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Weekend Favs October 5

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Weekend Favs October 5 written by John Jantsch read more at Duct Tape Marketing

My weekend blog post routine includes posting links to a handful of tools or great content I ran across during the week.

I don’t go into depth about the finds, but encourage you to check them out if they sound interesting. The photo in the post is a favorite for the week from an online source or one that I took out there on the road.

  • Music Maker – Access music to enhance your podcast, videos, or other multimedia projects.
  • Video Search for YouTube – Search for textual content within YouTube videos.
  • Time – Stay on track with your work, and don’t fall into distractions on your phone.

These are my weekend favs, I would love to hear about some of yours – Tweet me @ducttape

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On Brand Podcast – The Self-Reliant Entrepreneur

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On Brand Podcast – The Self-Reliant Entrepreneur written by John Jantsch read more at Duct Tape Marketing

John Jantsch has been an successful marketing entrepreneur for over 30 years. In his latest book, The Self-Reliant Entrepreneur, due out later in October 2019, he shares his insights and expertise with other entrepreneurs. Organized as 366 daily meditations with quotes from well-known transcendentalist authors, the book is designed to help spark insight and action for those on an entrepreneurial journey.

On this episode of the On Brand podcast with Nick Westergaard, Jantsch details how The Self-Reliant Entrepreneur works, discusses why he structured the book as he did, and even shares some marketing tips with listeners.

Check it out – The On Brand Podcast episode with John Jantsch

Building the Brand, the Team and the Legends

The Most Useful Ways To Utilize Google Search Console

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The Most Useful Ways To Utilize Google Search Console written by John Jantsch read more at Duct Tape Marketing

Even if you don’t have much marketing experience, you understand how critical a presence on Google is to getting your business name out there. It’s the world’s largest search engine, and it’s often the place people go to discover new brands that can solve the problem they’re facing.

All of this to say that how and where you appear in Google search results matters. If you want to develop a better understanding of your business’s presence on the search engine, you must set up your Google Search Console account.

This free tool is designed to help you measure traffic to your site, understand where people are coming from and what they’re searching to find you, plus fix issues that are holding you back from putting your best foot forward in search results.

Let me walk you through the specific features of Google Search Console, so that you understand how to use the tool to its greatest effect.

Submit Your Sitemap

When you’re creating a new website—or making major changes to your existing site—you need to introduce this new site to Google. Google will only consider displaying your site in their search results once they understand what your site is about, and the way that Google comes to know the content of your site is through crawling and indexing.

Basically, Google has robots that crawl each site, looking for keywords, content, links, errors, and any other information that can help them understand what a website is about and whether or not it will be a helpful site for their users. From there, it indexes your site; essentially, it adds you to their roster of sites they might display in search results.

Google will eventually index all sites on the internet, but by uploading your sitemap to your Google Search Console platform, you can fast track the indexing process for your site. While Google might happen upon your site a few days after it’s been uploaded or overhauled, sharing your sitemap within Google Search Console cuts that indexing time down to a few hours.

Find Crawl Errors

While Google is crawling your website, they’ll be on the lookout for errors. If your site is sprinkled with broken links, 404 errors, or shows signs of having been hacked, Google will punish your website in SERPs. They’ll infer that your site will likely be unhelpful for searchers, and so they’ll move you down the results page (or omit you altogether).

Sometimes, though, there are errors on your site that you don’t even know about! If you’ve been in business for a while and have a website with dozens or hundreds of pages, blog posts, webinars, podcasts, and the like, it’s hard to keep on top of finding broken links and 404 errors in that maze of content.

Similarly, hackers can basically piggyback on your website, without you knowing, and use your domain name to host their own spammy or dangerous content. This happens outside the bounds of your own website’s backend, so it’s impossible for you to see the hack through your WordPress site or other hosting platform.

Fortunately, with a Google Search Console account, you’re able to access all of the information about errors that Google finds on your site. They share a list of the issues with your pages, so that you’re able to go in and fix anything that’s causing Google to penalize your page.

Understand Query Keyword Ranking Data

Knowing how and where you rank on Google for certain search terms is vital information for a business owner to have. When you understand what search terms are leading real people to your website, you can tailor your existing content to better address their needs and create all new content designed to rank for search terms you’d like to be seen for.

Google Search Console is the place to see how you actually rank in Google. It will show you real search terms that led consumers to various pages of your site. Not only that, it will give you an assessment of your average ranking for that term.

For those pages that are ranking on the first page of SERPs (basically, anything that falls within the 1-10 ranking range), you know you’ve done some great SEO work. The content is strong, and the metadata and descriptions are enticing users to click on the content.

For pages that are ranking on that second page of SERPs, you know you’re almost there. Armed with this information, you can begin to tweak your approach on these pages. Maybe the on-page content itself is great, but the meta description needs work to draw readers in. Or perhaps you can add a video to accompany the existing content that will keep readers on the page longer and encourage them to move onto other pages on your site.

Discover Click Through Rate

Your click through rate (CTR) is a ranking factor on Google. If you have a great ranking for your page but a low CTR, Google might punish you in rankings. Any page that’s ranking within the first five links should have a CTR of between seven and 10. Anything lower than that indicates that the page’s content is useful, but for some reason people aren’t clicking through to it in search results.

Armed with information about results ranking and CTR, you can better identify the issue with your content. In the case of a high ranking page with low CTR, you know the issue isn’t the page itself. Once people land on the page, they’re loving the content—that’s how your page ended up ranking so well in the first place.

But the low CTR indicates that something’s off with the content as it displays on Google SERPs. Maybe the title isn’t compelling or doesn’t accurately describe what readers find on the page. Maybe the metadata and description are misleading. Whatever the case may be, you know to focus on that aspect of SEO, rather than wasting time trying to optimize the page itself.

Get Definitive Answer About Backlinks

Backlinks are another ranking factor. When your website is cited on other sites, Google infers that yours is a trustworthy page that is an authority in your area of expertise. These are major signals that you’ve got a useful website, which will in turn give you a boost in your SERPs ranking.

While there are other tools out there that can estimate your backlink status, Google is able to give you the definitive answer. Using Google Search Console, you can see exactly where your website is linked to elsewhere on the internet.

From there, you can work to build out more backlinks strategically, or even ask to remove links that are harmful for your site (more on that next).

Disavow Links

Sometimes your content can end up on strange websites. I’ve seen instances where clients’ content was shared by weird, seedy websites. While you want to build up backlinks, you want them to be with reputable companies and on websites that are related to your industry or field. Backlinks on untrustworthy sites can actually be toxic for your online presence.

Once you’ve seen where your site is linked to, you can submit a disavow list via Google Search Console to remove your backlinks from unsavory sites. Keeping your business’s online presence clean is a key part of managing your online reputation and ensuring you continue to rank well.

Eliminate Duplicate Content

Google will punish websites that have duplicate content across their pages. In some cases, this duplication is necessary (like if you have the same content on your standard webpage and then have the exact same content on a printer-friendly page). However, duplicate content can theoretically be used for nefarious purposes, so Google flags all large chunks of duplicate content as suspicious.

Through Google Search Console, you can see what content Google has taken issue with on your site. From there, you can either remove the duplicate content, or take steps to consolidate your duplicate URLs.

Google Search Console is a powerful tool that allows business owners a behind-the-scenes look at how Google is assessing their website. Using this information, you can optimize your online presence to address Google’s concerns, create content that resonates with your ideal customer, and ensure that your site is achieving its greatest ranking potential.

Transcript of Finding Stillness in the Modern World

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Transcript of Finding Stillness in the Modern World written by John Jantsch read more at Duct Tape Marketing

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Transcript

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John Jantsch: This episode of The Duct Tape Marketing Podcast is brought to you by Klaviyo. Klaviyo is a platform that helps growth-focused eCommerce brands drive more sales with super-targeted, highly relevant email, Facebook and Instagram marketing.

John Jantsch: Hello, and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch, and my guest today is Ryan Holiday. He is, today, one of the world’s foremost thinkers and writers on ancient philosophy, and its place in everyday life. You’re probably familiar with The Daily Stoic, Obstacle is the Way, Ego is the Enemy, and his latest book we’re going to talk about today, Stillness is the Key.

John Jantsch: Ryan, thanks for joining me.

Ryan Holiday: Yeah, thank you for having me. I was thinking as I was getting ready to come on this, I think you were, like, the first or the second podcast I ever did, way back in 2012. You have been at this a long time, and so have I.

John Jantsch: That was with Trust Me, I’m Lying, I’m thinking?

Ryan Holiday: I think so, yeah.

John Jantsch: Yeah. Well, I have been at that a long time. It’s been really fun to watch the arc of your career, it’s taken you some pretty amazing places.

John Jantsch: So, I’m sure you get tired of this question, but I’d like to hear from you, the answer to this from you. I could look it up, and there’d be lots of Wikipedia entries on this, but how would you define stoicism?

Ryan Holiday: So, I give two definitions to people.

Ryan Holiday: If I’m giving the really, really simple definition, I just say stoicism is not emotionlessness, it’s not resignation, it’s the belief that we don’t control what happens to us, we only control how we respond. Right? The stoic just says, “Look, the vast majority of the things in the world are not up to me, but I control my thoughts, my opinions, my attitudes. That’s what I’m going to focus on.” That’s one really simple definition.

Ryan Holiday: If I was going to go a bit more advanced, I’d just say, look, stoicism really worships four virtues. It’s an ancient philosophy that dates back to Greece, and to Rome. The four virtues of stoicism, they sound familiar because they also happen to be the four virtues of Christianity, and a lot of Western thought. It’s just courage. Temperance, that means moderation. Justice, that means doing the right thing. Then, wisdom, that’s intelligence, education, learning, understanding. It’s a pretty straightforward philosophy, with not a lot … That’s not as controversial as people might think. It’s all in the execution, right?

Ryan Holiday: It’s easy to say, justice, wisdom, temperance, courage. It’s hard to do those four things, and to do them regularly, when the stakes are high.

John Jantsch: So, this book, Stillness is the Key, I’ve heard you refer to as a trilogy to go with Obstacle is the Way, Ego is the Enemy. What do you hope the third book in the trilogy adds to the over-arching message?

Ryan Holiday: Well, to me, stillness is this thing that’s timeless, but also very, very urgent.

Ryan Holiday: 500 years ago, Blaise Pascal said that “All of humanity’s problems stem from our inability to sit quietly in a room alone.” It was true five centuries ago, but today it’s impossible. It’s not our inability, it’s that it’s impossible. We have a device that magically transports us away from that room, or from any feeling of discomfort, or worry, or whatever. We don’t have any of the clarity we need to make decisions, to know what’s important.

Ryan Holiday: Both the Stoics and the Buddhists were very fond of a metaphor. They said that it’s like … “The mind is like muddy water. You have to let it sit, you have to approach it calmly, for the dust and the silt to settle. Only then, can you see through it, do you know what’s really there.” That’s just so hard to do for entrepreneurs, and for executives, and for parents. They’re running a mile a minute, and they never have any slow time in which the things sift to the bottom.

John Jantsch: Your books have sold extremely well. I know Stillness is the Key will sell quite well. Is your publisher asking you for the fourth book in the trilogy yet?

Ryan Holiday: Well, no. I was just laughing about this with Steve, who is our mutual book agent, that I talk about in the book, this idea of there never … The problem is there’s never enough, we’re always doing. I think I’ve done nine books in seven years. Steve is out with a proposal for the next one right now. I do like to always be working.

Ryan Holiday: In my defense, what I would say is the reason I like to have the next book, is that I find that the stillness of work to be better than the anxiety of, what am I going to do next? Or, look how successful I am? Or, how is it selling? As much as I want this book to sell well, and I’ve wanted the other books to sell well … I’ve gotten very lucky. When Obstacles … They way it came out, I had sold what became Ego is the Enemy before it came out. When Obstacle is the Way came out, and it did okay, but it didn’t blow the doors off, I didn’t care because I had deadlines to meet. Then, when Obstacle is the Way really started to take off, I also didn’t care, because I had deadlines to meet.

Ryan Holiday: I think it’s important to have good things to focus on, rather than to have just space for our mind and our ego to do their dirty work.

John Jantsch: Yeah.

John Jantsch: You and I were laughing a bit before we started recording this that, you know, when you write a book like this, or a series of books that suggest a way to live, you probably yourself get held to a higher standard, right or wrong. How has that impacted you, or do you feel that sense of, oh, I can’t let anybody see me freak out? I’m the one that’s telling them you can’t do that.

Ryan Holiday: I mean, you can imagine writing a book about stoicism, and wring a book about ego and stillness, and then I go home to my wife, who does not allow me to get away with any of not having those things. It’s like, there is a downside to writing a book about ego, as you can never … You’ve got to be constantly on guard that you’re not being a hypocrite.

Ryan Holiday: I do think about that. It’s really hard. When you are out doing and making things, it’s busy, your active. You’ve got anxieties, you’ve got fears, you’ve got frustrations. It’s never as good as you want it to be. People are never doing it the way you want them to do it. I’ve dealt with enough monstrous people in my life to know I don’t want to be those people. I’m always trying to catch myself before it spins out of control.

John Jantsch: Well, I think a lot of what you’re suggesting in this work is that we’re all a work in progress. You’re working towards something, you haven’t arrived at anything, right? Would you suggest that’s right?

Ryan Holiday: Oh, completely. Ego is not this thing that you magically get rid of once. What’s so insidious about ego is that it’s always creeping in. What’s so both demoralizing and refreshing about obstacles is that there’s always another one up around the curve.

Ryan Holiday: I think with stillness, you have this moment of stillness, maybe it’s early in the morning. You wake up before the kids, you don’t check your email, and you go straight into this project you’ve been working on, or you go for an awesome run or a swim. You just experience, you’re just present, and you’re killing it. It’s just awesome. Then, you pick up your phone and you’ve got to start from scratch.

Ryan Holiday: It’s not only we’re a work in progress, but this state we’re trying to get to is inherently ephemeral. It’s like success. Success isn’t something you have, success is something a bit more elusive, [inaudible] with, but you don’t own it, for sure.

John Jantsch: Yeah, it’s funny, but I think you’re, in some ways, the work that you’re doing is helping people redefine how they even talk about success, or think about success.

John Jantsch: I read between the lines, that you’re writing that success in a lot of ways, is realizing that you can’t control everything, and you need to trust yourself enough to know that you’re hopefully doing what you’re supposed to be doing, but that you need to let go of trying to control every aspect of how it’s going to get done. I think when we come to that ability to have some level of letting go, to me, that’s like stage one, or the starting gate for success.

Ryan Holiday: Yeah, totally. What I try to do a lot of work on in my own life, and when people ask me for advice about it, I talk to them about this, too. Particularly in something as unpredictable as the book world, which you know very well. You have to find a way to root your idea of what success is, as much as possible in the parts of the process you control.

Ryan Holiday: So, we’re talking here. My book comes out tomorrow. I feel … I’m not at 100%, I don’t think it’s possible to get to 100%. I feel like 90% of the success of the project, I’ve already gotten all of that. It came from enjoying the writing, it came from expressing what I wanted to say. It comes from knowing I put as much of myself into it as possible, that I grew in the process, that I didn’t cut corners. That I got even the opportunity to do it, so on and so forth.

Ryan Holiday: Look, if it sells zero copies tomorrow, or if it sells 10 million copies, obviously that’s going to have some impact on how I feel, but I’m not going to live and die by it. If I woke up tomorrow, and this happened two books ago. I went out for a run with a friend, and while I was running my phone blew up. I got a bunch of text and emails that it had been positively reviewed in the New York Times, which I had no idea was coming. It was really wonderful that had almost no impact on me. I don’t feel like, this isn’t a weird humble brag. I had already knew that I had done what I was best capable of doing. If the review had been negative, I don’t think it would have rocked me. Had the review not happened, I wouldn’t have missed it. The fact that it was positive was just like, oh, that’s a wonderful surprise rather than, oh my God, I hope this comes back. Please come back good, please come back good.

Ryan Holiday: You’re trying to set yourself up in a position where you’re as invulnerable as possible, to things that are outside of your control.

John Jantsch: What’s interesting is, and I could find the [Seneca] quote, here. “When no noise reaches you, when no word shakes you out of your self, whether it be flattery or a threat, or merely an empty sound buzzing about you, with unmeaning din.”

John Jantsch: I think what a lot of us miss this idea that, you have to stay … Not just worry about the things that you see as a threat, but also forget about the things that you see as flattery. Don’t judge either of those as right or wrong.

Ryan Holiday: Yeah. Marcus [inaudible] talks, he says one of my favorite lines from him. He says, “To accept it without arrogance, and to let it go with indifference.”

Ryan Holiday: So, you shrug off the bad stuff, and you shrug off the good stuff, too. I just love the idea that Bob Dylan didn’t go accept his Nobel Prize, he was too busy working. You know what I mean? I love that. That’s a whole other level, and I have no idea … I’m very sure that if I was ever given a Nobel Prize, I would accept it, but I respect the amount of confidence, and stillness, and just focus on the craft that it must take to be like, “I don’t want to go to Sweden. I’m busy.”

John Jantsch: That may have just been him being on brand, too, but yeah.

Ryan Holiday: Sure, sure, sure, sure.

John Jantsch: I want to remind you that this episode is brought to you by Klaviyo. Klaviyo helps you build meaningful customer relationships by listening and understanding queues from your customers. This allows you to easily turn that information into valuable marketing messages. There’s powerful segmentation, email auto responders that are ready to go, great reporting. If you want to learn a bit about the secret to building customer relationships, they’ve got a really fun series called, Klaviyo’s Beyond Black Friday. It’s a docuseries, a lot of fun, quick lessons. Just head on over to Klaviyo.com/BeyondBF, Beyond Black Friday.

John Jantsch: So, you quote 500000 year old text and writers. I’m wondering if there’s some contemporary writers that you think are getting this right, right now?

Ryan Holiday: I think Cal Newport is one of the great, non-fiction self-help writers of our time. I think Mark Manson, another friend of mine, really great. [inaudible] people out there that are touching on it. How do you minimize your exposure to things that disrupt your stillness? How do you make sure that you’re caring about only the things that matter?

Ryan Holiday: When Mark Manson talks about the subtle art of not giving an F, he means don’t care about the things that you don’t need to care about, so you can care more deeply about the things that you should care about.

Ryan Holiday: Yeah, I think there’s lots of great writers out there that are touching on it. I think that’s what’s so wonderful about this topic is that we’ve been struggling with it a really long time. There’s lots of insights and wisdom about it.

John Jantsch: Yeah. You quote Robert Green quite often. I would throw him in that category I suppose, huh?

Ryan Holiday: Of course, yeah! Robert Green is, I think, probably the greatest writer, non-fiction writer of our time. I think he’s just spectacular. He talks about … In Mastery, he talks about just how transformative it is, mentally, spiritually and physically, to just fall in love with just every aspect of what you’re doing, and to so deeply love that process.

John Jantsch: Yeah. I think there’s a lot of people that preach this idea, you’ve got to find what you love. Then, that’ll be your purpose. I think it throws aside the idea that, get good at something, and you’re probably going to love it.

Ryan Holiday: Yes! Yeah, of course. If you’re not good at it, it’s hard to love it. Yeah, of course.

John Jantsch: All right, a big part of your work, and certainly it shows up in Stillness, is this idea of letting go. I think that, no matter how many times … I talk to a lot of entrepreneurs. No matter how many times they hear that, I say that, it still seems to be one of the hardest things to do.

John Jantsch: First off, why is that, and how do we do it?

Ryan Holiday: Well, it’s really hard because what made you who you are is that you care. You become a champion, or you become a successful entrepreneur, or you become a leader because you always want to get better, and you’re not satisfied with the status quo.

Ryan Holiday: Obviously, I think that’s better than not caring at all. There are plenty of people that are like, “I want to be successful.” It’s like, do you really? Because it doesn’t seem like you’re putting in the effort or the commitment. It’s just realizing that on the other side of that gift, is a consequence. That consequence is it makes it very hard for you to accept when you don’t have control over things. It makes it very hard for you to enjoy what you’re doing, as you’re doing it. It makes it hard for you to ever feel satisfied.

Ryan Holiday: I think you just … Every virtue has to be balanced out, just like every vice. I think what we’re talking about is how to do you take some of your natural inclinations and make sure that you them on a leash, rather than the other way around.

John Jantsch: One of the things you talk about a lot is this idea of staying in wonder, and having wonder still for many of the things you’re doing. As you start a business particularly, a lot of things become un-wonderful over time, because they’re routine, or because you just don’t like doing them. What do you do to stay in that state of wonder?

Ryan Holiday: One of the things I always just remind myself is how absurd existence is. We’re these monkey spinning around on a rock in space. How lucky we are to be where we are, how lucky we are to be here right now. As scary and bad as things might seem, I’d much rather be alive now than 100 years ago, or 1000 years ago.

Ryan Holiday: I always go, this is so frustrating, this is so annoying, but it’s so much better and so much unbelievably better than what many people could have ever even imagined. I would be an idiot to take this too seriously. That’s something I do.

Ryan Holiday: The other thing is just make sure you’re not … I remember early on in my career, I was working in Hollywood. I realized that I had not seen outside during the daytime during the week for months. I would leave my apartment early, and I would get to work right as it was starting to get light. Then, I’d go, I’d be leaving the office after dark. It’s just crazy! That’s just not a healthy way to live.

Ryan Holiday: It might seem irresponsible to say, you know what? I’m going to go outside for an hour and read a book on this picnic table, or I’m going to go for a walk. Or, you know what? I’m working from home tomorrow, and I’m going to do it at a café, where I sit out on the porch. That might seem irresponsible, but if it’s about preventing burnout, it might be the very … Think about athletes. They’re the most driving, ambitious people in their field. They don’t practice on Monday if they played on Sunday, because that’s how you get hurt. The coaches know you have to have rest days because the muscles will snap. The mind is a muscle like any other, and you’ve got to be giving it rest.

John Jantsch: I know the Stoics wrote about this, and I’ve, as you know, have embarked on a workout where I’m really curating a lot of the work from a body of literature a lot of people call The Transcendentalists. Thoreau being in that, Emerson being in that.

John Jantsch: For them, nature was such a perfect example of how to live, and how to stay in wonder. That, to me … I happen to be sitting in the Rocky Mountains right at the moment, and have pine trees out my back and out my front. For me, going and sitting under one of those is the most refreshing thing I can do.

Ryan Holiday: Yeah. There’s even a term for that, they call it forest bathing. You’re just bathing in the forest. If you’re not doing that, I think you’re accumulating a lot of gunk, and goo, and nasty stuff. You’ve just got to go out and wash yourself in nature from time to time.

Ryan Holiday: In Austin, there’s a pool close to my house, at a gym that I like. There’s two outdoor pools that are spring-fed, right along the river.

John Jantsch: Is that Barton Springs?

Ryan Holiday: Barton Springs and [Deep Eddy 00:21:01]. It takes longer, it’s more expensive. Sometimes I’ve got to wait for a lane. Every time I do it, I’m just so glad that I did it. I feel like it roots me in something in a way that a chlorine filled pool in a windowless room just does not do.

John Jantsch: So, you write about this, the Stoics wrote about this. I think there’s lots of contemporary literature that suggests this is a good practice, and that is the practice of solitude, or seeking some level of solitude.

John Jantsch: Why are we so deathly afraid of that? The worst punishment you can give somebody in prison is to put them in solitary confinement. I mean, on top of that being … Obviously, we’re talking about that being a positive thing, but why, as humans, are we so frightened by it?

Ryan Holiday: Look, I certainly wouldn’t want to spend 60 days in solitude.

Ryan Holiday: I think one of the big reasons is that, going off to a cabin in the woods to think doesn’t sound like work. Sitting at your computer at an office, where you’re actually just reading ESPN, and checking your Fantasy scores, that looks like work. A lot of people … If I walk into your office and you’re not there, I go, “Where’s John? He’s supposed to be working, he has a book deadline.” If I came into your office, and it looked like you were sitting there, but I couldn’t see what was on your computer, you’re actually watching YouTube videos, I’d be like, “That guy’s hard at work.”

Ryan Holiday: I think a lot of this is just the logistics and the appearances of how our modern world is set up. Even Silicon Valley had the idea that everyone should work in one large room, where they don’t have any doors. It’s like, have you ever met a human being? This is not how people thrive. People … What does every kid want? They want their own room. They want their own space where they can think, and reflect, and have quiet time. For whatever reasons, in terms of workplace culture, and society, we have just obliterated that. Then, we wonder why people are frantic, and nervous, and stressed, and overworked.

John Jantsch: I believe all human, living things are connected in whatever soup pot you want to call it. You’re right, we are one big collective organism engaged in one endless project together. We are one, we are the same. Still, too often, we forget it, and we forget ourselves in the process.

John Jantsch: How do you come to terms with this idea of us being all connected?

Ryan Holiday: Yeah, this is a really important stoic idea. They talk about this idea of [sympathea 00:23:44]. The stoics talk about the idea that we’re this large organism, that we’re made for each other, that the common good is the thing that matters. So many people, they’re not starting a business to make the world a better place, they’re starting a business because they want to get rich, or they want to get famous, or they want to get powerful. I talk to authors and they’re like, “Oh, I’m writing a book.” I go, oh, why? They’re like, “I want to be a best seller.” It’s like, aw, man, that’s such a crappy reason to do anything.

Ryan Holiday: The reason you should write a book is because you have something that you feel needs to be said that would help other people. The reason to make a business is because you feel like there’s a need that deserves to be met, and that would improve the world if it was met.

Ryan Holiday: I think it’s just like, when you’re selfish, it seems like a good strategy, but it’s a short-term strategy. Eventually, you burnout, or you overreach, or you become alienated from the people that you’re serving. You’ve got to figure out how to make this about more than just you, if you want to be happy and you want to thrive. At least, that’s my take.

John Jantsch: Yeah, absolutely.

John Jantsch: Speaking with Ryan Holiday. Out October 1st, 2019, everywhere that books are sold, Stillness is the Key. Ryan, you want to tell anybody where they might find out more about your work, and you?

Ryan Holiday: Yeah. The book’s available everywhere. You can go to RyanHoliday.net, or @RyanHoliday.

Ryan Holiday: Then, if you’re interested in stoicism at all, or that idea of a page a day thing, we have a website called Daily Stoic. It sends you one email about stoic philosophy every single day. It’s my favorite thing to write. I think I’m on the fourth year of it now, it’s been just an awesome experience.

John Jantsch: It sounds like a lot of work, but you have built a heck of a community and following. Obviously, it’s reflected in the depth of your work, but also in the depth of your following. Go on you, Ryan.

John Jantsch: Thanks again for stopping by the Duct Tape Marketing podcast, and hopefully we’ll run into you soon, out there on the road.

Ryan Holiday: Yeah. Thanks for having me.

Finding Stillness in the Modern World

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Finding Stillness in the Modern World written by John Jantsch read more at Duct Tape Marketing

Marketing Podcast with Ryan Holiday
Podcast Transcript

On today’s episode of the Duct Tape Marketing Podcast, I sit down with writer and media strategist Ryan Holiday. Holiday is the author of 10 books, including The Obstacle is the Way, Ego is the Enemy, and his latest, Stillness is the Key.

Holiday’s writing is grounded in Stoic philosophy, and he is considered one of his generation’s foremost thinkers and writers on ancient philosophy and its place in everyday life.

His writing has also been featured in the New York Times, USA Today, Entrepreneur, Fast Company, The Huffington Post, and other major publications.

In this episode, we discuss his latest book, why it’s so difficult to find stillness in today’s tech-obsessed, constantly on-the-go world, and how to push past it all to find stillness and wonder in your daily life.

Questions I ask Ryan Holiday:

  • How would you define stoicism?
  • What does success look like, when you’re living by the ideals of stoicism?
  • Which contemporary writers who are discussing stillness do you admire?

What you’ll learn if you give a listen:

  • Why finding stillness or banishing ego is not a one-time thing.
  • Why letting go is so hard, and how to do it.
  • How to maintain a state of wonder.

Key takeaways from the episode and more about Ryan Holiday:

Like this show? Click on over and give us a review on iTunes, please!

Klaviyo logo

This episode of the Duct Tape Marketing Podcast is brought to you by Klaviyo. If you’re looking to grow your business there is only one way: by building real, quality customer relationships. That’s where Klaviyo comes in.

Klaviyo helps you build meaningful relationships by listening and understanding cues from your customers, allowing you to easily turn that information into valuable marketing messages.

What’s their secret? Tune into Klaviyo’s Beyond Black Friday docu-series to find out and unlock marketing strategies you can use to keep momentum going year-round. Just head on over to klaviyo.com/beyondbf.

Communicating Purpose Can Create a Boom in Business


Unskippable Podcast – The Self-Reliant Entrepreneur

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Unskippable Podcast – The Self-Reliant Entrepreneur written by John Jantsch read more at Duct Tape Marketing

John Jantsch is a marketing expert and the author of six books. His latest, The Self-Reliant Entrepreneur, is due out later in October 2019 and is a departure from his other works. While he’s focused on sharing his marketing expertise in the past, this book is about leading entrepreneurs on a journey of self-discovery and reflection.

On this episode of Jim Kukral’s Unskippable podcast, Jantsch discusses The Self-Reliant Entrepreneur and talks about what he hopes fellow entrepreneurs will get from their reading experience.

Check it out – Unskippable Podcast episode with John Jantsch

Misconceptions About CMO Duties And How A Fractional CMO Can Help Maximize Results

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Laying The Foundation For Your New CMO 
So you have decided to hire an interim or part-time CMO. What are the next steps for your business and how will your new interim CMO fit in the picture? It is important to understand how an interim CMO can help your business and marketing. Having a clear

Misconceptions About COO Duties And How A Fractional COO Can Maximize Your Operations

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Starting With Your New Remote Chief Operating Officer
So you have decided to hire an interim or part-time Chief Operations Officer. What are the next steps for your organization and how will your new interim COO fit in with your team? It is important to understand how a Fractional COO can improve yo

Transcript of How to Focus on High-Value Work

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Transcript of How to Focus on High-Value Work written by John Jantsch read more at Duct Tape Marketing

Back to Podcast

Transcript

John Jantsch: Hello and welcome to another episode of the Duct Tape Marketing podcast. This is John Jantsch and my guest today is David Finkel. He’s the founder and CEO of Maui Mastermind, and he’s also the author of a book we’re going to talk about today. The Freedom Formula: How to Succeed in Business Without Sacrificing Your Family, Health, or Life. So welcome David.

David Finkel: Oh John, a pleasure to be back here on the show.

John Jantsch: So there’s been a lot of work lately that I’ve covered, that a lot of authors who have covered, about this idea that that clearly working harder and longer isn’t the answer. Is that a way to maybe sum up the thesis behind the freedom formula?

David Finkel: It sure is, and I’ll give a different metaphor for it. I think we operate in the world in two different economies. There’s one economy, we call it the time and effort economy, and in a time and effort economy, we think we’re getting paid for hours, effort, and attitude, right? If it was a Hollywood movie, we would probably choose Rocky as its poster child. And we say, “Well, hey, he became heavyweight champion.” And I would just say to somebody who’s thinking about that, number one, that was Hollywood in the 1970s, but number two, there’s got to be a better way to succeed in business, whether it’s your own company, or you’re key executive somewhere else, than just absorbing hours and hours and hours of punishing time and commitment for a career to have that.

David Finkel: So then there’s the other economy that operates behind the scenes. We call this the value economy, and in the value economy we’re getting paid for results. And everyone says, “Oh, I get this.” It becomes almost a cliche in our culture that I should work smart, not hard. But the reality is most people don’t know how to operationalize that, how to actually do that in the face of 100 plus emails a day, probably four different app feeds, text feeds and other things that they’re dealing with. The world has just changed. I mean, it’s so easy to work from anywhere at any time, and the expectations around that have been such that we haven’t updated the way that we design how we run our day, week, quarter, and company to accommodate that so that we actually behave in the value economy. Because most people … Most people say, “Of course I should be in the value economy.” But we don’t realize how we ourselves live in the time and effort economy, or even worse, we push our staff to subtly behave in that time and effort way.

John Jantsch: Yeah. And I think it certainly, as I listened to you, and I know we’re going to unpack this, it really has to be an intentional thing too because, man, there are a lot of time stealers out there that, as you said, it sort of can unconsciously … The day goes by and you, you come home, and my spouse asks me, “So what happened good today?” Well, I don’t know, but I sure was busy. I think that that’s a trap, isn’t it?

David Finkel: It absolutely is. It’s funny. So in chapter two of the book, we have this quiz in there for the 10 time stealers. We had done this originally about four years ago at a large conference we had, we had business owners and key executives answer. On average, these 10 things were taking up 18 hours or more of their week. 900 hours of their work life every year was going to things that were creating almost no value for their company. When they added up those hours each week, and I had to multiply that by 48 assuming they were taking four weeks off, they were floored. Here’s what became even worse, John, when I said, “Okay, now do you think your staff [inaudible] as well, or better than you, or the same?” Most people said about the same or worse, which means it’s not just their 900 hours, but the 900 hours of their five people on their leadership team each. And they were horrified when they did the math on that,

John Jantsch: We only have so many days, or I’m sorry, so much time. Well, I guess we have so many days, but we only have so much time in the day. And so I’ve been a big proponent of this idea of focusing on your highest pay-off work if you’ve only got so many hours a day. But how do you advise people … Because I know you agree with that idea, but how do you advise people to figure out what is their highest pay-off work?

David Finkel: Yeah. The first step is to actually do that in writing. And so, I mean, I guess I’ve made a career out of not just telling people what to do, but being that anal retentive person that’s always said, “Well, here’s mechanically how you go about doing it.” So we’ve created what we call the time value matrix. This idea that Pareto’s principle just doesn’t go far enough. The 80/20 rule is phenomenal, 20% of what I do gives me 80% of the result, but I need to take that further. Well, then what’s 20% of the 20% going to get me? And we call that 20% of the 20% B time, and then 20% of that 20% of the 20% is A time.

David Finkel: So as we look through and we play this through, there are 4% items that we do, we call this the sweet spot things, that generate huge valleys, 60, 65% of the value for the week. And there’s a magic 1%, if you actually work the math, it’s 0.8%, but we round it up that creates half the value. So I start by asking, “Well, what is it on the payroll that just I’m there to do?” And so I gave an example from the book for my company, so I run a business coaching company. So the three things that I do that create the highest value, number one, are large scale promotional places where I can be a spokesperson for the company to bring in large numbers of people, and that could be from a interviews like this, that could be from the syndicated column I do for ink.com, that could be from a keynote at a large industry conference of our target market. That’s one thing that I do that creates tremendous value.

David Finkel: Another thing that I do that creates tremendous value would be developing my leadership team and managing them for accountability. So those are just some quick examples. What I know doesn’t create lots of value are doing things, like for me directly, any more coaching. I’ve got a great coaching staff that does that coaching. For me, that’s what I would call C time. It’s valuable. I can bill for it at a fairly high rate, but it’s limited for what I do. And, I’ll give the example with an attorney, most attorneys think, “Oh, what am I on the payroll to do? To produce law services.” Well, actually that’s just billable work.

David Finkel: Billable work is never more than that that 20% time value. We call that C time. But perhaps if I could focus on what can I do that brings in lots more work in the business, or like one of the law firms I talk about in the book, there’s this guy Marvin who runs a successful boutique law firm, and for him, making decisions about where he should set his fee structure, which he had been so busy doing actual legal work that he had never done before, and really thought about, looked at what his competitors do and he’s like, “Well, hey, I charge 600 an hour for my time. I’m at the high end.” I challenged him, I said, “Marvin, but your paralegals and your legal secretaries you’re billing 30, 40, 50% below your competitors.” And when we looked at that, it took him about two hours to make the decision, get the information, make the decision, John.

David Finkel: With that one decision there, he probably made a quarter of a million dollars more profit just by increasing his mid-level pricing for his paralegals and legal secretaries. And his clients were thrilled with it because more of the work was now incentivized to staff down so that rather than paying him 600, I could pay one of his six legal secretaries or paralegals that he worked with and I could do that at 195 and he just now had more capacity to get more work out the door, and he was more incentivized to do that because he made a fairly good spread on their work. So that’s an example of this value economy, about how do I identify in writing, and it’s almost never … My highest value work is almost never the production of my main product or service. That’s almost never the highest value of my timescale.

John Jantsch: Yeah. And I think … I work with a lot of smaller organizations and the founder typically sells the work, does a lot of the work is seen as the mentor for the client a lot of times. And even when they start adding staff, I think it’s really hard for them to let go of that work, but I think they really … I think they, in some, ways devalue their relationship or their ability to advise a client, because the client sees them not only … Like in my world, not only as the marketing strategist, but also as the person that fixes their blog post. And if you’re doing both of those, regardless of what you’re charging for it, you’re probably devaluing how your clients sees what you bring to them.

David Finkel: That’s a great point you make.

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John Jantsch: So one of the things that I … I was working with an organization on kind of marketing strategy and a lot of times we have quarterly planning sessions to try and say, “Okay, what’s next?” And invariably you get the team together and 19 objectives come out of that meeting because you know, everybody’s got their thing, and I know you’re a big proponent of the idea that you can only have a couple. So how do we get people to think in terms of fewer better?

David Finkel: Absolutely. I’ll go back to that example of those 19 different things that you have. What this becomes like, the analogy I’ll share is I start all these home improvement projects in my house, but I finish none of them. So not only does it absorb my time, but it’s made a mess of the house and nothing is actually better from it. Instead, what we would tell a client, and what the freedom formula chapter three goes into, is this idea of how can I turn my plan for every quarter into a one page plan of action, with no more than three focus areas for the discretionary time? Three top priorities max. It’s okay to even have one or two. And by defining these out, “Hey, for this focus area this quarter, here’s what I call my criteria of success for it. And then now I’m going to create my action steps in milestones.”

David Finkel: What it does, John, is it gives me a visual tool to hold myself and the rest of my team accountable to be focusing our best resources of time and attention on those fewer things that make a bigger difference. One of the things I would almost always tell some to look at is, well, what’s the single biggest limiting factor in your business or in your department right now that you’re dealing with? The one constraint more than anything else that holds you back from the results that you want? And some people might say, “Oh, I need more leads coming in the door.” Others might say, “I need more operational capacity.” Some people might say, “There’s a certain key hire I don’t have.” Great. Well that quarter, one of your top three focus areas is going to be solving, or at least making better, pushing back, that one limiting factor.

David Finkel: Then on that same subject there, people say, “Well, I have an action plan.” And I say, “Oh, great, show it to me.” Oh, it’s not in writing. Okay, well then you don’t have an action plan. And then those that show me the action plan, John, invariably it’s like seven or 17 pages long. And I laugh. I ask one question that really puts it into a new light. How often do you look at this action plan? And they look at me and go … Yeah, they don’t. They don’t. Once a year. So one page plan you can keep right there by the side of your desk, pull it out each week to look at what do I need to get done from this plan this week? And it just changes everything. It’s so easy. So simple. One page.

John Jantsch: So in your previous work, and you’ve been on my show before when we’ve talked about some of your previous works, it’s been very leader or founder-focused. And in this book you really go into the fact that systems and team and culture and all those things … And building leaders in internally are all the things that are, that are really going to set you free. I mean, ultimately if you’re going to go beyond where you are today. So I guess kind of paint the picture. What’s the freedom formula when it comes to involving the team?

David Finkel: That’s right. So the common denominator we heard from a lot of people who read earlier books that I’d written was, this is fantastic, but … And here came the common but. But I wish you had something for my staff, but I wish you had something that applied to me. I’m not the owner, I run the department, or I manage a team of six people. And that really stayed with me for a while, even though our core business is working with owners of small and mid cap companies. I finally sat myself down, it took probably almost two years to write this book, which is much longer than it typically takes me to write a book, and found a way to find a voice to to say, “Hey, this is the book, not just for the owner but for key executives.” And matter of fact, some of the people that I worked with to do this book, to validate the ideas, were fortune 50 companies.

David Finkel: I started working with some of the VPs and executive VPS and division leaders for various large name brand companies. I can’t mention names because part of that was signing nondisclosures on that, but it was really interesting to me to watch. I’d seen this work for companies of 100,000, a million, 10 million, 100 million, but I hadn’t had the opportunity prior to this project to be working with companies that were in the 10, 50, 100 billion dollar companies. It was really fun to do.

David Finkel: Also what struck me about this was the same challenges that we’re dealing with at $1 million or $10 million or $100,000 or $50 million, they’re still dealing with when you just add the word billion versus million. It’s the same stuff that they’re dealing with. How do I balance work with life? How do I get my team and myself to focus my best time on those things that matter most in the face of all these other demands, in the face of my own desire to have control, in the face of conflicting priorities and messages that I’m hearing. How do I do this practically behaviorally, in the marketplace? What do I need to do first? What I need to do second? And that’s why I wrote the book. And so this book would be for anyone, whether they’re the owner, self-employed professional, an executive, or someone who aspires to be.

John Jantsch: One of the sections, and I think it’s in the team accelerators, or the accelerators under the team, and it’s become a pretty popular topic of late, I think, is this idea that that really leadership today or raising your team up is about coaching more than maybe the traditional leadership models. So you want to unpack what coaching looks like if I’m a department head?

David Finkel: Yeah, absolutely. So, I mean, I come from a background that all the companies that I’ve owned for the last 25 years have been coaching companies. We’ve coached 50,000 or more people over that time for all the various companies. So we’ve learned something about coaching. The difference is that most people think about, “I’m going to manage.” Well, when I manage, I’m looking to work with somebody to make sure I organize, coordinate to get a certain result. When I’m coaching though, I’m developing a team so that not only do I get a result that moment, but I’m going to be increasing our capability to get more results, more autonomously over time. So, for example, one of the key coaching responsibilities I have is to ask myself, “Am I coaching this person for development, or am I coaching this person for a result?”

David Finkel: Let’s say I’m working with Joe, I might say Joe’s not one of the people that I’m looking to grow. So I’m going to coach him for the result. But Sheila, you know what? I’m coaching her for development, which means I’m not going to tell Sheila what to do. I’m going to ask her more questions that are open-ended. I’m going to follow back up with Sheila and challenge her thinking, helping her get to the conclusion, versus if I have a team member who’s been with me for awhile but really is never going to be capable or shown the interest of growing, I’m going to be more directive with him or her. Hey, this is how I want you to do it. Versus with Sheila, I’m going to help her get to the right answer so that next year she is more capable of solving all of those same challenges without me having to be there, and now I can work with her on the next level of development.

John Jantsch: I think it’s a like parenting, isn’t it, David? That you can tell a kid, “Here, go do that.” Or you can let them make decisions for themselves and let them figure things out on their own, and sure that’s going to take more time, but we all know the investment’s worth it, isn’t it?

David Finkel: That’s right. And so just me as positing as a leader, just saying, “Am I coaching this person for development, or am I coaching this person for the immediate result?” Helps me. And here’s one more simple one that helps me, John. I ask, “Where is this person on this function, on the spectrum of scale of capability.” If one to 10 says 10 is they know it cold, they could do this in their sleep, and a one if they’ve never seen this challenge, this responsibility, just by pausing and asking where they stand on a one to 10 changes how I lead them. If there’re two or three, I deal with them very differently than if they’re an eight, nine or a 10. Yet most of us never pause to ask that question, and as a result, some of our staff feel we micromanage, and other of our staff feel like we don’t give them enough support, we just advocate. And we can easily solve that.

John Jantsch: Yeah. And I think one of the things that should give some incentive to leaders who micromanage is that people just get used to it, and then they expect it. So then they don’t initiate, they wait for you to tell them what to do and give them the answers. And boy, if you can let go of that, all of a sudden, you’re going to bring a lot of innovation into your organization.

David Finkel: Absolutely. And that’s why they’re working 70, 80 hours, because they’re doing their job in the midst of doing three other people’s jobs at the same time.

John Jantsch: Yeah. Yeah. So another big accelerator is a positive culture. I mean, if we’re going to call a book succeed in business without sacrificing your family, health, and life, I mean, there’s certainly an aspect of culture just in that statement. So how does culture really play into your formula? Well, I know how it plays into your formula, but how does somebody use it as a positive driver?

David Finkel: Yeah. Well, we take it just in the context of this idea that we’re going to build a company where we don’t value people who just look busy or who are responsive, but we’re looking to value and reward and to give attention to people who truly do create value [inaudible] push the organization towards its goals. So one of the cultural aspects that I encourage them to do in the book is to actually have an honest conversation about this and run a 60 day experiment. And for 60 days you’re going to take a look at what are the boundaries and the ground rules? Where should people be responsive and where should people be able to put some boundaries? If Tim is going to be running a meeting with your three best programmers, shouldn’t he be able to have all those people turn off their email? Shouldn’t he be able to have all those people turn off their phones for that two hour meeting without other people saying, “Oh my gosh, you let us down by not being responsive.” Well, our culture is there.

David Finkel: How about our culture at nights and on weekends? One of the things we talk in the book is about take the needle out of the haystack. Well, a lot of people are connected to their phone because they’re afraid of missing that one email out of 1,000 or 5,000, and so they’ll literally give up their entire quality of life so they don’t miss that one email. Let’s be smarter than that. Let’s ask ourselves, “What’s a better mechanism to deliver that one out of 1,000 message that really is mission critical and needs to be addressed in the evening or on the weekend?” But outside of that, that gives me back my life, and because of that we’ll retain our staff longer, their families won’t resent them and their company, and will get more of their whole hearted buy-in for them because they can have a life and not have to sacrifice everything.

John Jantsch: Visiting with David Finkel, author of The Freedom Formula. David, one thing I know about you is you are a systems and process and tools kind of guy, and so everything we’ve been talking about, I know you have built into a toolkit that comes with the Freedom Formula, so you want to tell people where they can find out more about the book, and especially about this toolkit?

David Finkel: Yeah, absolutely. So they can go to freedomtoolkit.com, and while they’re there, not only can they can find links to go ahead and get a copy of the book at freedomtoolkit.com, but once they’ve gotten the book they should register it and as a free value add, there’s all kinds of PDF and video-based tools. For example, there’s a 90 day quick-start program that guides you and your staff through the book over the course of 90 days, where it gives you one page every month that you’ll go through with your team for a meeting to run about that particular section of the book. You get a copy for each of your staff, you follow it that way through. You can download the PDF, the rest of it. I think your listeners will really enjoy that. Just at freedomtoolkit.com

John Jantsch: Absolutely. It is, I mean, invaluable. Not only the book and what the book teaches, but just having those templates and those forms really can help you get started. So David, it was great catching up with you again. In fact, I was just out in your part of the world, I did a little backpacking trip through Yellowstone. So I probably flew right over you on the way up there.

David Finkel: Thank you for having me on here, John. I had a really good time here. I appreciate it.

John Jantsch: Well, hopefully we’ll catch up with you again sometime soon on the road. Take care.

How to Focus on High-Value Work

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How to Focus on High-Value Work written by John Jantsch read more at Duct Tape Marketing

Marketing Podcast with David Finkel
Podcast Transcript

Today on the Duct Tape Marketing Podcast, I speak with business coach and author David Finkel. He is the founder of Maui Mastermind and the author of several books, including his latest, The Freedom Formula: How to Succeed in Business Without Sacrificing Your Family, Health, or Life.

Through his work with Maui Mastermind, Finkel has coached over 100,000 clients, helping them to buy, build, and sell billions of dollars of business assets.

He is the author of 11 business and financial books, which have become Wall Street Journal and Business Week bestsellers. He’s also written for over 6,500 publications across the United States.

In this episode, we discuss his latest book, The Freedom Formula, and touch upon how leaders can move away from busy, time-stealing tasks and help guide themselves and their team towards their highest-value work.

Questions I ask David Finkel:

  • How do we avoid falling into the trap of time-stealing activities?
  • How do you identify your highest payoff work?
  • What is the freedom formula when it comes to involving your entire team?

What you’ll learn if you give a listen:

  • The difference between the time and effort economy versus the value economy.
  • Why focusing on fewer objectives is actually better.
  • How to coach your promising team members for development.

Key takeaways from the episode and more about David Finkel

Like this show? Click on over and give us a review on iTunes, please!

This episode of the Duct Tape Marketing Podcast is brought to you by Intercom. Intercom is the only business messenger that starts with real-time chat, then keeps growing your business with conversational bots and guided product tours.

Intercom’s mission is to help you provide simple, quick, and friendly service for your customers. When you can give your customers the one thing they’re looking for, you’ll generate amazing results for your business.

Want to learn more and take advantage of a 14-day free trial? Just go to intercom.com/podcast.

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