to their suggestions and take action. Show them that you value their feedback.  Lastly, you will set expectations for the following week. Look at the 30-day KRA, and break it down into what they can do in one week to feel successful.  “We want them to have quick wins because we want them to feel connected and valued’ Weekly Ops Activity I want you to take action! Look at your systems and create a tool assessment that lists all of the tools you use in your business and indicates who needs access to them.  Make sure to post it in The Ops Insiders Facebook Group.  Previous Episodes Mentioned Episode 4: The Core of Business: Your Mission, Vision and Values Stay Connected: Subscribe on your favorite podcast app.  Join the Ops Insiders Facebook Community: [convertkit form=5271754]   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/32.

As an operations expert I’m hired to help businesses grow their teams. I do this by asking the right questions that help define the role they are hiring for. This is an important marketing piece of your business that requires strategy. To scale your business with the right people, you’ll need to spend some time articulating and defining exactly what you need. If you do this right, you’ll find a higher quality match, a more symbiotic relationship, and experience less turnover. Today, I’ll help you define exactly what you need for your next hire by answering these 10 questions that will help you write a better job description.   10 Questions to Ask Before Writing a Job Description   1. What is Your Budget? What type of profit margin do you have in your business, and what can you afford to reinvest into talent? Make sure you are practical about what you can afford, because you still need to turn a profit. Start with your budget so you can dictate title and pay rate. If you don’t put a price tag on the position, you run into emotional hiring and attaching value to higher priced talent that you may not be able to afford. “You are stealing from your family if you over-invest.” 2. How Many Hours Do You Need This Person?  If you are currently performing this role, use this time and task tracker to gauge how long tasks take you to complete. Use a multiplier of 1.5 to quantify how long it will take a new hire to do the same work.  This will help you with budgeting and will also help you clarify the amount of hours your new hire can expect to work for you. Creating this standard will help you create a great relationship with your new hire. “It’s ethical to create boundaries for yourself, but also for the person who will be joining you.”  3. What is the Culture of Your Business? Your job description message needs to be clear so the applicants can understand your culture, along with your vision, mission and values. “The most functional teams share a vision & values.” Talk to your current contractors and ask them what the best thing about working with you is.  Infuse your personality into the job description, and use the verbiage that you use on a day to day basis. Are you fun? Snarky? Lighthearted? Let that shine through when you write the job description. 4. What is the Leader Like?  Describe the leader who your hire will be reporting to. If that’s you, what are your personal values? Are you hands on or hands off? An introvert or an extrovert? Use personality assessments, or have others you work with find some way to define you as a leader and include it in the job description. 5. What is the Main Objective of the Role? If you only had one priority for your new hire, what would it be? When someone knows the main objective of their role, they are able to self assess. The leader will be assessing based on the same objective, so this provides a framework for both parties. 6. What are Your Pet Peeves? What really gets under your skin? What frustrates you about other people? You may be tempted to say that you are “pretty easygoing,” but dig deep and think about a time when something didn’t go right in your business. Where did the breakdown occur? Figure out your pet peeves, identify the opposite of that behavior, and then weave it into your job description. 7. What are the Requirements of the Job? When writing the job description, you need to be comprehensive but also prioritize what is most important. Include both “required” skills, and “preferred” skills. This way, you will repel people who don’t have the primary requirements, and adding preferred skills will allow you to rank candidates as they come in.  8. What Kind of Outcomes Will This Role Provide Your Company? Let your new hire know what they will be responsible for. This sets the tone for the relationship, and lets them know that you will be engaged in their performance.  “They will perform greater for you if they have direction on what the expectations are.” Decide how you will measure the outcomes of the role, and make sure it fits into your team. 9. Where Will You Post the Job Description? There are so many options to find help, so you need to be strategic about where you post your job description. Once you know what role you’re hiring for, you need to go to the places that have reputable training programs for those skills. 10. What Type of Personality Test Can You Ask For? Is there a personality or conative test you can ask applicants to take? The KolbeA Index, Myers Briggs, and the DISC are all personality tests that can help you get more in-depth information about the characteristics of your applicants. Don’t let the test be a disqualifier, but use it to see who will align best with you as a person, and with your business. Need Help With Hiring? I hope I’ve helped you gain clarity when writing your next job description! If hiring is something that is on the horizon for you, but still seems daunting, I have created an entire course called Hiring Simplified that is dedicated to hiring.   I also work with business owners to find their next great hire. If you want someone to take the hiring work off your hands, click here to learn more!  Weekly Ops Activity What is your next hire going to be and what is the main objective of the role? Join us in the free Facebook group and post your answers to join the conversation!  Previous Episodes Mentioned Episode 30: How To Break the Bad Habits of Hiring Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/31.

What makes the hiring process so hard? Why do you find yourself hiring the wrong people, and why is your turnover so high? These are some of the questions I get over and over. Hiring is one of the biggest challenges I see in growing businesses. Today we are going to be talking all about hiring the right people. I’m giving you all of my best tips from my years of experience in recruiting in the corporate world. I’ve hired hundreds of people, and my goal is to use that expertise to help business owners like you to hire smart.   Understand Your Company’s Mission, Vision, and Values New business owners don’t always take the time to define their mission and vision before they get started. Instead, they wait until they are ready to scale--but I challenge you to do this immediately. “The better you understand what your business is about, who you’re serving, how your serving them, and where you want to go, the easier it’s going to be to find someone who wants to support that mission.” Values are everything. What are the values you have as a person, and how do they translate to your business? You want to look for similar or compatible values in the person you hire.  This is the way to break turnover in your business.   Don’t Hire Too Fast Another thing business owners do is to hire too fast. I want to encourage you to pause before hiring someone just because you are in a pinch. When you throw up a Facebook post looking for someone in the next 48 hours, you likely aren’t going to get a high caliber hire.  “Take the time to create a real job description and you will get higher quality candidates.” Make sure when you are creating that job description, you take your time and are analytical about who you want and what you need. Write a description that summarizes your business and yourself as a leader, as well as the role you’re hiring for. “If you can find someone with previous experience that aligns with where you’re going… it’s like magic.”   Associate Metrics to the Role If you are hiring someone, you want a return on that investment. The only way you can do this is if you have metrics associated with the role. Key results areas (KRA’s) need to be created before you post a job description, and outline what success in the position looks like. Identify some numbers that will quantify that this person is on the right track and that they are serving your needs in the best way possible way.  Know Your Financials Business owners often don’t know their day-to-day financials. Make sure you understand what the asset is going to cost you and if you have the money to invest. You need to know your numbers so you can discern if you have the capacity to hire a highly qualified person, or if you need to pull back and hire a more junior person. What can you afford, and how do your business needs match that budget? “Don’t put your profits at risk because you are desperate for help.”   Know How You Will You Qualify Candidates It’s hard to get high quality candidates if you post on social media and ask applicants to PM you or send you an email. If you go this route, you will get lost in your inbox and find yourself hiring out of an emotional subjective state; that “gut feeling.” Instead, create an application process (such as a survey) that will allow you to look at an aggregate of information and compare data. It may be a little more work up front, but you will be able to hire a better person who is going to be more invested, align better with your business, and have a much greater return. By breaking all of  these bad habits, you are going to be able to hire smart.  Weekly Ops Activity Download this time and task assessment resource to understand how you use every hour of your working day. For three days, write down every task and how long it takes you. This will help you understand the time commitment you will need from the person you are hiring.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/30.

What does it look like to build a business as a Director Of Operations (DOO)? How do you build a truly sustainable, profitable business utilizing the skill set of a DOO? A Director of Operations certification will help you leverage the unique skills and innate talents you already have. There’s no one way to build a DOO business, and no one does it exactly the same. In today’s podcast, I’m going to take you through six ways to build a DOO business.    Six Types of Director of Operations Business Models Before we get started, you should ask yourself:  “Do I like short interactions with clients or depth and length in my relationships?”  The answer to that will determine the type of offer you should create for yourself.  “Do you like to be in and out of businesses, or do you like to stick around?” 1. Leverage the Strategic Mapping™ Model This is a blueprint you get in the DOO certification that you can use to help businesses scale. You can use this blueprint as a stand-alone service.  This is perfect for the DOO who likes to make a big impact, but doesn’t want to deal with the day to day implementation.You provide the model, and then step out. You can also add on to the model by adding system assessments, team assessments, or technology assessments.  2. Project Management This is the one skill set that everyone who comes through the DOO certification must have, but it doesn’t mean you have to have a certification or degree in project management. You can use the DOO certification and trainings to strengthen your project management business. You will be hired to execute a project that has a beginning and an end date. Although these are short term, often times they will lead to repeat projects within the same business. 3. Fractional Retainer A fractional retainer means that you are not in the business full time. You come into the business for a dedicated portion of your week and manage the day-to-day, but not project-to- project. You look at all operations and back office support.  You will have a big impact on the business, but you are serving multiple businesses. This is a way you can start to scale your own DOO business. “Increase your value, pour into the clients you have and don’t take on more that 4 clients at a time.” 4. Agency model Once you are in these fractional relationships, you are going to have more demand for your services. One way to scale is an agency model, in which you hire people to help you implement.  There are a couple of different ways you can implement this agency model as a DOO: You serve as the DOO for the business, but you have people on your team who implement. If the business you are working with doesn’t have their own team, this is a good fit. You can go deep into their business and create a long lasting relationship. You serve as an account executive, and staff the business with what they need (OBM’s, project managers, or DOO’s). You’re responsible for securing clients and high-level relationship management, and your staff is responsible for the deliverables.  5. Specializing This is perfect for someone who already has a depth of knowledge in a field, such as HR, financial services, or data management. You can leverage your DOO certification and layer it on top of your core competency.  6. Intensives This model is perfect for the person who has flexibility to travel. Typically, you meet face to face with the client in their business and spend 6-12 hours on the intensive. This allows you to go deep very quickly and provide clarity to the business.  You’ll start with the Strategic Mapping™ model, and you can add on a specialty service such as data analysis, team analysis, or mapping out an event. You can build your entire business around these intensives.  “I’m deeply invested in making sure we are building careers, and not just fill-in-the-gap experiences.” I hope you enjoyed learning about the different business models that we talked about today. If you are interested in becoming a DOO, please check out the Director Of Operations Certification. Weekly Ops Activity Go to the Ops Insiders Facebook group and let me know which of these six options for DOO business models matches where you are today. Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/29.

Are you interested in upleveling your skill to become a Director of Operations (DOO)? Or are you an established business owner who anticipates hiring a DOO in the near future? Perhaps you’re wondering what specific skill sets a DOO needs to be successful. In today's episode, we are going to be talking about the six criteria that a DOO needs to have in their toolbelt. This will help you determine if you should become a DOO or, if you are hiring one, what you should be looking for.   Six Criteria to Becoming a DOO 1. You Have a Project Management Skill Set You prioritize things in a very strategic way. You are organized, detail oriented and thrive in task management.  Quality control is important to you; you’re always looking to refine and improve the process to make sure the final outcome of a product or service is top notch.  You are also a sequential thinker. You think in steps, and are able to break things down.   One thing you don’t need? A degree in project management. You don’t necessarily even need experience in a corporate environment, so don’t discount yourself because of lack of corporate or professional experience.  “Project management is oftentimes very innate.”   2. You’re Strategic Businesses are often divided into “front office” and “back office.” The front office is the  strategic side and back office is the operational side. Your job is to sit in between the two.  You have to be perceptive, and make decisions based on evidence. You’ll  need to be really good at making sound, but blind decisions. Using an intuitive instinct, you will need the ability to move a business forward to align with the vision that has been set. You’ll also need to be courageous and feel very confident in your decisions.   3. You Have Experience You’ll need to have at least 2 years of experience in operations or strategy. A DOO is an upper level position or executive role; it is not an entry-level position. The types of businesses who need a DOO vary, but 2 years of experience is really the bare minimum.   4. Take the Kolbe A Index The Kolbe A Index* is a 36 question evaluation that looks at your instincts rather than your personality or learned behaviors. This assessment looks at your conative abilities: what you were born with and the ways you operate. It tells you where you are going to be the most productive, and reveals your natural gifts. This evaluation will help you put yourself in the best possible situations and avoid stressful situations.  There are 4 different modes: Fact Finder  Follow Through Quick Start Implementer When I evaluate DOO’s, I look at two scores: the Fact Finder and the Quick Start. A higher Fact Finder score indicates that you are a seeker of info before you make a decision. You like detail and analyzing data. You are the person who makes sure that things get done in the business. I like to see this score in the 5-9 range. A lower Quick Start score indicates that you are more risk averse and methodical. Most people who come through the DOO certification fall in the 2-5 range.   5. You’re Less Visionary Than Integrator An Integrator is someone who brings organizational clarity and operates on logic; you are the filter for the visionary. The integrator is the person who integrates the ideas by leading a team. “Visionaries create problems and integrators solve them.” Visionaries create problems to solve. They are the disruptors, the big dreamers, and they have the big ideas.  The problems that the visionaries create need integrators to solve them. Integrators are gifted in bringing these big ideas to life. When integrators pick up where the visionaries leave off, you both feel a massive sense of accomplishment by bringing those thoughts to life and turning them into something tangible. I like to have everyone that comes through the program take the integrator quiz to see if they will be a good fit for a DOO position. The average score is for an integrator is 87. 6. You’re a Leader and a Communicator Leadership and communication are skill sets that can’t be taught; you need to bring these to the table. You have to be professional in the way you deliver hard messages, and be able to course correct naturally. You will be working with CEOs who may want to move quickly and tackle way more than you can actually get done. You’ll need to have the ability to stand up and deliver a difficult message. Innate leadership skills will help you communicate up to the CEO and communicate down to the team in a way that is polished and amicable. “You need to have a gentle side and strong leadership skills.”    Two Things You Don’t Need To Be 1. An Implementer You don’t have to be the person who does all-the-things. A DOO fits in between the implementation team and the leadership team. You’re the one who needs to make sure the work gets done, but you don’t need to know every tech tool. Instead, you need to be focused on communicating effectively with your peers and your leadership.   2. An expert in industry you’re serving As a DOO you need to know the operational foundations of running a business: human resources, data analysis, project management, leadership and communication skills. These skill sets apply whether you are working with a construction company or an online digital marketing business. “A lot of times the best value will come from someone who doesn’t have direct experience in your industry because they’re going to be able to bring you new and innovative ideas, approaches and processes.” I hope this episode has been insightful for you! If you think a DOO position is right for you, or if there is someone in your business who is your right hand, encourage them to apply to The Director Of Operations Certification Program.  The program will close on Jan 24, 2020, so get your applications in before then! Apply now by clicking here.    Weekly Ops Activity Take the Kolbe assessment*, and tell me what your Kolbe score is by posting it in the FB group.   Previous Episodes Mentioned Episode 26: A Week in the Life of a Director of Operations Episode 25: How to Expand Your Business in 2020 Episode 24: Ten Quick Year-End Tasks with a Long-Lasting Impact Episode 2: What is a Director of Operations? Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram *This post contains affiliate links, which means if you choose to make a purchase via one of the links, I will receive a commission at no extra cost to you. This episode was first published at theopsauthority.com/podcast/28. 

Is the Director of Operations certification right for you? How does it differ from the OBM certification? And what kind of impact can the DOO certification have on your business? Investing in a certification is a big decision, and sometimes it helps to hear from other people who have gone through a program before committing yourself. That’s why I put together this episode: to give you a chance to hear from 2 incredible women who have gone through the DOO certification. You’ll hear from Liz Watson who comes from a corporate project management background and from Kelly Reynolds who comes from Wall Street. Their stories will give you an idea of the type of women who participate in the DOO program (always women with the natural skillset and past experience to become a Director of Operations). Plus, they will share how the certification impacted them and their advice for those considering the program. This episode is perfect for you if you’ve been considering applying for the Director of Operations certification program or if you have a team member who you might want to put through the program.    Directors of Operations: Then and Now Liz Watson Where Liz was before the certification: Liz had experience in corporate, working in IT Project Management She has also worked at a Fortune 500 company, as well as hotel management and sales Liz holds the PMP certification She was ready for a change, so she started googling what could be done in the online space using her project management skills   What drew Liz to the Director of Operations Certification: Liz wanted to be able to play a role at a higher level of an organization or small business  She was ready to up-level her skills   What were the greatest benefits of going through the program? She gained new services that she can use with the frameworks Natalie teaches, such as the Strategic Mapping™ The community of like-minded women Being able to review modules in advance but then discuss and connect on live calls   What advice does Liz have for anyone considering the certification? Even though it’s a 10 week program, it’s very doable Great fit for people who are detail oriented and love to serve others She was able to pay for the certification twice over within about a month after completing the program   “We are not always the face of the organization, but we’re the one helping that leader step up.” - Liz Watson “Just getting the certification is not going to get you leads, it’s not going to build your business on its own. You’re going to have to do those things that it takes.” - Natalie Gingrich Kelly Reynolds Where Kelly was before the certification: Was on Wall Street at Lehman Brothers Started her own business as a VA Went through the OBM Certification Was focusing on 1:1 clients but wanted to uplevel what she was doing   “The DOO certification is not a rewiring; this is an amplification and a blueprint for doing things for your specific audience.” - Natalie Gingrich   What drew Kelly to the Director of Operations Certification Kelly wanted to learn more about business strategy She knew her friend Teresa had been through the program, so she asked her about it, and this confirmed that she would be a good fit   How is the DOO Certification different from the OBM Certification? The OBM Certification is more structured for online businesses and does a lot with launching and marketing The DOO Certification has more strategy and how to deal with things like HR, team management, reviews, goal setting, etc.   How has the DOO Certification impacted Kelly’s business? Runs an agency now with some team members Was doing a lot of 1:1 work and was ready to do more strategy that didn’t require her to be constantly in the business She began offering Strategic Mapping™ right away and this is now a core service   How was the investment for Kelly? The investment was not a problem for Kelly She was able to recoup her investment without any problem   What advice does Kelly have for anyone considering the certification? It’s right for someone who wants to up-level It will help you grow as a business without killing yourself with working lots more hours If you are wanting to be a VA or implementer, then this certification may not be for you. Maybe just learn a new software or tool so that you can offer those services.   “If your high comes from the form of implementing, then stay in your zone. Don’t complicate your current structure. Continue to develop in that way.” - Natalie Gingrich   Ready to Up-Level Your Business? If you are ready to take action and up-level your business with the Director of Operations Certification, apply now here. Applications are open until Jan. 24th, and our next round begins Feb. 3, 2020.   Stay Connected: Subscribe on your favorite podcast app.    Connect with Liz or Kelly: Liz Watson: Liz Watson is a small business operations consultant. Her goal is to help reduce the overwhelm so often felt by visionary entrepreneurs that are looking to scale. She spent 20 years in IT project management and leadership at a Fortune 500 company. When given the opportunity to leave, she decided to use her knowledge and experience to serve small business owners through her own consulting business. She is certified as a Project Management Professional and Director of Operations. She is a proud mom and is passionate about environmental sustainability. Liz’s website   Kelly Reynolds: After business school and a decade spent on Wall Street, Kelly thought there had to be more to life than a terrible commute. She started out as a virtual assistant and has quickly grown the company into the Reynolds OBM Agency. She and her team now help small businesses grow by getting organized and efficient, no commute required. She lives in New Jersey (the good part with the beaches) with her husband, son and adorable dog Opie. She loves pretty spreadsheets and people who bring red wine, especially to business meetings and play dates. Kelly’s website   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/27.

Have ever wondered what it looks like to be a Director of Operations or to have one working inside your business? In this episode, I’m sharing a typical week in the life of a Director of Operations so that you can understand what this role entails.   You might be listening to this episode as the CEO of a business, or you might be someone is a service provider and loves supporting other business owners. Either way, you’ll get something out of this as I share a typical week in the life of a DOO. You’ll find out what a DOO does, what she doesn’t do, and what your next steps are.   What is a Director of Operations? I give a full description of a Director of Operations in Episode 2, but here’s the basics: A Director of Operations (or DOO) is someone who comes into your business as a “right-hand” person. They serve in a role similar to an “integrator” (as defined by EOS).  In the corporate setting, this role is often referred to as Chief of Staff. If you are the CEO, having a Director of Operations allows you to ascend into a true leadership role. Not every business needs a DOO. Part of this depends on where your business is at financially. Often a certified DOO is serving a business with a revenue range of $500K to $2M.  Some DOOs have just one client, but some have more, depending on how much they want to work and the type of clients they work with. A Week in the Life of a DOO In this example, I’m sharing what a typical week might look like when a DOO is serving a CEO and managing a team of about 3-10 contractors or employees. Ways a DOO will spend her time during the week: Project management Spending time in the project management tool and making sure people know what they should be working on Setting goals and targets for the week Identify scope creep Preparing for a weekly one-on-one with the CEO. I spend time creating an agenda for the meeting so that I know what we need to cover in the meeting. Discuss project status Discuss team performance Before the meeting, I look at whether the team is meeting or missing the milestones “Is the team meeting or missing their milestones?” The base of this meeting comes from the Strategic Mapping™ process Get feedback on projects to convey back to the team (if needed) Capture new ideas from the CEO Look for processes that need to be updated Share what the coming week looks like Let the CEO know what is realistic in terms of goals and projects Make updates to the weekly plans based on the meeting Reach out to contractors and make sure they know what is on deck for the week Keep lines of communication open   “The best scenarios are going to come from people who are genuinely interested in being an advocate for the leader and an advocate for the employee.” Review the Profit & Loss sheet Assess where the money is going and whether changes need to be made Look at the team and support as needed Meet with teammates once per month for 30 minutes Connect, get feedback, develop talent Deliver 2-3 processes each month Crisis management Collect information Try to protect the CEO from the information Hiring & developing talent on the team Providing opportunities for team members to grow and test out new projects Looking at organizational design and determine new roles that are needed to achieve the vision of the CEO Develop the job application for the role & do screening of potential candidates Marketing strategy and design If a DOO has marketing background, they may support the CEO with creating a marketing plan Look at metrics Develop the metrics tracking and collect the data needed Share report about the week’s work with the CEO As you can see from what I’ve shared, the DOO does not implement in the business. However, the work a DOO provides is invaluable for a CEO who wants to move away from management and implementation and into leadership and revenue generating activities. Your Next Steps If you are someone who is interested in the DOO Certification, the next round is starting soon. Applications are open through January 24th, so be sure to learn more and apply now. If you are interested in hiring a certified DOO, visit my hiring page and we’ll be in touch. Previous Episodes Mentioned Episode 2: What is a Director of Operations? Stay Connected: Subscribe on your favorite podcast app.  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/26.

It’s a brand new year, and you want growth, both professionally and personally. In this episode, we’re going to identify your current stage of business, look at what type of team growth is needed for each phase, and determine exactly what type of support you need if you are ready to expand your business in the coming year.   Understanding the Stages of Business Before we dive into how you want to expand your business in 2020, let’s review the 3 phases of business: Building: foundations, testing Growing: visibility, operations (systems + processes) Scaling: team, revenue streams These phases are sequential--each phase builds upon the previous phase. The focus areas build too. (You can learn more about the phases of business in episode 15). If you “figure out” visibility in the growing phase, you don’t outgrow it and stop it. You optimize it before adding more to your plate.  And it’s when you start doing this over and over that the need for team growth happens. You want experts to come in and work in their zone of genius for you. This frees you up to being the CEO so that you can focus on sales, content, and connections. Which stage are you in right now: building, growing, or scaling? Now ask yourself: where would I like to be at the end of this year? Do I want to stay in the same stage, or advance to the next stage?  The majority of business owners I work with want to advance. But the length of time you’re in each stage is different for every person, every business, and every industry. The goal is to identify where you are right now.  If it’s growing, you’re likely going to be spending the bulk of your time on visibility and systems + processes. If it’s scaling, meaning you can remove yourself from portions of the business, then the focus will be on growing your team. There’s more detail on this in episode 5, so go take a listen if you missed that one. Now that you know the types of stages and which one you’re at, let’s talk about how you can utilize or grow your team in 2020 to expand your business, your revenue, and your impact.   How to Expand Your Business in 2020 Using Operations and Team Growth Since you’re listening to the Ops Authority Podcast, we’re going to look at expanding your business primarily through the lens of operations and team growth.  Team Growth at Different Phases Even in the building phase of business, there could be a need for support or service providers to come in and assist you. In the online space, it’s common to start with assistants which will focus on administrative tasks.  In the growing phase, you’ll begin looking for support in more specialized areas like social media management, marketing specialists, graphics, copy, etc. This allows you as the leader of the business to focus on content, networking, or product design.  In between the growing and scaling phases, you may start looking for a higher level of support. You may want to bring in someone like an online business manager, an operations manager, a digital marketer, or even a project manager.  These professionals minimize the physical output of the CEO by executing and implementing ideas as well as creating processes and procedures inside the business. At this point, and definitely in the scaling phase, leaders often start to recognize the need to expand and therefore, they see a need to have a “right-hand” or second in command within the business. (Learn more about visionaries and right-hand roles in this post). In order for you to grow, you need to let go of some of the day-to-day implementation and management of the business and truly focus on your role as visionary. In this case, you may be ready for a certified Director of Operations. I created the Director of Operations certification because I found that my corporate experience in supporting the vision of a CEO was missing in the online and small business space.  But how do you know if you are ready for this level of support? I’ve got some questions to ask yourself to help you determine if you are ready for a DOO. 3 Questions to Ask to Determine Who You Need On Your Team in 2020: Question 1: Do you need a “yes ma’am” or a “yes, maybe” person? A “yes ma’am” team member will be someone who will complete the tasks you give them. They are excited to please you, and this is likely the type of person you hired during the building or growing phase. This is also someone who is an implementer in your business. A “yes, maybe” team member is someone who will push back on your ideas and your requests. They will be a strategic counterpart to your business.   Question 2: Do you want a plan for your ideas or do you want to continue to be the person creating the plan? Up to this point, you’ve been solely creating the plans and others have been executing. If you are ready for some help creating the plan to carry out your vision, you may be ready for a Director of Operations. This leaves you free to develop the vision, make or build relationships, create unique content and sell. In addition, all certified DOOs are licensed to use my Strategic Mapping™ Model, which is an  established framework used for strategic planning in corporate. It’s been adapted for the small business and provides structure, clarity and direction.   Question 3: Are you ready to lead rather than manage? Many business owners came into business without thinking about the scaling phase of business. But you’re here, and now it’s time to fully embrace your leadership role rather than continue managing the day-to-day. “You won’t get any further if you hold onto the day-to-day tasks or the individual management of the people that are supporting you.” This is what I call “big girl business” - it’s time to start leading and let someone highly skilled in talent recruitment, management, performance management, and development take over those parts of the business. For operations lovers like myself, we get fired up about doing these things that are likely draining for you! If you answered yes to 1 or 2 of these questions, I encourage you to begin looking for at the option of hiring a Director of Operations. If you were a 3 out of 3, it’s a must. I can help you find this person. Go to theopsauthority.com/hiring and we can help you out.   What if You are an Operations Gal? Maybe you’ve been listening to this and thinking that you are the person who loves being in that right hand role. You love operations just like me, and you’d prefer to help the CEO make the plans.  Then I encourage you to check out our next round of the Director of Operations Certification. Applications are open through January 24, 2020. Weekly Ops Activity Did this episode help you figure out how you’ll expand your business in 2020? I hope it did, so now it’s time to do something with what you learned! Inside of our Ops Insiders Facebook Group, I would like for you to share what stage you’re in (Building, Growing, or Scaling) and then tell us what your next hire will be. If you are in a service provider role and you’re not sure what type of role is best for you (VA, OBM, PM, DOO), go ahead and ask that question as well! I’ll be there to support you. Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Episode 15: Where to Invest Next in Your Business Stay Connected: Subscribe on your favorite podcast app.  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/25.

It’s the end of the year and you’re inundated with people telling you to plan your 2020 strategy and review your mission, vision, and values. Those tasks are really good, but you can also gain clarity and increase productivity with smaller to-do’s as well. In this episode, you’ll learn 10 little tasks that will help your business go into 2020 a bit more healthy and happy. And who doesn’t want a stronger, more vibrant business? Let’s get to it!  “During down time, we can take quick actions that will make a big difference in our business.”   10 Quick Year-End Tasks with a Long-Lasting Impact Review your tool inventory. Audit the tools you pay for to run your business and shed those you don’t need in 2020. Update your materials. Review your website copy to make sure it’s current and relevant. Clean up your desktop. Organize (or purge) your files. Review your analytics to understand what topics resonated the most with your clients and customers. Audit your social accounts. Update your profile descriptions and pictures. Opt-out of groups you don’t engage in. Talk to your tax advisor about making donations or taking a distribution. Update your Business Hub, aka where you keep your style sheet, client FAQs, the onboarding process for new clients. Talk to your tax advisor about whether you should become an LLC, S-Corp, C-Corp. Do what you can to get your inbox to zero.   Weekly Ops Activity Complete this 10-point checklist. Pop into our Facebook group and share your progress or struggles!   Stay Connected: Subscribe on your favorite podcast app.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published a theopsauthority.com/podcast/24.

As small business owners, we reflect at the end of each year. However, sometimes all this reflection can leave us in a negative headspace. We find it easier to think about what we didn’t get done, how we failed, and what we neglected to start. This year, let’s spend time looking at all the great things you accomplished.  In this episode, you’ll learn how to track your accomplishments by using the Accomplishments Framework. It’s so easy and will bring you so much joy! Accomplishments Tracking I recommend spending time documenting your accomplishments for about 30 minutes at the end of each month, or at least at the end of every quarter. Download this document to help you do that and then put your accomplishments in a tool like Trello or a spreadsheet. Also, document your accomplishments before you think about your failures. Look at your strengths so you can build on those for the next year.  “There will always be failures, but there will also be accomplishments and successes too.” The Two Themes of Accomplishment Tracking We’ll track both feelings/subjective accomplishments and metrics/objective accomplishments through this process. Feelings-based Accomplishments Ask yourself these questions as you determine your subjective accomplishments this year.  What is the best compliment I’ve received about a product or service? What is my proudest accomplishment of the month? (It may be intangible like finding the courage to make a hard decision.) Who is the biggest champion of my work? Who did I guide, mentor, lead, support? Or where did I volunteer? How (outside of monetarily) has this role provided for my family, e.g. vacations, free time, my presence at every baseball game, etc.? What new skill did I learn or acquire this year? What decision have I made to move my business forward? What risks have I taken? Where did I show courage?   Fact-based Accomplishments Ask yourself these questions as you determine your objective accomplishments this year.  What am I bringing home financially? Make a game of this by finding out what day you made the most money, what your highest revenue month was, and which quarter was your most profitable. What financial impact did my role have, e.g. my income, tithing to my church, paying down debt? Look at your clients as a case study. Gather facts and information.  Review your product success by asking how much you grew this year, how large your email list is, and what is your conversion rate.    Weekly Ops Activity Download the accomplishments framework here. Oh, and bonus points if you post your accomplishments in our private Facebook group.    Stay Connected: Subscribe on your favorite podcast app.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/23.

This year was a big year for me, and perhaps it was for you too. I experienced audience, technological, messaging, and marketing changes. I moved from being a client-services business to an education-business model. That’s a lot right?! In this episode, I share year-end thoughts, reflections, and actionable exercises to help you wrap up this year. We want 2020 to be a more profitable and balanced year, so let’s discover what we can learn from 2019. How I Handle Change I’m a slow start entrepreneur. (Check out the Kolbe A Index to discover if you’re a slow start or a Quick Start.) When change comes, I freeze, try to make it right, and start systematizing and overthinking.    To handle change, I leverage the skills of the people around me to help me process the change and to motivate me to move well.    What 2019 Taught Me In 2019, I learned …  To get support when I feel myself procrastinating. Before I launched this podcast I suffered from imposter syndrome, and doubts started to settle in. When I procrastinate, I need to lean on those around me to keep me moving toward my goals. I need support when I travel for work. Traveling for business is stressful when the kids are at home. I need to rally the troops when I want to attend a conference. There are more profitable social media channels outside of Facebook. Normally, I go deep into one platform. This year I diversified into Instagram and LinkedIn. To go back to the marketing basics and create valuable opt-ins to grow my email list. When I honed in on the right offers for my ideal audience, my email list grew over 150%. To leverage mediums like podcasts. I put my relationships to work by committing to being a guest on almost 40 podcasts in 2019. Legal protection and polished image are worth the financial investment. I spent money to protect my intellectual property and to rebrand, and I couldn’t be happier I did. 1:1 calls have the highest conversion rate. Get on the calls if you have a high-touch, high-cost service. “Connecting with people on a call leads to higher conversions. Period.” 8. Data rules.    “With data, you learn. Without it, you gamble.”    Weekly Ops Activity Write a social post or blog post about what you’ve learned in 2019 and tag The Ops Authority. It feels good to take a few minutes to reflect and most importantly document. And there’s something cathartic about being vulnerable and sharing it. That’s growth, and I invite you to do this activity this week.   Stay Connected: Subscribe on your favorite podcast app.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/22.

The holiday hustle is coming! How can you balance the holidays with your family while being productive in your business? How can you think strategically in your business without sacrificing family time? In this episode, I share seven ideas to help you manage the holiday hustle. These ideas aren’t prescriptive so pick and choose what works best for you.    1. Remember You Have Less Time  During the holidays, you have less time, less focus, and lower productivity so readjust your expectations and don’t take on new projects.    2. Take This Time Show Your Gratitude Love on your people, e.g. your team, subscribers, social media followers. Show the human side of you.   3. Make a List of Everything Going On in Your Business and Life Grab a sheet of paper. Make one line down the middle vertically. On the left side, write down your business tasks. On the right side, write down your personal tasks. Now take your business task column and determine what’s a “Have To Do” and what items are “Like To Do.” Do the same for the personal side of your list.  Making these lists will allow you to understand the magnitude of all you need to get done and then be strategic about it. Delegate what you can and create deadlines for the “Have To Do” items. Tackle your “Have To Do” list first then prioritize your “Like To Do” items.    4. Communicate Your Needs You have a lot of commitments right now so communicate what you need in your business and in your personal life.   5. Give Yourself a Gift What can you give yourself? For me, I dream of shopping with no kids or a day in the kitchen. For you, it might be upgrading your computer or investing in a course.   6. Make Sure the Season is Meaningful to You You can continue to do the same activities at the same pace or you can slow down and enjoy the season. In our private Facebook group, let us know what makes the season special to you and how you’ll carve out time for it.   7. Dream. Reflect. Take the time to innovate and evaluate. And don’t forget to make a way to capture your ideas all in one place. (I use the Notes feature on my phone. It doesn’t have to be fancy!)   “This season doesn’t have to be hustle, hustle, hustle.”   Weekly Ops Activity Grab a sheet of paper. Make one line down the middle vertically. On the left side, write down your business tasks. On the right side, write down your personal tasks. Now take your business task column and determine what’s a “Have To Do” and what items are “Like To Do.” Do the same for the personal side of your list. Now share it in our private Facebook group! Stay Connected: Subscribe on your favorite podcast app. Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/21.

If you’re the CEO of your business, what’s it like to be supported by a Director of Operations (DOO)? Exactly how can a DOO benefit your business? On the flip side, what if you love operations? What is it like to be a DOO? How can you work with a CEO?  In this episode, I talk with Redefining Mom CEO Monica Froese and her DOO Theresa Baretta. We dig into how Monica utilizes a DOO in her business and break down what Theresa does for Monica. If you want a behind-the-scenes look at the CEO-DOO relationship, listen in!   How Monica Felt Before She Brought on a DOO Before Monica brought on Theresa as her DOO, she felt completely burned out. Monica had just launched a course for the fourth time during the most stressful time in her mom-life. After she launched, she totally crashed. She knew she was working harder, not smarter and didn’t know what to do next. Monica felt completely overwhelmed.   How Monica Utilizes a DOO in Her Business When Theresa came on, she: Systemized her business Helped her see the forest for the trees Navigated her through the hiring process Simplified her processes Got her out of feeling stalled After Theresa came on, Monica had her two highest revenue months. A DOO allows you to be you. They’re a safe place and someone who helps you strategically grow your business.   “When you say yes to a DOO, you say yes to being a better leader.” - Natalie Gingrich   The Impact for Theresa as a DOO Coming into Monica’s business showed Theresa the power of working with someone she can get behind because she believes in Monica’s vision and values.  She also helped Monica: Protect her time and create white space Gives her a step-by-step process to reach her vision Put her foundations in place   Monica’s Advice for CEOs Considering a DOO Lots of people stay in a perpetual state of overwhelm and burn out, but you don’t have to. “We don’t have to let ourselves get to burnout.” - Monica Froese A DOO has a 10,000-foot view of your business. Sometimes as a CEO, you know what needs to happen but aren’t sure how to do it. A DOO also anticipates the leader’s needs. Having a DOO on your team gives you someone who is a leader in her industry and has the ability to put the pieces together, not just complete tasks. “You can’t scale your time. It’s about leveraging your time and how you can multiply it through someone else.” - Theresa Baretta   How the DOO Certification Can Help You If you love operations, the DOO certification can give you: Confidence Clarity Community  When you’re ready to learn more about becoming a DOO, go here.  Connect with Monica and Theresa: Monica started Redefining Mom seven months after her first daughter was born as a way to cope with severe postpartum PTSD that she was unaware of at the time. She has a deep desire to help moms thrive at home and work. She is a strong believer that guilt has no place in motherhood and strives to empower moms to build a life that fits their own unique family value system. She has two beautiful daughters, 6 and 1 years old, and firmly believes everything she does is with the intent to give them a better life. Monica is a professional blogger and Pinterest marketing expert. She has an MBA degree in finance and marketing and spent 11 years working for a Fortune 100 company running multi-million dollar marketing campaigns with huge brands like Microsoft, HP, and Cisco. Now, she provides online marketing education to professional moms who are looking to build profitable blogs through effective sales funnels and Pinterest ads. Redefining Mom Website Redefining Mom on Facebook Theresa Baretta lives and breathes operations. As the founder of Loop Link, her company introduces creative agency owners to sanity-saving operations so they can build an agency that runs beyond them. Systems may not sound sexy, but they make the difference between constant chaos to consistent creation. Theresa and her team supports CEOs and serve as an extension of their team, helping them create a business and life that reflects their core values. Through implementing business operations and systems, Theresa and her team leverage proven systems to take busy, stressed CEOs from firefighting to fulfillment. Loop Link Website Loop Link on Facebook Stay Connected Subscribe on your favorite podcast app.  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/20.

Are you running out of steam as you lead your business? As an entrepreneur, do you feel stuck and frustrated? Does life feel out of balance? Running your own company means it’s easy to feel tired doing all the tasks necessary to keep your business going. I don’t want you to stay stuck and frustrated. Let’s get you re-energized!  “Creating a business is the fun part. Staying in business is the hard part. This is where operations come in.”   Three Shifts to Make Business Fun Again Here are three mindset shifts to move your business past its struggles. 1. Take Action. Take action in an area you’ve put off or is outside your area of expertise. Don’t overthink or try to do it perfectly. To get yourself into action, set a time limit on dreaming. Map out your tasks with a productivity tool. Your goal is to accomplish three business tasks per day.   2. Find Accountability. Find a mastermind, coach, or project manager to hold you responsible for meeting the goals you set.   “Setting goals is great, but real forward momentum happens when you’re responsible for accomplishing those goals.”   3. Dream Bigger. Revisit your vision: are you off course? Delegate the tasks weighing on you or pick up tasks that invigorate you. Innovate a new offer. “If your business is draining you, accelerate your dreams. Dream bigger. Revisit your vision.” Consider how you can create momentum in your business. Momentum is contagious and it leads to growth and renewal. “What got you here won’t take you there. What’s your ‘there’? When you define that concept you’ll accelerate your business again.”   If you’re ready to accelerate your business, the doors are open for the A-Team. Sign up here.    Weekly Ops Activity Review your vision. Grab this free download to help you define or refine your mission, vision, and values. Then get personal feedback from me when you go to our private Facebook group.    Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/19.

Customer Journey: what is it and how can you ensure a positive one for your customers? Why do you need to define your customer journey? What should you consider in developing one?  The client and customer experience is one of seven pillars of your business, but it may rank near the bottom when you’re in the thick of generating revenue. However, the customer journey is important to your small business’s financial health and you can map it out in less than an hour. In this episode, I’ll walk you through how to make this happen.    What is the Customer Journey? What’s the one foundational tool your business MUST do when selling a product or service? You want to define a customer’s journey. Outline what happens once the client has paid, not just the onboarding process, but all the interactions after that.   Four Ideas to Develop a Customer Journey Anticipate the needs of your customers. Deliver on your promises. Add a human connection element through Voxer, a Facebook group, or video greeting. Over communicate through an email sequence.   "Deliver on your promises."   How Developing a Customer Journey Benefits Your Business You carve out a competitive advantage. You add longevity and lifetime value by retaining current customers. You develop loyalty to your brand, which can generate leads. You gain revenue and save on operational costs   "You have competition so it pays off to think about how you will set yourself apart."   What’s Not Included in the Customer Journey Gifts! You don’t need to buy your gifts for your customers. Save your money while creating “super fans” by anticipating their needs, delivering on your promises, connecting with them, and over communicating.    "You can absolutely create raving fans without sending them a physical gift."   Weekly Ops Activity Look at your #1 revenue-generating product or service and outline the journey. Document everything that you want to happen from the time the transaction occurs to the moment they’ve completed the experience. There will be several small projects that come of this but outlining it is the best place to start.    Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was first published at theopsauthority.com/podcast/18.

As a small business owner, you may hesitate and get nervous when you think about bringing on your first hire. You start to think, “The work isn’t that hard. I’ll keep doing this myself” or “I don’t even have time to think about what I need let alone hire someone!” That’s what this episode is all about. When you’re preparing to scale your business, you are fully aware that you can’t keep doing everything yourself, but the idea of hiring and training someone else feels overwhelming. In this episode, I walk you through five steps to consider as you prepare for your first hire. If you are in the pre-scaling phase, this is the perfect time to join the A-Team. In the A-Team, you’ll get the support you need to get the back end of your business in shape so that you can scale effectively. Learn more or get on the waitlist for A-Team here. The Two Sides to Every Business The front side includes acquiring leads, making sales, bringing in revenue. This side revolves around your passion. The back side includes the pieces required to support the front end of your business, e.g. how to get leads, how to market, who to hire, technical aspects, administration, systems, automation.   “You can’t do all the things by yourself hence why scaling through people is a thing.”   Five Steps to Consider to Prepare for Your First Hire 1. Get your finances in order. Review your profit-and-loss statement. This allows you to see your profit margin, how much you can spend on your team, and what impact a new hire will have on your own finances. Before you hire, pull 10% from your profit and put that money into a savings account.    2. Identify what you need help with. You most likely want help with entry-level, administrative tasks. Get a grasp on how long it takes to get those items done by downloading my free Task + Time Tracker.   “Have clarity on what you want the role to perform.”   3. Define your company’s mission vision and values. “It’s best to join forces with people who resonate with your vision and have complementary values.”    Small business is small, you want someone who understands you, your heart, your mission. They don’t have to think like you, but they need to get a glimpse of you ahead of time so they can say yes or no. You’re not just hiring for a role, you’re hiring an extension of you and your brand. Grab my free mission, vision, and values guide here.   4. Consider your standard operating procedures. Capture and document how you’re working your processes. Identify the tasks then take time to record on Loom how you work through each task.   5. Set aside time to train your new hire. Yes, you’ve recorded how to do certain tasks, but nothing beats face-to-face time with your new hire. Build time into your schedule to build a relationship with your new hire. You won’t regret it! Weekly Ops Activity Review your finances and see if it’s possible to begin saving 10% of your bottom line (profit) for your future hire. And of course, join me at theopsinsiders.com where you can join our private community and we will continue the conversation.   Previous Episodes Mentioned Episode 4: The Core of Business: Your Mission, Vision, and Values   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/17.  

As you lead your business, do you experience mental blocks, time challenges, or the desire to bring in more revenue? Every entrepreneur experiences these issues while battling feelings of overwhelm because she’s trying to do it all.  In this episode, I talk with two-time A-Team alum Veronica Staudt, owner of Vintage Meet Modern, about what the A-Team is, how it works, and what you’ll get out of it.  If you’re ready to take care of the backside of your business, the A-Team is the way to get it done. Veronica is a great example of how A-Team can help a business transform and increase revenue by focusing on the operations side of business.   Veronica’s Business Before A-Team Veronica started selling jewelry through eBay in 2009 after 20 years of working in the personal shopping and jewelry business. She realized she was bringing home increasing revenue, but she wanted to provide a more personalized experience for her shoppers, so she launched her own site.  Before A-Team, Veronica: Felt overwhelmed, tired, and heavy because she knew leaner times were ahead. Had a business that wasn’t growing how she wanted. Was trying to do everything at once. “We cannibalize some of our own energy with negative thinking.” - Natalie Gingrich The A-Team gives you practical strategies to personalize what works for you and your business.   Veronica’s Business After A-Team As a result of going through A-Team, Veronica stopped getting up every day trying to do it all with a mega-long to-do list.  Through the program, Veronica:  Discovered what she’s more passionate about so she could focus on those areas. Gained confidence in knowing what roles needed to be filled in her business. Learned that “efficiency is everything.” Completed homework and exercises that allowed her to measure results.    “If you’ve got an idea, if you’ve got a product, I can help you be successful.” - Natalie Gingrich When you do the work in A-Team, you realize all you do in your business and how you spend your time. Veronica found the group component very helpful because it provided both accountability and motivation.  “Putting the processes into place, and doing the work, and going through A-Team is what has made our business move forward.” - Veronica Staudt   A-Team Content We walk through the seven pillars of business and spend one month on a strategic objective. “The more you get into A-Team, the less overwhelmed you feel.” - Veronica Staudt The A-Team is a safe place where you talk about real struggles and how to grow your business right now.    A-Team Time Commitment We meet for one hour every single week. Here’s the weekly breakdown: Week 1: Live training with Natalie Week 2: Implement Week 3: Mastermind Week 4: Get It Done Day   A-Team Investment  You’ll recoup your investment because you get your time back and once you learn the system, you can continually implement it over time.   Veronica went from her business revenue being down by 20% to being up by 46% six months later. This came as a result of implementing what she learned in A-Team.   “We don’t do things that we know could easily move us forward in our business… so when you’re doing it in a group, and when you’re holding yourself accountable… it becomes a lot less scary.” - Veronica Staudt   Ready to sign up on the waitlist for the A-Team? Go here. Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne   Connect with Veronica Staudt: Website Facebook Instagram   Veronica Staudt is a Jewelry Stylist, Speaker, Entrepreneur and thought leader based in Chicago, IL. Veronica’s passion is helping women look and feel their best by dressing in details and setting themselves apart from the rest.  Veronica learned at a young age the power jewelry has to help a woman feel transformed without having to step foot into a dressing.    In 2009, Veronica founded Vintage Meet Modern, and online and in-person pop-up vintage jewelry and styling boutique. She uses her 20 years of styling expertise to show women and even retailers how easy it was to mix vintage jewelry with modern clothes, with great support from both clients and brand partnerships, Vintage Meet Modern is exactly that “vintage meet modern.”  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast16.  

Have you ever wondered where to invest in your business? Do you ask yourself who’s trustworthy? What makes a business investment smart? There are countless ways to invest in your business. Which one is right for you? In this episode, you’ll learn the types of investments available, what to consider before you make a financial investment to grow your business, and what paid options are best for each phase of business growth. If you’ve ever wondered where to invest in your business, this episode is for you.  “I fully believe you should invest in programs and people to grow your business.” Entrepreneurship can be lonely. As business owners, we’re never satiated. Let’s dig into your available investment options so you can grow your business.  Types of Growth and Development Investments Free + Small Investments Webinars Summits Templates Opt-ins YouTube tutorials Podcasts Books   Paid Investments Courses Coaches Group Programs Masterminds Specialty Coaches   How to Determine Where to Invest in Your Business To help you decide the right investments for your business, you can ask yourself the following questions:   What is your current business stage? Building phase: You’re unsure what to do but have a passion. You may have lots of offers to see what works. Growing phase: This stage is both exhausting and exciting, and it’s where you’ll spend the bulk of your time. You have income coming in, but want to make business easier. Scaling phase: In this phase, you’re ready to bring in teammates, resources, and systems. Your revenue is over six figures. You’re ready to step away from your business or multiply yourself through offering programs or certificates.  How many years have you been in business? Or how many years have you sold what you’re currently offering? What are your available funds? What problem will this investment solve for you? What gap will this investment fill?    What Paid Options are Best for Business Growth Courses For those in Building or Growing phases.  Good decision for those who want to learn or add to their skillset. Steer clear of courses if you lack the time or follow-through. Ask yourself if you need this training right now.   Coaches For those in between the Growing and Scaling phases. Good decision for those who feel stuck. Don’t invest in a coach until your idea has been validated. Can be expensive. Find someone who complements your gaps, has figured out how to solve your specific problem, and understands your business model. Make sure your personalities match by interviewing the coach and talking with someone she’s coached before. Confirm your compatibility and her ability to deliver on her promises.   Group Programs Good for those who don’t have the money to hire a one-on-one coach Are cost-effective, offer robust support, and allow you to connect with others Think about joining the A-Team Accelerator waitlist. The A-Team is perfect for those who: Have revenue coming in, Want operational support, Need to streamline what’s working, And desire a cost-effective way to get coaching and mentoring.   Mastermind Groups Are collections of people who support each others’ struggles and celebrate their successes. Allow you to bring a problem and let others help you solve them. Perfect for those looking for support, guidance, and accountability.   Specialty Coaches Best for those in the Scaling phase. Examples are mindset coaches, money coaches or service providers (like me!). For those who seek specialized education or innovation, extra hands, or decision-making support. Remember that investing in your business shouldn’t come from fear. If you’re unsure where to start, make a dream list of investment opportunities. When the time comes to invest, you’ll know when you’ve answered those four earlier questions.    Weekly Ops Activity Tell us your next investment step in our private Facebook group. Join in the fun right here! Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/15

Visibility is a key aspect of any business, but how can you stand out in a crowded digital space? And what will work for you at your current stage of business?    In this episode, I break down what I’ve done the past three years in my own business, what I’m doing now, and how you can create a strategy that works for you. Whether you want free visibility or you’re ready to invest, this episode will help you learn how to increase your visibility online. How I Stood Out Online In my first two years of business, I promised myself a zero-debt business so I offered a one-to-one service.   “Persistence is the name of business.”   My free visibility strategy for those two years looked like: Networking in Facebook groups Going live on Facebook weekly Hosting online coffee chats   The results of that free visibility strategy were that I: Incurred no cost! Spent my time networking Learned about other business structures Understood pain points of potential clients Created solutions Grew my opportunities like participating in online events and conferences Generated $10k/month   In year three of business, I was a guest on 21 podcasts, I spoke on three stages, and traveled to business events. I was super intentional about every event and courageously connected with influencers who introduced me to their contacts and mastermind groups. I also got serious about my content strategy, e.g. posting blogs weekly and emailing my list.   Here’s My Visibility Plan Today Now in year four of my business, visibility looks like: Paid speaking engagements Participating in higher-level masterminds Growing my email list Podcasting   How You Can Increase Your Visibility Online I strongly encourage you to do what I did to grow my business online: Connect with integrity Serve Listen Save money Make sacrifices Test lots of things Optimize and automate what works   “Visibility is a key component to a successful and thriving business.”   If You’re Still Stuck on How to Get Visible, Do This If you’re feeling really stumped about visibility, I encourage you to join the A-Team waitlist. We spend one full month on creating your visibility plan and optimizing your current one. Sounds good right? The A-Team is designed to help you take action, become accountable, and accelerate your business growth.    Weekly Ops Activity Look at where Visibility ranks among your seven Strategic Objectives. If it’s in the top three, create a list of where you’re currently visible, e.g. social media, Facebook groups, opt-ins, podcast appearances, your email list. Evaluate if these current channels are doing you good. Look at your metrics to see if your Visibility is paying off.  Post your plan (or questions!) in our private Facebook group.    Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Episode 11: Behind the Scenes of The Ops Authority’s Systems with Esther Littlefield   Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/14.

You have a passion and gifts that you want to share with others so you decided to start your own business. Your passion comes with 1 million ideas and you’re putting in the time and energy to bring your passion to the marketplace. Then you grow. Now you feel paralyzed by too many tasks. You feel tired and pulled in so many directions. You start second-guessing being an entrepreneur -- or at least starting this business. Sound familiar? Is there a way to grow your business without burning out? In this episode, certified DOO and business owner Jen Grayeb and I talk about the difference between growing and scaling, what burnout looks like, the biggest contributors to burnout and what you can do about it. Are you ready to put the burnout behind you? Listen in!   The Difference Between Growing and Scaling There are three phases in your business: Building - Your business just launched and you are so excited. This is the honeymoon phase. Growing - You’re all about expanding your visibility and revenue in this phase. You’re adding products, sales funnels, and people. Scaling - You’re all about multiplying and protecting your profit margin. This phase prompts innovation and has you asking, “How do I replace myself?”   What Burnout Looks Like You feel overwhelmed by the pressure of the CEO role. You have 1 million things you can be doing, but you’re unsure what you should be doing or how to do it. You feel certain you should make more but aren’t sure why you’re not bringing in more revenue. You may also feel unsure where to reinvest money in your business so you’ll see a return. The Biggest Contributors to Burnout You’re spread too thin. You’re putting time and energy into areas that aren’t growing your business. You’re financially stressed. You’re failing to break down your vision, idea, or strategy into an actionable plan.  You’re not leveraging data to make decisions.   “When you’re approaching burnout, one of the most actionable things you can do today is to create a dashboard of metrics.” - Natalie Gingrich   What We Recommend When You Feel Like Quitting Get really clear on what you’re trying to accomplish, your strategy for how you’ll accomplish it, and the tasks that need to get done in order to execute your strategy.  Break your big idea down into smaller actionable projects. Break down those projects into specific tasks.  Get ideas out of your head and onto paper. Establish KPIs. Focus on building the operations side of your business through systems and processes. Hire a team so you can get back to your zone of genius.  Find accountability partners through the A-Team, a business coach or another system of support.    “We’ve seen the backend of a lot of businesses… they have all experienced what you are feeling right now. They have all experienced overwhelm and burnout.” - Jennifer Grayeb What I Did When I Felt Burnout: Created a Framework I had a severe case of overwhelm but wanted to help as many small business owners one-on-one. I suffered from “special snowflake theory,” believing that I was the only one out there who could help clients with the operational side of their business. Then I realized I wasn’t the only one! For six months, I took notes on what I did with my one-on-one clients that made them happy and their businesses effective. I created a framework that became the licensed Strategic Mapping Model. This became a course, which turned into the certified Director of Operations program over time.    How I Multiplied My Efforts: A-Team I created the A-Team so I could multiply my one-on-one efforts with clients and increase the number of people thinking strategically about the backside of their businesses. The program was created for the small business owner who is still operating the day-to-day of her business. Through this program, you’ll learn operational systems so you can step back from your business.    Jen’s Experience with the A-Team She found the program super productive and fun. Jen loved the dedicated time she had to work on the strategy of her own business. Through the monthly themes, she set goals and was held accountable for doing the work.    Join the A-Team Waitlist The doors open in November so you want to get on the waitlist now! Just head here if you’re ready to turn your burnout into productivity.   Previous Episodes Mentioned Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Episode 11: Behind the Scenes of The Ops Authority’s Systems with Esther Littlefield Episode 12: Why $100K in Revenue is the Wrong Financial Goal for Your Business Connect with Jennifer Grayeb: Instagram Website Jennifer Grayeb is the CEO of The Nimble Co., a consulting group specializing in growth strategy for online business owners to make sure they are focused on the right things, in the right order, the right way. She recently left her senior HR strategy role at a Fortune 10 company and has been mentioned in books “Pivot: The Only Move That Matters Is Your Next One” by Jenny Blake (2016) and “Back to Human: How Great Leaders Create Connection in the Age of Isolation” by Dan Schawbel (2018). In addition to being named one of the Millennial 100 in 2017, she's attended events at the White House and rang the NASDAQ bell with a group of entrepreneurs while she was with the Young Entrepreneur Council. While working full time, she started a blog and with just a few hours per week, grew it to reach 2 million people per year. She ultimately sold that blog within just 2 years of starting it. In every role she's had, every company she's owned, or client she's worked with, one thing has been consistent: she delivers results without working 80 hour weeks.  Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was first published at https://theopsauthority.com/podcast/13

Money equals business. You got started in business because you wanted to make a profit. Yet money is not just business; it’s emotional too. Money can cause disagreements, make us feel amazing, or frustrated. So what’s a practical way to view money in your business?    In this episode, you’ll learn how to set real, practical, and beneficial financial goals for your business. We’ll look at how else business success can be defined, and the one question I answered that changed my life.    Success in Business Doesn’t Always Look Like Revenue “As a business owner, money is messy.” Let’s break down a practical approach to set realistic financial goals. For so many of us, we’ve heard that business success looks like making $100k in our first year so we feel frustrated when we don’t hit this magic number.  “How do you measure success in your business?”  True business success can be measured in several different ways:  Amount of impact you want to have Title Time freedom Happiness Ability to volunteer or give back Take-home pay Savings   My Financial Goal Journey In my first two years as an entrepreneur, success to me looked like profit and time freedom. These past two years, I’ve reframed success to look like profits and impact. I want to help equip, empower, and mentor women to be successful with the skills they already have.  However, in my first two years, I was only striving to reach $100k in revenue. Because of this drive, I lost out on family dinners, time with my kids, date nights, health, and happiness. I thought the magic number of $100k would do it for me. “There is no magic number in revenue. The only magic is in how you define success.” “The more profit, the more we save, share, and invest. Revenue can’t do any of that. “ “The most impactful number we need to feel success is profit; what you actually take home and contribute to your family. “   Three Steps to Help You Define Your Financial Goals Start by understanding what the business's contribution to your personal or household finances should be. Set your real business goals by using the Good-Better-Best framework.  Update your business plan.  But let’s say that you’re not meeting your Good goal. You can correct it in three ways: launching a new product/service or a current product/service more often,  increase your pricing, and  find efficiencies to minimize expenses.   A Great Next Step as You Plan Your Financial Goals If you have clients and your current product or service is selling AND you’re ready for your business to run with more ease, get on the waitlist for the A-Team Accelerator. You’ll set up systems just like the one we talked about today with finances, goals, and pricing. And many more. Plus you’ll get a solid community of people who are just like you.  Real Talk about Financial Goals In my first two years of business, I worked hard but wasn’t living the legacy kind of life I hoped for. Then my husband and I sat down and talked about the question that changed my life: “What monetarily do I need to bring home?”  This one question reframed how I organized my days, my offers, and my pricing. I encourage you to ask yourself if you are in alignment with what you need to bring home as well? Weekly Ops Activity Determine your Good-Better-Best Goals    Stay Connected: Subscribe on your favorite podcast app Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was first published at theopsauthority.com/podcast/12

It’s difficult to thrive when you feel inefficient and overwhelmed. That’s where systems come in. But what does a system look like? How can it help you grow and scale your business? In this episode, we’re going behind the scenes of my business. My right-hand operations superstar Esther Littlefield shares what systems we have in place, what steps make up those systems, and how systems can fail.  If you consistently perform the same tasks over and over, it’s time to get those tasks into a system. Let’s get started in systemizing your business so you can grow your business and increase your profits.    Esther’s Role within The Ops Authority Business Esther and I have worked together for several years, and she manages and implements many things in my business. She leads Morningstar Media Services, a business that focuses on launching and maintaining podcasts. However, she started as my VA. Esther is my person and is truly an extension of me.   All About Systems What a System Is A system is a group of things that are all working together to accomplish one particular outcome. A system involves multiple people, steps, and processes to get one objective accomplished. We’re not talking about tech tools here; we’re talking about step-by-step workflows, procedures, and processes.  Why You Need Business Systems In Order to Scale Your business started with a passion, and you were likely doing everything. Over time, you may start to feel tired, and you need systems for the repeatable tasks in your business. This also allows you to start delegating some of your processes and focusing on what you do best. Systems allow you to step out of the day-to-day operations and into a leadership role, where you can pursue your vision.   Why CEOs Delay Creating Systems The big drawback is that creating systems takes extra time on the front end. You also may think, “No one can take this over. I’ll always do this thing.” So you don’t create a system. CEOs also fear outsourcing. Handing tasks over to someone else takes trust.   Behind the Scenes of The Ops Authority’s Systems Esther and I chat about the systems that we have within my business. Here are some of the things we have systems for inside The Ops Authority: Content (blog, podcast, social media, sending weekly emails) Lead generation Growing my email list Launch Plans SOPs If your business has an online presence, your business is dependent on content and marketing. Help yourself by creating a system about the way you deliver content.  One of Our Systems: Blog Posts I have a writer, Abby from Write Solutions, who writes my blog posts. She gathers information, writes the content, then attaches the written blog post to our Trello card. Esther creates + uploads. Esther’s team creates the graphics and also uploads, formats, and schedules the post in WordPress. Esther’s team schedules the social media posts. Abby writes the corresponding email about the blog post and gets that content to Esther, who distributes it to my email list. This process seems like a few short steps, but it takes up considerable time. We use Trello, which tracks the entire workflow for every blog post. The blogpost card has a checklist for every phase. We also use Voxer to ask and answer questions and to communicate changes.  Remember that we can create systems, but sometimes people run late or miss a deadline. It’s very important to have a good project manager who you know and trust who can keep the system moving.    Weaknesses in the Process If one early step falls behind, the rest of the process is at risk for missing the pre-established deadlines. People also go on vacation or get sick. One person missing out on their work can cause a breakdown in the plan. The solution? Work ahead by batching the work you do.  Next, we talk about another system that we have in place inside The Ops Authority: this podcast! Esther’s team manages this process, so she shares   Esther’s Podcast Production System This is a high-level overview of the 7-8 phases of a podcast production process. This example is for someone who wants to make podcasting their primary content marketing arm of their business.   Create audio (scheduled, prepped, recorded, edited) Write copy (show notes, blog post or summary, social media) Create graphics Upload recording to the podcast host (example: Libsyn) Upload recording to WordPress Schedule and promote social media content Follow-up with guests (if you have an interview show) Optional: If you have an interview show, you may need an admin to handle a lot of the scheduling pre-interview and to deal with the communication with the guests. Each of these phases in the system have multiple steps within them. Most of Esther’s podcasts that she manages have 60-70 items on the Trello checklist for each episode.   How to Create Your System if You Don’t Have a Team Not everyone has a team, but you can still create a system for the repeatable processes in your business. Spend time writing down what you want your systems to look like.  Also, you can grab this free podcast workflow checklist Esther created for you if you need help getting your podcast process organized.  Start with a checklist of what is involved, and then save up so you can have people support you. You can do hard things, but doing repeatable tasks prevents you from leading your business and reaching your vision. Esther reminded us that if you don’t have someone to manage a process for you, you are the manager of that process. Keep in mind that you need to set aside time to manage whatever systems you have in place.   Another System: Launch Plans I have two programs I launch: A-Team Accelerator and the Director of Operations Certification Program. Instead of re-inventing the wheel every time, Esther and I have a repeatable launch plan process.  Esther sets up a Trello board outlining what is included in each launch. Then she makes a copy of that board for future launches. After a launch, Esther and I reflect on what worked and what didn’t. Esther has the Trello boards organized by what tasks must happen four weeks out, three weeks out, etc. Are You Ready to Scale Your Business? Join the waitlist for the A-Team program, which is perfect for female entrepreneurs who are ready to work with more ease and get systems in place in their own businesses.   Key Quotes from the Episode: “When you’re ready to have a true partner in business, they will feel like family.” - Natalie Gingrich “A ‘system’ in business has multiple steps, multiple people, multiple deadlines that come together to create the final outcome.” - Natalie Gingrich “When you start to see repeatable tasks in your business, that’s the perfect time to start putting systems in place.”  - Natalie Gingrich “For any process in your business, it’s important to take the time to sit down and document the process as you would like it to take place.” - Esther Littlefield “The theme for creating a system is that it’s repeatable and you’re going to outsource pieces of it.”  - Natalie Gingrich “We can dream of a complete book of SOPs but start with the tasks you repetitively do in your business and the processes that have multiple hands in them.” - Natalie Gingrich   Weekly Ops Activity Take a content process and make an itemized system. Bonus points if you put your new system into your favorite project management tool.    Previous Episodes Mentioned Episode 7: Behind the Scenes with Boss Mom with Dana Malstaff and Amy Lockrin Episode 8: Three Productivity Hacks You Haven’t Thought Of  Episode 9: How to Find the Right Project Management Tool with Cadri Cunningham   Connect with Esther Littlefield Website Facebook Instagram   Esther Littlefield is the founder and CEO of Morningstar Media Services. At Morningstar Media, she serves business owners with their content management and marketing, specializing in podcast management. In addition, Esther is also a writer at EstherLittlefield.com and host of the Christian Woman Leadership Podcast. Never satisfied to do just ONE thing, she stays busy as a wife, mom, and entrepreneur. Esther uses her passion for details to help her clients reach their goals and shine online.  Esther combines her background as a social worker, network marketer, and blogger to help others achieve their goals in their business. As a task-oriented perfectionist, she’s able to break down all the little details to accomplish a project. Most importantly, her desire is to help others achieve their dreams, and she will work hard to help make that happen. Connect with Me: Website Private Facebook Community Facebook Page Instagram This episode was originally published on theopsauthority.com/podcast/11

Do you feel sluggish in your day-to-day work life? Are you curious if you use your time wisely? Are you ready to run a more profitable business? Every small business owner has limited time and desires success, so here’s how you can inventory your productivity and maximize your time.   If you feel like you’re in a work slump and you’re unsure how to get out, start by assessing your productivity. Let’s take a look at how you’re using your time. In this episode, you’ll learn how to assess how you spend your work hours and how to make small tweaks so you stay focused on your goals. If you’re ready for tough love and wise strategy, tune in.   Productivity vs. Hustle Your day should be designed to fit you. There’s no specific formula of how your day “should” look. Remember that your productive day will look different from others. Instead, examine your work-day patterns.   Productivity doesn’t mean every second is filled with a business task.   When every minute is occupied, that’s hustle and it’s not what I want for you. Hustling leads to frustration, burnout, and overwhelm.    There will be times of seasonal hustle, e.g. a launch or putting out a new product. However, hustling should not be your norm because it is unsustainable for long periods of time.    How to Know If You’re Intentionally Productive If you feel sluggish or unproductive, audit your time. Record what you do in your business for three to five days. How? Grab this download, created just for you. Set a timer for 60 minutes. When the timer goes off, record what you did for the last hour. Hit repeat on your timer.  Continue this process of recording what you do 60 minutes at a time throughout your workday.   Once you’ve tracked your time for three to five days, ask yourself: What category does each task belong to, e.g. meeting, creation, scrolling, personal? What strategic objective does this task fall under? Where do I see patterns? When do I attack tasks I put off? Does where I spend my time match my #1 priority?   Follow These Suggestions to Maximize Your Productivity As I’ve tracked and tweaked how I spend my time, here are a few best practices to make your workday even more productive:   Think through if you want to batch your days or do you like your current system. Block off one or two “Get It Done Days” per month. Batch administrative activities.  If you find yourself switching back and forth between communicating with clients through email, Voxer, or calls, stop the madness by creating an expectations document for your clients that outlines when you’re available and through which platform. Another option is to set aside time each day for returning messages. Set up a time each day to housework, e.g. putting away the dishes or throwing in a load of laundry. Hire help for housework if you have the revenue to do it. Train your family to help you with housework. Spend time documenting what you do every day.   Weekly Ops Activity Download your time tracker document here and start tracking your time Share a screenshot of your tracker on the Weekly Ops Activity thread on Friday! Previous Episodes Mentioned: Episode 5: The Seven Pillars to Your Business Strategy with Andrea Layne Episode 8: Three Productivity Hacks You Haven’t Thought Of Episode 9: How to Find the Right Project Management Tool with Cadri Cunningham   Key Quotes from the Episode: “Take the time to do the audit.”   Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/10

How can you find the right project management tool for your business? What should you look for? What questions do you need to ask before investing money and time into a system? How does the way you think impact the tool you need?    In this episode, certified DOO and founder of Simplified Ops Collective Cadri Cunningham and I talk through what a project management system is, why you need one, and how to pick the right one for you. We share our favorite tools and break down the pros and cons of the top four options in the marketplace.    What is a Project Management Tool? A project management tool helps you create accountability for yourself, oversight for your projects and tasks, and show you the accomplishments you’ve had in your business.    Project management tools differ from note-taking tools. With a note-taking tool like a Google Doc or Evernote, you can’t track, be held accountable, or share tasks with a team.  Why These Tools are Important These tools allow you to: Track deadlines Connect daily actions to your vision Provide understanding of all the steps in your project Outline who owns each task   A system needs to work for those who use it. Don’t go with the shiny new tool. Use what works for you or else it’s ineffective.   Questions to Help You Choose the Right Tool for You Questions a DOO Will Ask Which project management tool do you use? Do you really use it? Who keeps up with the information in the tool? In other words, who “owns” the tool? Why do you use it?   Questions to Ask Yourself Is your current tool working for you? Do you check it everyday? If it doesn’t work for you, what features are missing? What is complicated about your current system? To-do list people are often linear thinkers. Board view people are often visual thinkers. If you’re unsure where you land, ask yourself how you plan your child’s birthday party. Whatever process you use in “real life” will be similar to how you think about your business. Do you prefer a to-do list or board view?  Do you like a calendar view for tasks? Do you like a simple system or a more involved system? Is there a specific project management tool designed for your industry? (Interior designers, attorneys, and home-schoolers have their own tools.) What document storage program tool do you use and does it integrate with your project management tool? Do you use a lot of processes and workflows? Do you like your tasks to move from left to right (visual thinker) or top to bottom (linear thinker)? Do you have a lot of repeated tasks? Does the project management tool allow for that? Do you need a tool with automation features?  What does your budget look like for systems and tools?   Questions to Ask if You Work with a Team How many people do you need to communicate with? Do you need to be able to track time within the project management tool? How much are you doing together within the tool?    Project Management Tool Options There are a variety of options for project management tools. We share some of our favorites and the pros and cons of various tools. Natalie and Cadri’s Top Picks I default to Trello because I’ve used it for so long. However, I’m also interested in Teamwork because of the messaging capability and task management features. It also has a CRM. ClickUp also has my interest because it can show you all your projects at one time.   Cadri prefers Asana because she loves to-do lists and the clean interface. She can also organize by task and it offers a calendar view. She also loves SubCast because of the to-do list capability.   Pros and Cons of the Top Project Management Tools Trello It’s good when you have just a few projects, and it allows you to track workflows.  It’s visually stimulating, you can get lost if you don’t set it up well, and there’s no calendar piece.   Asana It offers a clean interface, to-do list and board views, and the free version is perfect for most organizations. You can only have a limited number of people on your team and you can’t see timelines.   Teamwork It allows client and team communication. It can get pricey and doesn’t have automation functionality.   ClickUp It offers a lot of features at a low price point and integrates with lots of systems. It seems bulky and the multitude of features makes it overwhelming.  Weekly Ops Activity Post the tool of your choice and let me know if this episode spurred you to assess the tool you’re currently using. Share with us inside the Ops Insiders Facebook Group.    Not a part of the group yet? Join at theopsinsiders.com. Connect with Cadri Cunningham Website Facebook Instagram   Cadri wants to live in a world where creating our ideal day isn't just an idea, and spending time in activities that give us life is the norm. As a Certified Director of Operations and the CEO of Simplified Ops. Collective, a Business Operations and Team Hiring Agency, Cadri partners with small business owners that are ready to get back their time and love for their business by leaving behind the workload overwhelm by providing high-level marketing strategy, business planning, team hiring and onboarding, operations management, and providing actionable steps toward accomplishing the big ideas and projects with a team working in their zone of genius.  Previous Episodes Mentioned Episode 3: The Essentials of Your Business Foundation Episode 4: The Core of Your Business: Your Mission, Vision, and Values Episode 5: The Seven Pillars to Your Business Strategy Episode 8: Three Productivity Hacks You Haven’t Thought Of Key Quotes from the Episode: “The best project management tool is the tool you actually use.”   Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/9

Would you like to be more productive in your business and finally get that long to-do list checked off? Or maybe you want shorter work days or less stressful (and more profitable) launches. If that’s you, listen up.   Today we’re talking all about productivity. But this won’t be what you’re expecting… or what you always hear about on this topic.    While productivity doesn’t necessarily fall inside the realm of operations, planning for it does. Yes, plan for productivity… you heard that right.    Productivity doesn’t just happen. It’s always purposeful, which is why a plan is needed. We’re going to talk about a few things you can do to create a productive culture for your business.   Creating a plan for what you’re going to do takes the emotion out of deciding what to do when you sit down to work. Plus, it allows you to get straight to work and to delegate with confidence.   “There are two things that are contagious in business: productivity and success.” This is what I want for you: productivity that leads to a leaner business, shorter workdays, and larger launches.   3 Productivity Hacks: Create an Ideal Week for You Your ideal week is a visual map of how you will use your time throughout a week. It should include both personal and professional obligations… oh and some white space too.   How are you going to create your ideal week? Create a new calendar in Google Calendar. List those priorities out Give each priority a color Know what your priorities are in this season of life. Add in your top priorities on the calendar first. Now add in your work time. Optional: theme your days based on what you want to focus on each day of the week. Get granular and block off times for the key activities in your business. Caveat: don’t fall into the temptation to remove your personal activities from your calendar to make space for work. Now look at the color distribution on your calendar. Are you leaving enough white space? Because things are going to come up and things will take longer than you expect Print it out and/or update your scheduling software (i.e. Acuity/Calendly). Share you calendar with your team! Use the calendar and recalibrate as needed.   Create Your Business Hub So what exactly is a Business Hub? Well, it’s a centralized place for all things business. It’s no secret that to run your business efficiently, a hub with important info or commonly requested items is a time saver.    But deeper than that, it allows you to have one place where these items live so when a new team member joins, there's less strain on you to find or spend hours digging.   So what should be included on your Business Hub? There are some basics that I recommend such as your bio, important links, testimonials, branding information, your MVV, and legal docs like website policies or contract agreements.   To make this super easy for you, I’ve created a template for you that you can easily copy and use for yourself! Go to theopsauthority.com/businesshub to grab it for yourself. This is a Trello board, but if you prefer another tool, you can use the Trello template as an example and create your own in your favorite tool.   Create Your SOPs SOPs stands for Standard Operating Procedures. This acronym gets tossed around a lot in the growing and scaling business world. And that’s for a reason. As a new business, your focus should be, or is likely, on revenue and visibility.    But after you get your footing and shift to scaling, your operations will soon take over. That’s why documenting your processes is absolutely essential. It will help you scale your business by working smarter, not harder.   You might be wondering where to start with SOPs. These are processes, workflows, or systems that you use to get your work done. Most often they involve administrative activities and have several tasks linked together to reach the outcome.    So how do you get started? Here’s a plan:  Determine the 1-3 processes that you’d like to outsource when the time (and finances) allow. Some examples are email management, sending invoices, and content creation. Record your process. You can write them out in a list format or a video using something like Loom. Don’t let perfectionism slow you down because these will be updated over time. Put your processes in your Business Hub.   As a recap, you’ll want to carve out some time and complete these three things: create an ideal week calendar in Google Calendar, complete the Business Hub, and start your SOPs with 1-3 processes you want to outsource.   Weekly Ops Activity Complete your Ideal Week and share a screenshot in the Ops Insiders!   Key Quotes from the Episode: “There are two things that are contagious in business: productivity and success.” “Make sure that YOU are represented on this calendar.”   Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/8

From the perspective of the CEO, what is it like to be supported by a Director of Operations? Why do you need a DOO? What are the first action items a DOO will handle in your business?   In this episode, I visit with Dana Malstaff, CEO of Boss Mom, and Amy Lockrin, Dana’s DOO and CEO of The Operations House, about what the CEO-DOO relationship looks like. We pull back the curtain on how these two roles work together and why you need a DOO in your life.  If you’ve ever wondered what a DOO can do for you, listen to this transparent and honest conversation with Dana and Amy.    How the CEO & DOO Roles Work at Boss Mom How Dana + Amy Connected Dana started Boss Mom in 2015 after she’d had a baby and was starting her own business. She literally wrote the book on moms in entrepreneurship, “Boss Mom.” Then she started the Boss Mom community. Since then, she’s launched a podcast with a million downloads and has written two more books.  Amy joined the Boss Mom program and went to a Boss Mom retreat. She felt pulled to Dana’s leadership. While at the retreat, she talked to Dana about her future and joining her team. Amy has served as Dana’s DOO for the past two years.    How Dana Felt Once She Had a DOO Dana says that Amy brings two wins to the table: She takes all Dana’s ideas then organizes and delegates them. She tells Dana, “Here are all the things you’re not doing anymore.” Amy is Dana’s “Brain Activator.” Dana loves to hop on a call or Vox with Amy and share all her ideas. Then Amy asks strategic questions about those ideas. Dana is thankful she isn’t the only “thinker” in her business because Amy can see the big picture and handle the details. It helps Dana that her creative ideas go into a logical space.   What Amy Did First in Dana’s Business Amy started out as a trial employee before coming on regularly, which is a good way to know if that person is a fit. She mapped out all the offers of Dana’s business on one page. Amy also looked at Dana’s structure. Amy says her job is to see where Dana is coming from, what she wants the business to become, and to hold her accountable to that.   Summarizing What a DOO Does Amy provides structure to the team: what they’re doing and who should perform each task. Amy is there to be a strategic sounding board and ask, “Does this make sense?” A good DOO understands human nature to leverage everyone’s skills and talents. A DOO will meet the CEO where she is. You want to find someone you’re comfortable with, who gets your jokes and your energy.   How to Determine if You Need a DOO in Your Business It depends on what kind of business you want and what you're trying to build. As soon as you have more than one team member or if you’re launching a product or service, Dana believes you need someone to manage the team/launch. A DOO helps you understand your goals and stay on task. The DOO will help the CEO spend her time in the right place. As the CEO, you need to spend the time your DOO is saving you on what brings in revenue   Sharing Financial Information with the DOO Dana and Amy have budget calls every other week because both parties need to know where the money is going, where they want it to go, and to see what products are most successful. You must be completely honest in your business so your DOO can set up the right processes. If you’re ready to open up your financials to someone else, you’re ready to have a DOO.   Why You Need a DOO in Your Business Form relationships with those that complement you. Find someone who helps you finish. You need someone in your business who can make it happen and manage it when you need to step away.   Connect with Dana and Amy Dana Malstaff is the CEO and Founder of Boss Mom. She is a mother, author, speaker, business strategist, podcaster, blind spot reducer, and movement maker. She launched the Boss Mom brand with her first book Boss Mom: The Ultimate Guide to Raising a Business & Nurturing Your Family Like a Pro in 2015 and has turned the brand into an international movement. Now she has over 20,000 students in various courses and an organically grown Facebook group of over 40k that helps women all over the world raise their businesses and babies at the same time. She believes that we need to show our children that doing what we love can be financially viable.   Amy Lockrin is the CEO and Head Integrator of The Operations House, an Integration and Implementation Agency for small business owners that are ready to thrive in their business and leave behind the overwhelm of "to-do's." She and her team make things happen in your business so you can go back to being creative through project management, back end "clean-ups", launches, and strategic planning sessions. Other Ways to Connect with Me: Website Private Facebook Community Facebook Page Instagram   Key Quotes from the Episode: “A really good Director of Operations … is able to see the big picture of my business.” - Dana Malstaff “You need somebody outside of yourself that you trust to make really good decisions.” - Dana Malstaff “A good director of operations helps ensure that the CEO isn’t the bottleneck that keeps the business from moving forward.” - Dana Malstaff “You have to have somebody you trust.” - Dana Malstaff “You can’t do it alone.” - Dana Malstaff     This episode was originally published on theopsauthority.com/podcast/7

How can you measure the effectiveness of your business? And how do you create these measurements? In this episode, you’ll learn what a KPI is and how to establish KPIs for the most important areas in your small business. There’s no need to be overwhelmed by setting KPIs because I’ll show you how to do it in five easy steps.    What is a KPI? KPI is an ominous acronym that makes you feel like, “I’ll come back to that later.” A KPI is a Key Performance Indicator. It’s a measured value, which measures how effective your organization or business is in achieving its goals.    KPIs are so great because they provide you and your team with feedback on exactly how you’re doing, they allow you to cast a vision, and they measure how you’re attaining what you set out to do. How to Establish a KPI for Your Business Start with your vision. What is the vision you have for your business? You’ll want to have a 6-12 month vision and a 3-year vision. Your vision should be big and defines success for you in the next 12 - 36 months. Put your vision on paper. Want to learn more about vision? Go here. What is the goal this year that you’ll focus on that gets you closer to your vision? Rank the seven strategic objectives. Then determine your top three to four. Create a metric that ties back to your vision. For example, if visibility is one of your top strategic objectives, ask yourself, “What am I doing from a visibility perspective to help me reach my vision?” Every metric must tie back to a strategic objective. Ask yourself these questions: “If I was to succeed with ______, what would the outcome be? “How will I measure this?” “Who’s responsible for it?”     You may pull a lot of metrics, but not all are worthy of being called a KPI. You should have between three and five KPIs. You may pull metrics for 30 areas, but you’ll have a limited number of KPIs.   You may need to pull data daily, weekly, monthly or quarterly to determine if you’re reaching your KPIs.    Examples of KPIs for the Different Pillars Financial Steadiness: revenue, profit, operating expenses, customer lifetime value Visibility: conversion percentage, cost per lead, site visits, number of subscribers Product Creation + Refinement: sales rate, average order value Operational Excellence: ROI Team Growth: task completion rate, on-time percentage, employee turnover Customer Experience: net promoter score, retention rates   Previous Episodes Mentioned Ep. 4: The Core of Business: Mission, Vision, Values Ep. 5: The Seven Pillars to Your Business Strategy Key Quotes from the Episode: “KPIs are metrics that will measure how effective your business is achieving its goals.” “Every KPI is a metric, but not every metric is a KPI.”    Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/6

As a small business owner, you feel pulled in a thousand directions, right? Well, there are seven reasons for this because there are seven areas vying for your attention all day, every day. Keep in mind that in the corporate world, there’s a C-level position for all seven of these areas.    So what are the seven areas clamoring for your attention? How can you prioritize them? What are the questions you need to ask yourself as you build, grow, or scale your business? Tune in to this episode where guest and certified DOO Andrea Layne and I break down the seven pillars of your business and what you can do next to make your business thrive.   The Seven Pillars to Your Business Strategy  There are seven areas in your business pulling for your attention. Let’s break them down:   1. Financial Steadiness This is not all about revenue, but establishing a solid financial foundation. Ask yourself these questions as you think through this pillar: Are my business expenses categorized each month? Do I look at my profit and loss statement? Am I saving for taxes? Do I know how much I need to bring home? When will I carve out time to get this done?   In the corporate world, the CFO would oversee these responsibilities.  2. Visibility You may spend a lot of time here because you want people to be aware of your product, but don’t spend so much time here that you neglect the other six pillars.    Think through these questions: Is my getting name out there? Do people know me?   In the corporate world, the CMO would oversee these responsibilities.   3. Product Creation and Refinement This area is responsible for generating revenue. It’s exciting to dream up new products and services, but you must also integrate and execute these ideas within the context of your mission. You’ll also want to keep refining and improving your current products.    Ask yourself these questions as you think through this pillar: How will I strategically provide my product? How will I price it? How do I get it into the marketplace?   4. Operational Excellence This is about people, systems, and software coming together so your business works effectively. This pillar involves automations and workflows. You get time back when you systematize.    Ask yourself these questions as you think through this pillar: What processes will I automate? How will my processes fit together to make my business run effectively and efficiently? What standard operating procedures can I put in place? How can you systematize my business?   You can’t scale without systems. What do we mean by “scale?” There are three phases of business: The building phase is your start-up phase. The growing phase means you have established revenue and you’re looking to increase profit margin. Think of the growing phase as addition. The scaling phase brings in more team members to get products out faster. Think of the scaling phase as the multiplication.   In the corporate world, the COO would oversee these responsibilities.   5. Team Growth Who do you need on your team to scale your business? You need human capital to run and grow your business because it helps you multiply yourself. In this phase you may lean on a VA, DOO, strategists, or a graphic designer.    Ask yourself these questions as you think through this pillar: Am I providing a succession plan for my team members? How can I retain the people most helping my business? Do I bring people on as independent contractors or employees?   In the corporate world, the CAO would oversee these responsibilities.   6. Customer Experience This is about how you’ll delight your customers. Customer Experience involves thinking through what your client will do once she’s signed on. This pillar isn’t about gifts, but more about communication and interacting with your customer throughout your relationship together.    Ask yourself these questions as you think through this pillar: How will I onboard? What’s the process for contracts? How will I invoice my client? How will we communicate? What expectations do I need to set? What’s the best way to build a relationship with this client?   In the corporate world, the “Director of Happiness” or “Director of Community” would oversee these responsibilities.   7. Growth + Development This is about how your professional growth. Ask yourself these questions as you think through this pillar: What books, courses, paid groups, or masterminds will benefit me? What are my work boundaries, and am I articulating those to my family and clients? Do I need to stop learning and start doing?   Weekly Ops Activity Spend 30 minutes and prioritize these seven pillars for yourself. Label them from 1 through 7. Think about one task or project in each area that needs to be addressed.  Post your priority list in the FB group.   Note: In your business, you will spend most of your time on your top two to three pillars. Stay focused!   Key Quotes from the Episode: “Know that visibility is at the top for most businesses.” “When you can make your operations more streamlined and more efficient, that’s where you gain a lot of momentum.” - Andrea Layne  “You’re going to scale by using human capital to create growth in your business.” “So much of the customer experience comes down to clear communication.” “The seven pillars don’t go away. We just learn how to prioritize them better and outsource the weakest links.” “What happens with too many distractions? We never meet our vision.”   Connect with Andrea Layne Andrea Layne is a business engineer who helps her clients take their vision and put smart strategies behind it so they can build a business to last. She started her career in 1999 in a Big Five Firm and serving as a business consultant, then IT project manager for Fortune 100 corporations over 11 years. This experience gave her a foundation and process for helping businesses run more effectively. She has always loved design and art, and in 2011, she decided it was time to pursue this passion.    Andrea built a high-end wedding floral design company serving the Tampa Bay market until 2017. While she adored "playing with flowers" all the time, she realized it was taking her away from her family more and more as it grew. So after 6 years, she knew it was time to pursue a different option. That's when Andrea came back to her roots as a consultant, but this time working with creative, service-oriented entrepreneurs to guide them to financial success with less overwhelm.    She knows big business.... she has strategized systems and engineered software for giant corporations. And she deeply knows small business, because Andrea has been there in the trenches.... making mistakes and having successes. She knows what it's like to battle profit margins, feel the weight of wearing all the hats, and worry if she could ever make enough to actually pay her bills through her creative passion.   Andrea took all that she learned on this life journey to create services so her clients can breakthrough the ceiling of stress in their business and finally achieve their goals with sustainable foundations.   Andrea completed the Director of Operations Certification in 2018.   To connect with Andrea Layne, visit her here: Website Instagram Email: info@thecreativespring.co   Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/5

What’s the difference between your mission statement and vision statement? Where do values fit in? Why is it so important to articulate these pieces?   The core of your business is your mission, vision, and values. You need to clearly identify and articulate what these are, especially as you bring on members for your team. Walk through the mission, vision, and values exercise with a free workbook I created just for you. Just go here to grab it.    Why Mission, Vision, and Values are Important to Your Business Your business will change so quickly and you’ll want to review these foundational pieces annually. If you have a team, sit down and do this exercise with them. Having a mission, vision, and values gives you a framework to refer back to as opportunities pop up.    Your Mission Statement Define your mission statement, a.k.a. your declaration of purpose. Why is your business a business? The mission statement will be concise and specific so customers understand your purpose and how you provide value.    To test your mission statement, ask yourself, “Would my competitors use this exact same statement?”   Use these questions to craft your mission statement: What do I do? How do I do it? Who do I do it for? What value do I bring? Why do I exist as an organization? What do I provide for my customers? What will I be remembered for? What’s my overall intention? What do I do well that nobody else does?   It all goes back to your declaration of purpose. Your mission should articulate who you’re working with, what services you offer, and what your priorities are. Remember that your mission statement is actionable.   Your Vision Statement  Your vision statement is aspirational and dreamy. It’s how your business would exist in its most successful state. The vision is a broad view of how your company will leave a big impact on your customers and the community you serve. If you were to meet all of your goals, what would your company be like in 5-10 years?   You don’t have to have a solution. Just dream big.   Think about where your business is going in the future and what problems you expect to solve that you’re not solving today. It could start with, “By 2025, my organization will …”    Vision statements are internal. You won’t see it on your website or in sales copy. It doesn’t need to be shared with those outside your organization.   Your Core Values Describe what your organization believes in and how it behaves. Your values make up the moral compass for your company.  Use these questions to craft your core values: What are my guiding principles? What are my core beliefs? What do I stand for? What am I opposed to? What type of clients do I like to work with?   For me, I value candor, leadership, details, reliability, and honesty.    Don’t skip over this step. As you hire, these core values will guide you to the right person.    Remember to get the free download to walk you through these exercises.  Weekly Ops Activity Go to the Ops Insiders Community and attach a picture of you working through the free mission, vision, and values guide. Then expect a prize!   Not in our private group yet? Click here to join.   Key Quotes from the Episode: “The vision helps drive your dreams.”  “Your values tell the world what you’re about.” “Regardless of the size of your business, your core values have to be stated.”    Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/4

What is a business foundation and how do you create one? How can you have a greater sense of what’s going on in your business?    In this episode, I’ll walk you through a business summary and strategic operations planning. If you’ve ever wondered how to be more organized and intentional about growing your business from the foundation up, then this episode is a must-listen.   Decades ago, starting a business including going to a physical bank with a written business plan, which was analyzed by a committee. In order to get funding for your business, a sound plan was essential.    A business plan is just as important today as it was decades ago. Why? When you have a business plan, you improve the trajectory of where your business is going and you have a must greater sense of what is and will happen in your future. You’ll also be more organized.    The Essentials of Your Business Foundation 1. Business Summary This involves some thinking time! Your business summary is your true foundation and the reason you’re in business.   A business summary is comprised of six parts: Mission - What do you do and who do you serve? Vision - Where will your business be in five years? What does success look like?  Values - What characteristics and qualities are really important to you?  Boundaries - What limits will you set around your work day or vacations?  Avatar - Who is your ideal customer? Competitors - Who sells a similar product and how are you different?   2. Future Accomplishments What will you accomplish by this time next year? What does success look like for you in 12 months? Think about:   Profit Revenue Clients Anecdotal feedback, i.e. your ideal testimonial   3. Your Financial Needs How much do you need to bring in every month or quarter?    My husband and I sit down once a year and determine what I need to contribute to our household. We have three financial goals:   The Good Number is what I need to contribute to cover the basics. The Better Number is just a step above from the the Good Number. The Best Number is a stretch goal that’s off the charts, and may only be reached with something like a launch. The Best Number isn’t something I’ll reach each month.    4. What You Sell What are your offers? If you’re new in business, you may have quite a few products or services, but this should decrease over time.    Look at your offers then look at your Good Number. Determine how many products you need to sell to meet your Good Number.    These four pieces of your business foundation make up the backbone of your business. Now, let’s move into my proprietary framework.   5. Strategic Planning These seven pieces comprise strategic operations planning for your business: Financial Steadiness Product Development + Innovation Scaling + Growing Your Team Operational Efficiencies Development + Growth Visibility + Marketing Customer + Client Experience   Look at all seven areas in your business then determine your priorities 1 through 7 because you only have so much time. HINT: Your financial steadiness is almost always the #1 priority.    6. What Does Success Look Like (KPIs) Now you need to measure these priorities. Determine your key performance indicators (KPI) for these seven areas because you want to know if you’re succeeding. What metric will you use to validate that you’re doing well?   For example, let’s say Visibility + Marketing is your #2 priority. You want more eyes on your business so your KPI may be how many views you need on your website each week to earn a profit. You may need 30,000 page views to earn $15,000. Or you may determine the number of people you need at the top of your sales funnel to reach a financial goal.   How are you tracking what you’re doing so you can analyze data and then change course?   7. Your Annual Plan  The annual plan looks at your market. For example, if you sell paper planners, when does your audience start to think about planners? When is your prime selling cycle? Make notes from your competitors and see when they sell and promote.   You’ll also want to think through when you want to take vacation time. For me, I’m less productive in summer and Christmas. Document what you’re doing so you don’t plan launches when you’d rather be with your family on vacation.   You also want to be intentional with your marketing schedule. Think about what your offers are and when you’ll launch a new product.  Weekly Ops Activity Go to theopsauthority.com/foundation to access the free Trello board Complete your business foundation Screenshot and share inside the Ops Insiders group!   Key Quotes from the Episode: “A business plan is just as important today as it was decades ago.” “Everything hinges on mission, vision, and values.” “An uneducated owner is one that can easily be taken down very quickly.”   Connect with Me: Website Private Facebook Community Facebook Page Instagram   This episode was originally published on theopsauthority.com/podcast/3

What is a director of operations? What does this role do? And how do you go about finding one? In this episode, you’ll learn all about the skills your Director of Operations (DOO) needs and what a DOO does not do. Plus, you’ll get your weekly ops activity to keep your business moving forward.    Let’s say you have a 2-year-old business. It’s doing well and you’re contributing to your family’s finances. However, you’re physically and emotionally exhausted. You are stressed out and in reaction mode. Everything you do is about task and nothing is being done to move your vision forward.    If this seems familiar, you’re not alone. Actually, you are alone! You need strategic help because at some point, something has to give.    All About the Director of Operations Role You need someone who can read your mind, anticipate your needs, loves your business like you do, and manages both your team and tasks. It’s likely you need a DOO. A DOO leaves you to focus on strategy, develop new products, and gain visibility.    Skills Your DOO Needs When you’re ready for a DOO, here are the skills you’ll look for: A project-management skill set, a.k.a. the ability to take a large project and break it down into smaller tasks Excellent people skills Solid people-management experience (he or she may have an HR background) Excellent leadership skills Ability to candidly and easily communicate Eye for quality Analytical mindset Ability to read financial statements Elevated thinking so he or she can be your chief strategic partner Naturally-curious mindset   A DOO should pay for herself in about 60 days.   A DOO is not: A subject-matter expert in your industry. She is an expert in operations. Implementing ideas because she’s leading people to drive results. A “yes” person. Instead, she will hold you accountable to the boundaries and goals you’ve set.    What Working with a DOO Looks Like You’ll start with strategic mapping. This process includes sharing your vision, priorities, and objectives with your DOO. You’ll set timeframes and Key Performance Indicators for your goals. This process will help you turn your dreams into reality and will give you more white space to dream because your ideas are well-documented and shared with another person.   After mapping out your strategy, you’ll stay in touch with your DOO once a week or twice a month. This short meeting shares progress updates.   How to Find a DOO I can place and match you with the right DOO for you when you go here.   You can also certify a current team member when you go here.   Weekly Ops Activity Set a goal for your DOO hire date and post your answer inside our private Ops Insiders community.   If you haven’t joined us yet, do so here.    Connect with Me: Website Private Facebook Community Facebook Page Instagram     Key Quotes from the Episode: “Directors of operations maximize efficiency, productivity, and profit in your business.”  “Bottom line: directors of operations cultivate stronger businesses for you.”   This episode was originally published on  https://theopsauthority.com/podcast/2

As a small business owner, what do you need to know about business operations? Why are operations important to your business? What is the difference between front-office and back-office activities?   Welcome to the first episode of the Ops Authority Podcast! Throughout this podcast you’ll learn about processes, people, systems, projects, and how they pertain to your business.   In this inaugural episode, you’ll learn about the history of operations and why you need (or will need!) a director of operations in your business. You’ll also get one practical action step you can take today to grow your business.     An Overview of Operations Operations are the backside of your business and a huge part of our lives.    The History of Operations Businesses practiced operations starting in 5000 BC. However, how we view operations in modern-day started in the early 1900s when people started looking for efficiency.   Henry Ford created the assembly line in 1915, which cut a 12-hour process down to a 2-hour process.    In WWII, business started looking at data and making forecasts about demand in regard to fabricating weapons.   In the 1960s, analytics and service really took shape, especially in the banking and investment industries.   In the 1980s, digital products emerged so processes and project management became very important.    Operations are Important to Businesses Today Operations create efficiencies, streamline your work, and allow you to serve clients or sell your product while increasing profit.    Henry Ford believed it was important to take work to the man and not man to the work.    The Difference Between Front-Office and Back-Office Activities Front-office activities are the “CEO Zone:”   Strategy + Planning: What plan do you have in place to grow your business? Products + Offers: What will you sell or offer? Visibility: How will you be seen and heard? This aspect is comprised of marketing, messaging, branding, and PR. Selling: If you don’t sell, you don’t have a business.    Back-office activities are the operations or support side of business, and include: Human Resources, which includes payroll, hiring, culture, compensation. Customer Service, which involves serving and engaging your clients. Technology, meaning the automations and systems you have in place. Marketing, which incorporates the design, copy, and photography of the Visibility piece. Finance + Legal, which includes tax, accounting, financial planning, policies, risk management, agreements, contracts, and compliance.   Large companies have leaders over each of these areas, e.g. CIO, CFO, Chief Risk Management Officer, etc.    As your business grows so do the operations. When you’re in a growth phase of your business, you may need a director of operations (DOO). This person is detail-oriented, process-driven, and has the innate ability to take your vision and lead the team.   How I Became Passionate about the DOO Role I started my career in cardiac care. Not only did I love the totally procedural aspect of healthcare, but I also loved my patients. When my husband and I relocated from Colorado to Texas, I decided to start a new career in a role that incorporated the clinical side of my healthcare background with administration and leadership. I was promoted to chief of staff for the C-Suite team at my company.    However, after a change in leadership, I needed to decide whether to stay with this company and continue to work the long hours or be more present with our two children. I took the offered severance package and spent more time with our kids.   As I dove into the world of online business, I saw small business owners who needed help. And I knew what they needed: operations! Over the past several years, I supported almost 50 businesses.   I wasn’t able to keep up with the demand, so I documented my proprietary Strategic Mapping process, and then I created a certification for women who wanted to do what I do.   Weekly Ops Activity Create a list of all of the back-office activities in your business today. Ask yourself who performs those roles. Pick your top three areas where you would like help or support. Go to theopsinsiders.com to share your answers and for a chance to win a prize.    Key Quotes from the Episode: “Operations hold people, processes, and the outcomes together.”  “We have to focus on lean structures so we can increase our profit margin.”      Other Ways to Connect with Me: Website Facebook Page Instagram   This episode was originally published on  https://theopsauthority.com/podcast/1

Operations can seem ominous but really, it refers to the backside of your business. By definition, operations are the day-to-day functions that support profit-producing activities. And that’s exactly why we’re in business - PROFIT, baby! This topic is one that so many people glaze over but it’s THE key ingredient to taking your business to the next level.  On this show, we're going to unpack operational topics that are affecting you as a small business owner. These will be centered around the Processes, People, Productivity and the foundational strategies you need right now. As an Ops Insider, you’ll learn my proprietary method for scaling your business. I’ll bring on other Certified Director of Operations to share their knowledge because we all do it a little differently and there’s never just one way. And something that I know that you’ll love is a monthly interview with a CEO and his/her right-hand, Director or Ops or Integrator. This will give us a behind-the-scenes look of how they plan and prioritize their projects, build and manage their teams, and their day-to-day processes for getting it done. Head over to theopsauthoritypodcast.com to join our Ops Insiders community where the conversation will continue with tutorials, templates, interviews and more.   Connect with me in all these places: Website Private Ops Insiders Community Facebook Page Instagram