Reduce Stress, Save Time, and Improve Quality With This Easy to Replicate Process to Create Standard Operating Procedures for Your Digital Business

Eric Dingler: Welcome. In this episode, I want to help you get your head around what it takes to get organized with standard operating procedures so you can delegate like a pro. Improve the quality and consistency of your work. Reduce stress and save yourself hours of time every month. Welcome to the Digital Nomad Entrepreneur podcast. I’m here today to help people who want to live and work from anywhere in the world as their own boss. Cut through the fluff and false narrative created by wannabe social media influencers who think 1200 dollars a month is all you need to support a family and position yourself for a comfortable retirement one day. This isn’t a podcast about living your best today and not caring about or worrying about the future. No. This is where we talk about how do you build a business and scale that business so it provides for you today, next week, and throughout the rest of your life. Welcome to Episode 15. My name is Eric. I am a full time digital nomad, traveling around the world with my wife and four children. We’re currently in Costa Rica and I am bringing this as a five part series and my podcast where I’m talking about I’m breaking down over these five episodes, starting episode 11, the five different core business processes that you have to have in place for your business to run and scale. I don’t care what kind of business business it is you’re going to have that the these five business processes now in these areas, in these processes, there are a lot that go into each of these lots of moving parts. I’m hitting on kind of the the core or what I consider to be a core element to all of these. Now, the five business process is real quick, if you haven’t been listening since episode 11. Just so you know, I unpack all of this at a a 30,000 foot view. The five business processes that help you go through the six stages of business. I cover those in episode three. In this episode, though, I’m going to talk about the fifth and final process of project management. Now the five business processes are starting with leadership. Your leadership is the capacity of your business. Your business can outgrow your leadership abilities, and leadership doesn’t happen when you hire someone. Leadership is what you do, even lead yourself. So if you’re a solopreneur and you have terrible work life balance, if if you have terrible productivity, if you have terrible willpower to work on the right things those are leadership issues. You would never tolerate some of those things in your team, yet you tolerate them in yourself. That’s a leadership issue. And maybe it maybe you do have a team, maybe you keep having to hire people and they don’t last that long and you have high turnover. That’s a leadership issue. Maybe you’ve tried to hire in the past and it hasn’t gone well. That’s a leadership issue. So that’s why in every episode I talk about at least one leadership nugget, one leadership tip of the week, and that’s coming up here in just a few more minutes. Now, the second area of business, the second process is the second department of your business. However you want to classify this is lead generation. Every dollar you’re ever going to make is going to start as a lead. And so you have to have a way to generate new leads and then nurture them and that lead them to the third business process, the third systems that you need to have, and that is lead conversion. Henry Ford said nothing happens until somebody sells something well. You nurture leads and grow them to the point where they become a customer and then you want to maximize the wallet. Share and get is the best deal you can for them, the best pricing you can from them. And there’s a lot that goes into lead conversion. And then we move into collecting and managing money. You’ve got to have a plan for your money. You’ve got to have the your your pricing. Right. I spent 2 hours yesterday with somebody doing a one on one. Or we just we walk through the pricing at the end of it and didn’t even take the 2 hours. It was it was really quickly at the front. He he realized that the last half of last year, he very easily left $30,000 on the table that he could of very easily have collected and not done any more work for just his pricing was off. He he didn’t realize how much it was actually costing him to provide the services he was selling. He thought he was charging enough and he was woefully under charging. And so we worked through setting up a a spreadsheet that helped him have these light bulb moments and get his pricing in order. So collecting and manage money is all about pricing your services. Well, having a budget, having systems in place, there’s a lot to that. But we talked most of that, I believe a foundational part of it. It’s probably a toss up between budgeting and setting. You’re setting your pricing, right. But we definitely in episode 14 talk about pricing today. In episode 15, we’re going to unpack project management. Now for project management very specifically, the thing I want to talk about and I think it’s the thing that connects all of project management. You know, we could talk about what system are you going to use? Are you you know, are you going to use, you know, click up? Are you going to use Monday? You’re going to use Hive, you’re going to use Deb Sotto? Like, you know what? You know what? What’s the tool you’re going to use? But the thing is, tools change, tools come and go. And so you know it. I’m not going to spend a whole lot of time on tools. And one tool that works for one person, is it going to work for another person even if they’re in the same industry? A lot of times tools fit, you know, personality styles and work styles and and even company culture. There’s a lot that goes into that. So it doesn’t matter for project management whether you’re managing projects. You have a project manager arranging product projects, whether you’re doing daily check ins on projects, you know what whatever system you’re using, whatever processes you’re using, whatever projects you’re managing, and who’s ever doing it. One of the things that ties all of it together are your standard operating procedures as ops, and a lot of people make the mistake of putting off developing their standard operating procedures. They get they they there’s this idea that we have that it’s it’s it’s going to take too much time. I’ll do it next time, you know, I’ll develop my ops. But right now I just got to get this done. So it is I don’t have time to put it together. Well, the good news is putting us up together actually doesn’t take that long because the thing is, you’re not trying to create your final product so peas aren’t ever completed. These are something that should be done and set in stone and put in a binder and put up on a shelf somewhere. Like S ops are constantly evolving as as tools change. And you know this, you know, things change up. Your team changes you, you develop better, you know, best practices, you know, as ops can can change. And let me let me just let me put it this way. And 12 months 12 months will have passed. And in 12 months, you can have a robust op, what we call it, we call it a vault. We use that. We just we use Google sheets. And the first sheet is our table of contents. And each of our pieces is organized by I think we have like eight different categories our slopes fall under and you click on it and that that is a link that opens one of the hundreds some sheets in our Google Master Soap vault, if you will. And so we didn’t get there overnight. That wasn’t a project that I sat down and said, okay, this week I’m going to create our SOPs. Now it’s taking time. But in fact we still have several SOPs that that haven’t been developed. My goal is, is one a week. I’m just setting out, trying to develop one a week because again in 12 months, 12 months will have passed. You can either be sitting in the future, you can be sitting and in the future 12 months from now and still not have that sops or you can have several of them done or even a few of them done. Now, why? Why? What’s, what’s? The whole point of having Esso standard operating procedures? Well, it standard operating procedures. It’s what helps ensure consistent quality in your output in your work. It helps you from reinventing the wheel. You know. This time you may send an invoice this way or a quote this way. And the next time you send it another way. And the next time you send it another way. And and each time you do it, you’re coming up with something new and, and things like that. And, um, you know, but, you know, I don’t wanna be tied down to a thing. I don’t like following that. Like, you know, it’s just faster for me to get in there and do that. And the thing is, you’re, you’re spending time creating something. Even if it’s doesn’t take a lot of time, you’re still putting mental energy behind coming up with the way that you’re going to do something. And here’s the thing. Your brain has the capacity to make so many decisions in a day. And if you are constantly making decisions on the how to do something, you’re you’re using up the capacity you have to be creating new ways of doing things new wise. Yeah, of coming up with new ways to do lead gen, you know, to, to expedient, you know, your processes. It’s, it’s amazing to me the mental capacity people waste because they don’t want to create standard operating procedures. Now here, here’s one way to go about this. If you if you’re a business owner and you’re struggling with this, this is a little tip, a little tactic that you might want to try. I’d use it for money. I’m not sure if I’ve talked about it in the podcast yet or not. You know, chances are have or maybe I’ve talked about it during one of our weekly open office hours that I have for people that I do coaching with or one on one coaching. But one of the one of the tactics I use is I will often go and find someplace that’s not my desk to sit down and and come up with a to do list. And when I go, I sit down and I’m like, okay, I’m sitting here at my kitchen table and I’ve got my business owner hat on I’ve got my CEO owner hat, and I’m going to create a to do list of the things that I want my project manager to do. I want my salesperson to do, I want my assistant to do. And these are positions that I don’t have in place yet. Okay? Now I do this when I have even when I have these positions in place. But don’t wait until you have team hired. This works. Even if you’re a solopreneur. Go find some places. Sit down, take a tablet and a pencil or pen and sit down and say, okay, I’m the business owner. If I had an assistant, what would I tell my assistant to do today? If I had a chief operating officer, what would I would I tell them to do that? If I had a salesperson, what would I tell them to do today? So, you know, I, I take that and then I go back at my desk and I sit down and I say, okay, well, I’m the assistant to a business owner. And look here, they just gave me a list of things to do. I’m going to tackle these things. And so maybe you need to do this. Maybe you need to go sit down and say, okay, if I if I had a team that can create standard operating procedures for me, what would I tell them to create a procedure for? Well, what I tell them would be a priority. What are what are the things that we do over and over that we need to create a a written plan for a process that we follow a checklist. So that way we’re not spending mental energy creating the how or remembering what. Wait, how did I do that? Where did I click that? What did I put on that last proposal? What what did I put in the footer of the last invoice? Like, we’re not recreating that. Okay? We know we have it in writing. So what what standard operating procedure which on the right and then go back into your desk and sit down and say, okay, I’ve been given an assignment to do and now I’m going to do it. Just one tactic you might want to try if you’ve been struggling with this, but you’ve got to put these standard operating procedures together. You’re going to you’re going to you’re going to be blown away by the stress that it frees. Then when you do go to hire, or if you do have a team, you’re going to be able to delegate like a pro and you’re going to your team is going to work faster. They’re going to deliver things the way you want it done because you have a standard operating procedure. Now, I have got five tips for you on this. All right. Five tips for you for creating your standard operating procedures. So let’s go ahead and dove down through these. Number one, keep it simple and grow into. All right. Keep it simple and grow into it. You don’t need to go buy a new tool. You don’t need to go invest in software. Are there tools out there? Yes. Is there software out there? Yes. If you have somebody, you can delegate all of this to go do it. Otherwise, keep it very simple. Now, I don’t like for putting are standard operating procedures. I don’t like using a tool. So we we use a project management tool called Hive and we really like Hive. We use it for our support tickets for our clients. We use it for team communication. We keep our team meeting notes in there. Every client has a has a it is a project. Every project has an action card and sub actions. And to do day are to do our due dates and, you know, dependencies if you go to start an action and but another action has to be completed first like it lets you know, like there’s a lot of stuff in it and a lot of steps that we put in there for things and we really, really like it, but it is not our standard operating procedures. The reason we use a Google spreadsheet is because I have, as I’ve looked back over my years in in business, the one tool I’ve probably used the longest is Google. You know, I have been through all kinds of project management tools. I have been through all kinds. This is like I sketch out our marketing automations in in Google and in my Good Notes app and then put it into Google because, you know, I used to use MailChimp and then I use ConvertKit, then I used ActiveCampaign, now I use go high level. I changed tools. I changed tools. And the more of your system that is integrated into these proprietary things, the harder it is to change tools when you want to. So we made the decision not to make every one of our processes an action card in hive. It’s it’s too. I wanted I didn’t want to be married that much to it. Now we do have the processes and there that oftentimes links to one of our Google sheets, one of our standard operating procedures. And that’s fine. So keep it simple. Now, there is some advice out there that one person I heard it from, one person and somebody that I really like his stuff, it’s it’s Mike McCallum which I really like Mike the stuff for profit first and fix this next and different is better and toilet paper entrepreneur or pumpkin plan like I like all of stuff and and and it’s great but that doesn’t mean I agree with everything he says. One of the things that he teaches for standard operating procedures is to just create a video, create a video, and give it to a person and then give them the responsibility that if something changes, they have to recreate the video And I disagree with that. I tried that just because I do so much of what Mike McKellar says, but it just didn’t work for us. There’s too many things that change too fast and in our world that the interfaces, the user experiences with the softwares that we use or or a website that we work from like that that changes so fast that one little thing inside a middle of a video is suddenly done. And then you can use tools like, you know, what is a tango? Or, you know, it takes screenshots as you’re going and creates these documents and all this stuff. And, and that’s fine. And again, but, but it’s still even that became so complex. And I think those things are really good for training new people. But once they’re trained, they don’t need to watch that video every time. But I still want them using our standard operating procedure. So this brings me to point number two, which is make your standard operating procedures bullet point list. So our standard operating procedures are bullet point list. All right. At the very, very top of our standard operating procedures. It says created by and then underneath that, created on and then underneath that, updated by, updated on. So whoever meets the sop was their name and their the date they make it. And then. Any and all changes that somebody might make. Every time you make it, you just replace the updated up by updated on. That’s enough information that we have to go back to if if we need to to to see, you know, who some you know who, who owned it originally and then who made the last bit of changes. Then we’ve got a section that just list out software services and accounts you’re going to need access to. Underneath that is a list of content or information you need before you begin. What is it? What is it you need before you begin to do this? Then we’ve got a section, warnings, cautions or dependencies to confirm, and then we have the core steps. And then under the core steps we have a section, notify the following, slash next steps. And the very last one that’s in there says Reset all checkboxes you see in our SOPs column. A column has checkboxes in it, and every time you click on it it puts an accent it. So as you’re working down to an sop, you click done, clicked on, clicked on. Then if you highlight the entire column and hit the spacebar, that will if there’s any checkboxes without a check mark, it checks them all. And if you hit the spacebar again, it erases all the checkbox and the SOP is now ready for the next person and you can enter link to documents. And in Google you can link to other things that are tools that need to be open and stuff like that. That’s it. That’s how simple we keep it. Now we may add a video for a training. This is the first time you’ve done this. Watch this video just to get a broad overview and then follow the SRP is how we would do it. We don’t go into detail in the video. We it’s just, hey, here’s a first, here’s a first look. This is what you’re going to do. And we’ve kind of got that training video. Then it’s just a bullet point list, because I tell you, there are so many times I just want to I just need to see a reminder. And if I got to go and search through a 15 minute video, I’m not going to do it. I’m not going to do it. So the second point, the second key to making your standard operating procedures useful is just make them very simple bullet point list we used to use, we started using out Google Docs, but there was a it was a very manual process to unset checkbox. And so that’s why we moved over to Google Sheets. So I absolutely love that. All right. Third tip out of five, every soap should be for one person doing one process in one work session, one person doing one process and one work session. Let me give you an example. I own a web design and digital marketing agency. And so one of the things we do is build websites well, we have a process from start to finish for websites, but we’ve broken down our whole process into individual work sessions. Now we’ve documented our process, but that’s not that’s not an sop that somebody follows. Again, we use that as is training, to let people know like here’s kind of our, our operating procedure. This is, this is what we do. We use that to organize our SOPs. But under our web design, we have lots of sops. And so the very first one is spinning up a staging site. And so what happens in our project management software hive, we’ve got you know, let’s let we know we’ve got standard operating procedures, the standard operating procedure that tells our project manager after a client has paid their invoice for a Web site. The next step that happens after that is you create their project and hi, and then there’s an sop for them to follow to create the project. And so they create it. We’ve got a template, we apply to it, and then they go in and they set the due date and that adjust all the other due dates and dependencies and then they go in and add details. They add a project, brief video and different details, links to the copywriting folder, links to, you know, graphics, you know, everything that we’ve got, everything that we’ve assembled to build this website kind of goes into this master project card if. Well and then they they they they they started the clock and that assigns the first thing to ah, a junior web developer. Now this is the site, the copyrighting has been done, the UX UI designer has created the, the website design, the client has approved the design and the entire site has been built out in Figma we design a segment now if you’re listening right now, you’re like, Dude, I don’t think you’re saying I don’t do this. I, my online businesses, I’m a I’m a coach. I am I am a nutritionist, you know, nutrition blogger. Like I, I don’t know what you’re talking about. I understand. I understand. I’m just all I can do is I’m pulling from some files to try to paint you a picture, a little bit of what this looks like. So all of these things happen that get us up to the point where one of our team, a junior web developer, gets a task assigned to him that says spin up a staging site and begin development of the site like that. That’s that’s his task. Okay. That’s that’s what I got to do today. Well, there’s a Lincoln hive on our project management system to the so p to spin up the staging site. All right. So he goes and he opens that us up and it walks him right down through what to do login to the server. Um, click on, you know, go to our master template, clone the master template name, rename it and we’ve got a naming convention we show. All right, all right. So now we’ve got that. Then he goes on to and then there’s a few other things he does in that. And then that’s it. That is that is done. That is one process. One person does it. And he and he can do that in one working session. Now, if if he wants to keep working and he’s going to continue working at that time. Then he’s going to go on to building what we refer to as the global elements. And this is a separate standard operating procedure because it’s, again, a new process for one person. It’s for that can do it in one working session, a weekend with zero working session, you know, anything up to about 45 minutes. All right. You know, it may be 10 minutes, maybe five. It may be up to 245. Anything beyond that, we probably need to break this down into a couple more and to to, you know, maybe to soaps where we’re probably getting it’s getting too complex. The procedure, the standard operating procedures just getting is getting too complex. And so now he goes on to all he’s done with that. He resets all the checkmarks, goes back over to five set up said global elements. Okay. Opens that standard operating procedure and it starts right there. You know, set the color palette. Okay. So he knows where to go in and do that. So he goes in and sets the color palette, you know, use that. We have a plug in that. Oh shoot, I forget the name of it. Now, a bulk page creator. So add every page using Bob Page creator so he can go in. He could do that. All right. So that’s that’s that’s enough. Because, again, not everybody listen, this is a Web designer, but we’ve got this standard operating procedure. He goes down to those. And when he’s at the end of that process, he has the global elements put together. So now he’s going to move on to the next thing of building the header. Then the next one to building the footer. And so those are all set up. They’re different standard operating procedures. And we didn’t get there. We didn’t get that in a week. We didn’t get that overnight. It took us months of doing these building just one at a time because we all we didn’t have time to create standard operating procedures for for everything. And so, remember, point one, keep it simple and grow into these. All right. So let’s recap. Number one, keep this simple. Grow into it. Number two, make a make them bulleted point list. Make bullet point, keep it. You know, just boom, boom. Use a bulletin point list that some again. Oh, yeah, I can do this. Oh, yeah, I got this. Oh, yeah, I got to do that. Don’t don’t make them rely on a on a video. All right. Number three, keep it one person doing one process in one work session. All right. Now I’ve got two more to go. But before I do that, I just want to say, if you’re listening up to this point, thank you for listening. And it would mean the world to me if you would do all the nice things, if you would, you know, leave a review ad a like do subscribe, share. Man sharing would be great and rating them review are absolutely amazing. In fact, I’ve got one here from a T, not just for digital entrepreneurs is what it says at RO. Don’t let the name fool you, exclamation point. I like a little excitement in this. The Digital Nomad Entrepreneur podcast is for anyone looking for freedom. You may not want to live on the road full time, but have you ever wanted to take an extended vacation? Have you ever wanted to be free to work from anywhere? And this podcast, Eric shares the keys to unlocking the world of freedom we all crave. Ain’t that a fact? We do crave that. A.T. with his expert advice You can live life that gives you the freedom to live life on your own terms. This isn’t just theory. It’s advice straight from the trenches, from someone running a successful location, independent business, and showing you how you can do it, too. Thank you. I really appreciate that. Review means the world to me made me smile when I read it, and that’s the payment I get for doing this podcast. So thank you for that that that payday there at all. Right. So continuing here with our five Tips, let’s go into number four. Number four is have an easily searchable table of contents. This is super important. Whether you want to use a tool, whatever it is, you got to have an easily searchable table of contents. Now, with that, with that, you may end up you may start. I shouldn’t say end up. You may start out having your stops in a couple of different places. Ah, maybe you have fiddled a little bit. Maybe you’re a fiddler. Maybe you’re a fiddler. Maybe. Maybe you have some dealt with tango and for some you have loony videos and some you have in Google Docs and some you have in base camp and and some you have over over there. Well, you know what? Start by creating a table of contents. Create a document that links to all of those different ones. And then after that, then you can start to consolidate everything to your system of choice again. I prefer using the a google doc. It’s not a Google doc. A Google sheets. It’s very, very simple. It’s accessible to everybody on my team. And it’s it’s just the way that it’s worked for us. All right. Now, number five. Number five. And this also happens to be this week’s leadership tip of the week. I’d tell I’m telling you, leadership is the capacity of your. But your business cannot outgrow your leadership and you can’t out you know, you can’t make enough money to compensate for your bad leadership. So leadership is the key to everything. So that’s why in every podcast episode, I want to give you a nugget for leadership. And this is this week’s Leadership Tip of the Week. It’s also point number five for creating standard operating procedures to help with your project management for your business. And number five is what gets your attention sets the priority. Oh, this is good. What gets your attention sets the priority. And here’s how your team knows what’s getting your attention. It’s what you ask about. Now, you may be going on about, you know, I’m a solopreneur or I’m a solopreneur. Okay. What are you reviewing weekly? Do you have a dashboard that you review weekly? Do you have a list of questions you review? I’ve got a list of questions that I review on. And well, actually, I’ve got a couple different list of questions, some questions I review daily, some work. You know, how how was I yesterday as a husband? How was I yesterday as a dad? Was I the leader yesterday that my team needed me to be like, these are some questions that did I do my part to set my team up for success? You know, these are questions I look at every day. Then I have some questions I look at once a month. I’ve got some questions I look at once a quarter, and then I’ve got some questions that I look at annually. And so I have these in my SEO journal and I just I’ve got a whole thing of SEO journaling prompts that I use at different times and for different seasons. And, and what you ask about demonstrates your attention and what get your attention sets the priority. So I happen to have a leadership team and we have a weekly leadership team meeting. And you know what I ask right now for about three months now, one of the first questions I asked. So we’ve we’ve got a structure for our our leadership team meetings and I’m going to I’ll do a podcast episode on the future of our, our leadership team meetings. But when I get to the, the third section of our agenda, it’s called the dashboard. In the dashboard is where I’ve got a list of questions they ask about. And the very first question I ask about in there is What SOP did you create or update this week? And I just wait for everybody to answer. Now, here’s the thing. My team has learned that I’m going to be asking about this. Okay. This is what gets my attention, sets the priority. This has become a priority because I’m asking. I’m asking what? And I just I just it’s a it’s an expectation because they know what what sop did you create or update this week? I love asking that that question. I’ve got a series of of those questions that I ask because I want to make sure that I’m asking the questions that set priorities. And it’s it’s interesting. I used to be a pastor of a church, obviously. What else? What I’ve been a pastor of I used to be a pastor of a church, though. And I would I would be with other, you know, church pastors. And now I even do some some coaching for some church with some church planters. But a lot of pastors will, you know, they’ll talk about, oh, you know, giving. I don’t it does it you know, that doesn’t matter. We’re not here for the money. You know, it’s not about the giving. We’re about life change and stuff like that. And I agree, we we absolutely are. They should be. But you know what the first question is a lot of pastors ask when they go walking into the office on Monday or Tuesday, depending on if they take Monday off or not, how much was the offering? But what did that question right there just demonstrated to everybody in your team? What is actually your priority? Because it’s what got your first attention. What gets your attention? Gets the priority of your team? What gets your attention sets the priority. And so I just want to encourage you to ask yourself every week, what soap did I create or update this week? This is one of those areas I’m telling you just a little bit work a little bit here, a little bit there, and you’re going to be amazed. And in six months to 12 months, it might be hard. I don’t know is an issue to really take me six months or 12 months? Well, who cares, Jack? I mean, the time is going to pass anyways, so make the most of it. You know who. Who care, like. Oh, yeah, sure. Ideally, it’d be great if you had all of these done in two weeks. But that’s not going to happen. It’s just not going to happen. So what? So because of that, you’re not going to work on it at all? Well, that doesn’t make any sense. That’s not good. You know, self-discipline, be okay with it, taking some time and work on them a little bit, grow into it. Now, if you would like to go a little further, a little faster in this, I have a coaching roadmap. I’ve got five one on one coaching roadmaps. They last about 90 minutes. Sometimes they go to 2 hours. I mentioned one the other day, a guy he registered for a 90 minute roadmap coaching session to work on his pricing. That’s what I help. That’s that’s the first thing that I help people with if they want to work on that business process is making sure their pricing is is right. And I have one of these 90 minute coaching roadmaps for each of the five areas of business that you you have to work on. And here’s the thing. Each time you cycle through working on these parts of your business, your business is going to grow. It’s how you’re going to move from, you know, weekend warrior to all in how you’re going to go from Alan to Team Builder. How are you going to go from team builder to CEO? Like they you got to continuously be working on improving your leadership, improving your lead gen, improving your lead conversion, improving collecting and managing money and improving your project management. And so if you’d like to go a little further, a little faster with your project management, you go to my website, Disney podcast dot com and scroll down. You’ll see these five things listed right there on the home page and you can register for the roadmap that I’ve got specifically for project management, and it is called ESOP Roadmap, that’s up roadmap. And at the end of that, what we’re going to do is you’re going to walk out of there with a Google spreadsheet, okay? Google spreadsheet. That’s what we’re going I’m going to set you up just like with mine. You’re going to walk out of there with an easy to use standard operating procedure system. All right. I call it the soap vault. And what I’m going to do is I’m going to clone RS and I’m going to strip out the ones that don’t make sense for your business, and I’m going to set you up. We’ve got a template one in there. I’ve got a thing in there that teaches your team how to use that, and I’m going to help you brainstorm the categories your table of content should be in. I’m going to help you brainstorm what steps you need to start building and maybe even prioritizing those a little bit. In 90 minutes, you can have a plan put together of This is what I’m going to work on creating. I’m going to spend the next three, six months and and stuff. And I mean, do you do you need to do this? Do you need to do this to make progress? Now, you can spend the time that I did. I spent a couple of weeks watching YouTube videos and listening to podcasts, and I studied soapies. And I looked at different tools and I tried different tools and I experimented and and then I spent about a week creating our template and stuff like that and had the testing made up, you know, used it and went, Oh, that didn’t work, or I forgot this and stuff like that. I mean, I spent hours and hours and hours and hours and hours putting this together and it’s working beautifully for me and my team and it can work beautifully for you whether you’re a solopreneur or whether you’ve got a team, and so we can get you there further, faster. Head over to DKNY podcast dot com. Scroll down to my five coaching roadmap sessions and you can book yours today. Well, my friend, thank you very much for making it to this part of the podcast. I’m telling you something, I’m looking forward to reading your review and an upcoming podcast episode, just like I got to read a tease today. So until next time, chase the big dream. Lead with courage and safe travels.