Celi Arias: Why Foundational Growth Beats Flashy Funnels Every Time

GGGR with Celi Arias 
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Karen,
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hello and welcome to the good girls get rich podcast. I’m your host, Karen Yankovich, and I’m
excited to be here today with our guest this week, Sally. Arias, Sally and I am looking, really
looking forward to getting to know Sally. I don’t know her that well, so we’re going to meet.
Well, so we’re going to meet her together. Sally is the CEO and founder of the grown ass
business, where she guides entrepreneurs through her proprietary methodology, key growth
systems. It builds. She helps you build strong foundations in your business, recognized as a top
coach by the upside in 2024 Sally helps clients break free from revenue plateaus and burnout
by focusing on core business principles over quick fixes. I love that her approach emphasizes
clarity and control, optimizing essential business departments to ensure solid foundations for
scaling up to seven figures and beyond with an impressive educational background, including
two bachelor’s degrees, an MBA, a master of divinity and two additional certificates. Sally
brings a wealth of knowledge to her coaching practice. Her diverse experiences from
professional tango dancing to working in the fashion industry, coupled with her immigrant
background from Argentina, have shaped her into a dynamic and passionate coach dedicated
to helping entrepreneurs achieve their business goals and realize their full potential. Sally,
welcome to the good girls get rich podcast. Thank you. Thanks for having me. I’m excited to
talk to you too. So this is going to be fun. Yeah? Wow, all the things, all the things I want to dive
into, like, all the things around my mind, I’m like, Hmm, I need to edit that down. That’s a
mouthful. Yeah, you know what? It’s fine. If I needed to, I would have but it was a lot of good
stuff in there. So stuff in there, so I wanted to get it all out. You know, we’re recording this. It’s
the end of 2024 it’s been a crazy year for business. I’m not sure this is probably going to go live
in the end of 2024 I didn’t actually look before we hit this recording. But I guess, I guess, as I’m
looking at all of this, one of the, some of the things that I really love about what you talk about
are the core business principles and the and the, you know, clarity and control and scaling.
Because I don’t know if you’re experiencing this, but I can tell you that I’ve experienced this,
and many of the people I’ve interviewed and many of my clients 2024 and maybe even parts of
2023 there was just some big shifts in how business is working, and what worked two years ago
is not necessarily working now, and I’ve never seen it in my business the way it’s been in the
last couple of years. So I’m looking forward to hearing your take on all of this. Okay, yeah,
amazing. Into it. So you talk, you know, so in our notes, in my notes, about the the kinds of
conversations we could have here, you talk about the fact that you have your journey comes
from being homeless to becoming a seven figure business owner. So tell me a little bit about
that. Let’s start there, like how you know? Because I think our audience can relate to shifts in
identity and shifts in prosperity and shifts in you know, just how things are working. So, so tell
us a little bit about your journey. What brought you to where you are today? Yeah, you know,
it’s funny too. There’s things about your journey that you kind of block out or don’t, don’t give it
much energy and attention, because it was a hard time in your life. And I was at a dinner last
year. I was at a like, important people’s dinner put on by my mentor, and he does this thing
where you go to the if you’re invited to these dinners, you’re not allowed to say what you do.
And he’ll give you prompts to make it kind of an interesting night of of deeper connection with
interesting people. There might be some famous people in the room, so you obviously
recognize them. You’re like, well, I know what you do, right, right? But he went around. I was
sitting he was to my left, and his assistant was to my right, and he sent out this prompt of
share one thing that no one at this table would ever guess about you, that’s really
embarrassing, something that’s embarrassing about you that you would never no one could
ever believe that that happened to you. And I was sitting next to his assistant. And of course, I
was the last one to go, because he went around to his left, you know. So I’m listening to all
these really interesting, amazing stories. And I kind of, I kind of like that position, though,
because you could also kind of feel out the room, what kinds of things are people going to say,
right? That’s true, but you know, it’s like, it’s like, everyone gets better and better and better.
And so I was like, Oh no. And I looked at her, and I was like, I don’t know which story to tell. I
have two. I have two really, and because I have a really, really interesting background, which
you just read a lot about, which would never believe in a millionaire. And she looked at me and
she said, Well, something I’d never believe about you is that you’ve ever experienced anything
like homelessness. And I was like, huh,
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funny. You should say that that wasn’t even one of my stories I would consider sharing, and it
was this funny moment to me of and I told her that, and she was flabbergasted, and I thought,
Oh, wow, there’s areas where we really hold so much shame we don’t even consider that a
story.
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Really worth telling, even when prompted, wow, yeah. And there’s a lot of vulnerability around
that to share, right? But I think that that also brings relatability. So what happened when you
shared the story? Yeah, so there was this moment of, oh, good lord, there’s a lot of power in
some of my stories that aren’t the glamorous success stories, right? So I share it more openly
now. So when you asked me that, I was like, Oh, that’s funny that this is coming up,
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but yeah, for me, I have been an entrepreneur since I was 11 years old. I’m an immigrant and
child of immigrants, and when I was a kid, I really wanted to study ballet, and my parents
couldn’t afford it, and I was very much entrepreneurial. I was like, no problem, no big deal. I’ll
just start a business. I’ll just do something to make money. And I didn’t want to mow lawns
because that seemed exhausting, so I started a babysitting club, and I literally made my own
money. I rode my little garage sale bicycle to the nearest dance studio. I went in and I signed
myself up. Wow, that’s awesome. And that’s and I feel like, if you were that way as a kid, you’re
probably an entrepreneur. I think that’s true. I was thinking about that when you were saying
that, like, if you ask, I should maybe ask that question on this, on this show to people more like,
were you entrepreneurial as a kid? Because I think you’ll find that, you know, we’re the ones
that were like organizing the backyard plays and carnivals and, you know,
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yeah, and charging inventions, right? Charging and mittens. Yeah, exactly. So in my 20s, I had
a fashion line.
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Fast Forward, I moved back to Argentina, where I’m from. I got my second degree in fashion
design. I started a fashion line. I also was teaching. I also had, I had, I was running three
businesses at the time, actually, and bad partnerships, bad moves, not checking, not like being
very of work. You know, my word is my bond, so I assume yours is two not really, not knowing
my numbers, put me in a situation. That one argument kicked me out of two of those
businesses, you know, at the drop of a hat, and I was on the street because one of the
businesses was a bed and breakfast that I managed, and really helped run the whole thing,
everything about it, but that argument left me out on the street. So the good thing was that I,
you know, and I don’t always think I was homeless, because I did have a little
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studio, Sewing Studio that I rented. So I did go sleep on my little factory floor. So I had, I had a
place to go, but I didn’t really have a home for quite some time. I didn’t actually have, like, a
home. I was, you know, sleeping on a cement floor next to the buzz of a refrigerator and lots of
sewing machines, yeah, you know. But, I mean, listen, I don’t, I don’t, I think what, what I’m
hearing, though, is, and this is the part of the of this that I want to hear more about, too, is like
the resourcefulness that many entrepreneurial people have, which is just like, Okay, well, this
didn’t work. So it doesn’t mean it doesn’t work. It just means I’ve got to re organize or shift or,
you know, reinvent something maybe a little bit. Is that kind of what you did? Oh my gosh,
that’s what I did then, and I think that’s what I keep doing, and that’s what I coach my clients to
do. I think that’s what we do, right? And if you don’t do that’s where you get frustrated with
entrepreneurship, and you start to make it about you. I’m not good enough. I’m not smart
enough. There must be something wrong with me. I’m doing this wrong. Everyone else seems
to be having a good time, and I’m not. And it’s like, no, that’s not, that’s not it at all. It’s the
nature of the game, which is, ooh, oops, mistake made, learn from mistake, right? Take in that
data, pivot, try something different. So, but I did have an opportunity in that moment, and I
think this says something too. My mother called me and insisted I fly back to New York. I’m
moving with her, and she’s like, just give it up. You know, like you just you don’t have a home,
you have to start over. Also, those two businesses closing meant that one of my biggest lead
flows to my fat my fashion line was attached to those two other businesses. So my biggest lead
flow had suddenly closed to my fashion line as well. So it was really like, start over, do over.
And she insisted that I come home, and I just was like, No,
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09:34
I gotta, I gotta see this through. I mean, there’s a little bit of 20 you’re in your 20s, and you
have that kind of energy and that kind of naivete, for sure. But I was like, No way this is not
going to crush me. I’m not running home to mom and doing what she would like, which is get a
corporate job and have a very safe life. I was like, No, I’m sticking this out. And I worked my
way back up. I had to create new leaf flow. I had.
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To create new connections, I had to go network more and go to events and put my clothing out
at events. And I’m a total introvert, so I had to, and then I started by renting a room at
somebody’s house, and then I rented a room in somebody else’s house. And like, I went from
having, you know, being in this huge, five story home to starting over, you know, renting rooms
and doing the whole thing. But there is something about the entrepreneurial journey in that.
Well, yeah, and I, and I, you know, I mean, I know a lot of the work that you do is focused on
the foundation and and the pillars of your business. So I would, I would imagine that was kind of
like, you know, kind of trial by fire, a little bit there, right? Like, oh, this wasn’t in place. So not
only am I going to do it, you also probably could recognize where other people were missing
that. Yeah, I mean, at the time, I didn’t look there, there’s, there’s a, there’s like, two ways to
do business, right? There is that 20 year old I’m just going to push through and white knuckle it
and work 20 hour days. That’s an option, or you get smarter, right? And I try to help people get
smarter earlier on in the journey. I love that because I think I always say to people, look
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a business coach. Really a good business coach. Their one job is to condense time for you,
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because you’re up against the clock, because what’s going to happen over time is you’re either
going to run out of money, you’re going to burn through your run rate, or worse, you’re going to
burn through your own faith in yourself.
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Yeah. So that’s what a good business coach or a business coaching program. They shouldn’t be
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giving you the shiny object or the one tactic or the new marketing strategy or the new funnel or
building out yourself there. They need to be thinking about, how do I actually teach you all the
things that you need to know about business? Because you deserve to know what you need to
know, and you deserve to understand it so that I condense time for you that business. I ran that
business for nine years, but I made all the mistakes. I didn’t think about these things, right? I
just was like a spinning plates crazy person, you know. And I had the energy to do that too,
because I was in my 20s. But I would say that business ran me into the ground, and even when
it ran me into the ground, I kept going until I did hit that day where I was like, There’s got to be
something wrong with me. Maybe I need an MBA,
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which is nothing else, by the way, guys don’t, don’t go get an MBA if you’re an entrepreneur.
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So I didn’t. I learned all this stuff the hard way, really, really, really, the hard way, and that’s
why I’m very passionate about how do I make it as simple and condensed as possible, so that
you know the game of business and you run your business that way. So how did you make that
shift, right? Like you were running this business and it was fashion related, and then you were
getting your MBA, and now you are, you know, helping us become seven figure business
owners, right? So how, how did you make that shift? And when did you make that shift?
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I think it has a little bit to do with leaning into your strengths and knowing where you’re strong.
So for me, I am an engineer at heart, and I’m an introvert and I’m an observer. So in my MBA
program, I started to
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observe more, and I started to go, what can I, you know? I went into an MBA trying to be better
at business. A lot of people went into their MBA because they just, they needed it to get their
promotion and climb the ladder as an entrepreneur. I didn’t even understand that world. You
know, I was like, what? Oh, you’re just doing this impress your boss. Like, in my brain, I was
like, oh, no, I’m trying to understand this stuff. I need to really figure it out. I need to. I’ve made
a lot of mistakes. I gotta, I gotta get in here. I gotta get my hands dirty. So I really went into
Engineer mode. And then from there, I worked at a startup. And it was one of those scrappy
startups where you are the director of marketing, but you’re also kind of the director of ops,
and you’re also helping with sales. And it was, which is what many people listening probably
feel like right now in their own business, right? Absolutely. And so it was great for me, because I
was like, Okay, what’s working here and what’s not working here. So I started. I took that role. I
took that position for many, many years because I wasn’t running my own business at the time.
So I was at a startup as a director of marketing turned director of ops, because they were like,
Wait a minute. This girl understands supply chain. She understands step by step processes that
need to happen to get a shirt made. She doesn’t need to. She can market it because she can
market it. She can talk about it, but she can talk about it because she understands the
operations. And then that company closed, so I paid attention to, like, why they closed, what
happened, what would I have done differently? Then I got a job in corporate sales because of
my understanding of marketing, sales and supply chain, corporate sales and luxury fashion and
luxury.
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Partnerships. So I learned what really doesn’t work in corporate. I just, I always, I closed really
big deals, but I did them in this entrepreneurial way, and I always got a lot of pushback from
my bosses, of like, but you didn’t do it our way. And I’m like, Yeah, but your way is broken.
15:17
So I think I just for many, many years, I think people need to understand this. It’s not the this.
It’s not that like I had one failed business and then started another one and fixed it overnight.
Absolutely not. I always tell people this, think about it for a second. Just think most of the
successful entrepreneurs that we worship
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right that are big deals in the media or have big platforms, they always talk about how they’ve
had seven or eight or nine or 10 failed businesses before this one that we know them for, yep,
yep, right? And there’s a reason for that. It’s because they’re actually learning all this stuff and
figuring it out business after business after business. I just didn’t do that. Maybe I didn’t have
the I didn’t have the backbone for it. I definitely didn’t have the budget for it. But I went back
into startups and corporates, and then back to startup, but with this always running behind in
the back of my mind, what’s working here? What’s not working? What could I learn from this?
What would I do differently? You know, I would go, when I was a COO, I would have to report
the numbers every week to the board. And I remember being like, No, I’m the process in OPS
girl, and I manage the team, and I get everything done, but I can’t report on the numbers and
sales and the growth plan to you. And they were like, Yeah, that’s your job too. So I think that
my time away from entrepreneurship, I was still running an entrepreneur program. In the back
of my mind, I get that, yeah, it all out, and I think that’s a big part of it. And then I became a
head coach for a coaching firm and coached hundreds of businesses in a very, very short
amount of time. So I started to see pattern. It’s ultimately patterns. So that’s what I was just
going to ask you, what do you look for when you see or when you’re working with a company,
or, like, when, if I’m listening, you know, for the people that are listening right now, what do you
look for when you are, you know, helping somebody make sure that they do have things in
place to grow and scale?
17:17
Okay, so this is how, this is how I think of it, and this is my methodology, and this is the get
ahead in business method, which is, you said it earlier, everyone can relate to feeling like
they’re running all the departments and doing all the things, and they feel really scattered. My
theory is that you’re only feel that way, but you’re actually not doing it. Okay. You’re running all
you’re running all of the departments from your limited knowledge and skill set of each
department, there’s probably one department where you feel really strong in whether you’re
naturally a better marketer, or you’re a better inspirational leader, you’re like that visionary
leader that comes up with a new idea every week, right, right? Or you’re like me that you loved
being a COO and you loved operations, but you have trouble getting visible whatever it is
you’re running, you’re wearing all the hats, but not really. You’re wearing all the hats from the
position of whatever hat you’re strong in. And business is like sports.
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To me, it’s kind of like, I always say this,
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we approach like, if you, if you were to, do you play soccer? Do I play soccer? Yes, no. Right
meaning to watch soccer. I know how to, I know how to I know I know how to watch soccer.
Perfect examples for this analogy I write, I’m Argentina. I love watching soccer, right? But if you
were in front of a soccer field, you wouldn’t dare walk out onto that soccer field and try to play
right? Like, oh no, no, no, no, do not pass the ball to me, right, right? I know what I’m doing.
You need Right? Like, I’ll, you know, right? So, but that’s what we do with business, right? We
watch it, and we go, oh yeah, I can do this. And not only I can do this, but how hard can this be?
If this person can do it, I should be able to do it right. I’ve observed it. I’ve watched it. I can walk
out into the field and run a business and make seven figures. So that’s problem number one
and number two. A lot of times, because you’re starting a business, you’re doing some
something counter cultural that makes a lot of people in your family and your soccer group
nervous and uncomfortable for you. So worse off you. You feel like you have to walk out into
that field, and you feel like you have to be messy, like I gotta prove myself. Not only do I not
know what I’m doing and I don’t know how to dribble this ball, and I don’t know what the
positions do, like I’m Argentine, I do not know what the soccer positions are, I don’t know what
a position does, right, but that’s how we approach business. Like, not only am I starting a
business and I don’t know what I’m doing, but I gotta prove myself right, and I gotta pretend
like I know right, right, right. So what I do? So what do you recommend? What are all? What are
the positions? What do they do, and what is the.
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Minimum that each position must do. So what I teach people, the five key growth systems are,
if you hired a CMO, here are the three to four things they would own and do, and that’s it. All
that extra stuff that you’re doing is just fluff. Okay? If you hired a CFO, they’d want to know
these three numbers,
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right? And that’s it. If you hired a CRO ahead of you know, Chief Revenue Officer or head of
sales, they’re responsible for two things, moving leads down the pipeline and understanding
probability to close. Most small businesses don’t see their pipeline, don’t know their pipeline,
don’t know their probability to close. Don’t understand how to manage a pipeline,
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20:42
right? Like, so it’s like, so what I do is I teach every single department has the basic systems
that you need to it’s understanding the game, understanding the rules, understanding what the
positions play. And what ultimately happens is, when you can look at the the game field, that
way, you can go, Okay, wait a minute.
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Now, if I move this guy over here, and I move this guy over here, and then we pass and you
start to make your own strategy, because you understand the game of business. Okay, so
that’s how I think about it is. You’re not actually wearing all the hats right now. You’re playing
at marketing. You’re doing a bunch of you’re throwing spaghetti at the wall a lot. There’s a lot
of people told you to but there is a technique. There are. If you hired a CMO today, they
wouldn’t jump in. And a good cmo wouldn’t just jump in and make you a content calendar.
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They’d actually say, okay, hold on, let’s back up. Do we have product market fit? Right? Do we
know who our people are? Does our product actually solved their pain point. Is it priced in a
way that they’re going to pay for it, and is it priced in a way that’s profitable for our business?
Do we now know Have we interviewed them enough and we know them so well that we have
promote we know how to promote and talk and message about said product at said price? Do
we have a business model that can scale like a good cmo wouldn’t start just throwing, slapping
content at the wall. A good cmo would go build up, right,
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right? So that’s what I do, is I get so but so where do you start? Because I can imagine there’s
people listening, going, well, I can’t hire a CMO and a CFO and a CRO and so where do you
start?
22:21
You should not hire a CMO and a CFO, please. Guys just know. That’s why I always call them
the key grow systems, rather than those names, because I don’t want people to think, right,
right, right. I think that I can give you a chart to give to your people, if you’d like, but you need
to know what each department owns. Got it, okay? What are the simple metrics that a
marketing department looks at? What are the simple metrics that a COO is running? What’s the
simple metrics that your sales should be looking at? Because a lot of times we are trying to do
all the things, and we’re actually not looking at the things that moved every department
forward. That’s interesting. That’s really interesting. So how did you develop this proprietary
system that you’ve created, and how do you use it to help people? Do you want the true story?
Yes, of course.
23:11
Do you? I? Are you one of those women that when someone tells you something can’t be done,
when somebody’s like, No, that can’t be done, what’s your reaction to that? Yeah, yeah, yeah.
Well, let me, you know, come back to me in a week.
23:25
Yeah, I the true story is I was working at a head coaching firm, and I was the head coach at a
coaching firm, and I
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said certain I saw certain things that didn’t make sense to me. Because if, if we are seeing the
same problems over and over and over and over again, why aren’t we educating our people
with a big picture understanding strategy and understanding business, rather than drip feeding
them
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short term solutions to each thing? Okay? And I was like, and why aren’t we creating for our
clients a like CEO dashboard where they can see these key departments and these key metrics
so that they can start to take ownership of their business. And I kind of was told it can’t be
done. And I was like, hmm, rolls up sleeves. Can it not be done? So it was a little bit my
rebellious, stubborn cry of,
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I think this can be done differently, and I don’t want to coach people and try to convince them
every year, when their contract ends, that they have to keep working with me. I want to give
people the keys to the game and teach them how the positions are played, and teach them
what metrics each position owns, and teach them to think
24:36
that’s what fires me up, and so that’s why I created the method was okay. I sat down one day
and I was like,
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I literally sat at my dining room table. I quit my head coaching role, and I was like, if in a dream
world, I could give people everything that I want them to truly know. And every time I’ve
coached a seven figure business owner, I’ve always seen.
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25:00
They always have gaps in these foundational pieces. They always think it’s something else and
it’s something bigger, but it’s always some like prickly gap of something foundational that
they’re ignoring. So I just sat down one day with a big piece of paper, and I said, If I could give
to every business owner the things they really need to have in place and need to know, what
would those be? And I literally, my method came from this pyramid that I drew of it’s level one,
and then you have to do level one in order to address level two. And you can’t do the fancy
stuff on top until you’ve done level one and level two. And that’s kind of how it was born. I love
that. So how do you work with people now? So we have the grown ass business accelerator,
where we go through this process and we build out all of this in your business, whether you are
already a six figure or seven figure business, we look at all these pieces in your business, and
we optimize what you have. And in that process, we always find your unique gap, right? There’s
always a session where you’re like, Oh yeah, I’m always at this, and then the next session, you
might be like, oh yeah, this is the thing I avoid. So we build out that scalable business model
and strategy in the accelerator and and we go from there. I’m also a certified mindset coach,
and in the grown house business CEO, which is the advanced program. Those people who stay
with me, they start working on that level two tier of work, and we add mindset work. And I love
that. I firmly believe. Like, if you, if you are watching us on YouTube, like the logo for our she’s
linked up program is like Yin yangy A little bit. And I do because I because I believe that the all
the I love strategy, but all the strategy in the world isn’t going to move the needle if you
haven’t done the mindset work. And I could talk to you about strategy all day long, but I feel
like not enough people are talking about mindset, and we’re asking these people to be people
they’ve never been before. How could they know how to do that? You know? So I love that you
incorporate that. And I just yeah, that was also something I learned from my coaching job. Was
I was like, Guys, people are coming to me panicked every two weeks. I’m talking them off a
ledge, and then two weeks later they’re back on the ledge. What do I do for them? And they
don’t have an answer. So I went and started to explore my engineer brain, how do I fix this?
And I discovered this thing called mindset. I heard a woman speak on it on a podcast, and I
called her. I literally found her on Instagram, and I was like, I You just mentioned you have a
certification program. I need it. I need it for my clients, because I was constantly giving people
the perfect strategy, and then they weren’t taking action on it, and I couldn’t figure out why I
would just fault do the follow up. What are we going to do to do the follow up? And I need to
understand that other element of right, why we use our own way sometimes. Yeah, so where
do you hang out? Where can people find you and find out more about you and what you’re
doing?
27:55
It’s very easy to find me on socials. You can DM me on Instagram or LinkedIn. You can find me
very easy to find because I have a funny handle. It’s silly. Grows business, C, E, L, I grows
business. Or you’ll put links to all of that, of course, in the show notes for this, yeah. Or you can
check out my website. It’s grown ass business.com.
28:17
Awesome, awesome. Well, I love what you’re doing. I think that so, you know, I think it’s
important to go, I almost feel like it’s a little bit of going back to basics, which probably we all
need to do more of every now and then, you know, to kind of go back and look at the systems
and look at the foundation. And, yeah, I love that, and I appreciate you sharing your
vulnerability and sharing also, you know, just the the journey. Because, you know, I want, I love
having, I love telling stories like this or having conversations like this, because I can’t imagine
there’s anybody listening that has not had, you know. I mean, if anybody else, if anybody’s
listening, has a path to success that was actually a ladder, I want to know, I want to hear from
you that it wasn’t a little bit of a roller coaster, you know? Yeah, I want to hear from you. I
haven’t talked to anybody yet, you know, so, but yet we think that that should be the case,
right? And I think you know your point earlier about how the people around us have
expectations of what we’re doing or don’t understand what we’re doing. I think that impacts
that too, you know, they don’t understand, you know. Okay, well, you did all this thing, all this
stuff and it didn’t work, or didn’t work the way you wanted it to work. So it doesn’t work like, no,
no, no. It just means that didn’t work and that we can shift things and move things. And like I
said, the marketing in the last year or two has been things that I could count on, things that
were so reliable are not anymore, and we have to find new ones. And that’s okay, because it’s
going to happen again, right? It’s not going to be, you know, it’s not going to be like, Okay, now
it’s this, and it’s going to stay like this forever. Yeah, right, so, and, yeah, I think, to your point, I
think the tough thing in times like this are sometimes if you are surrounded by people who
don’t understand that that’s part of the entrepreneurial journey, and don’t.
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Support it. It’s hard to not believe the words the naysayers around you, right? Yes, Mark,
marketing has changed.
30:08
Buyer habits have changed. Sales processes have changed. People are skeptical. They’re
scared. There’s a lot of things we could dig into there in the strategy and geek out. But what’s
really hard is when something isn’t working anymore, and then you have people around you
going, see, see, it’s not working. You should go, it’s very hard. It’s if you are feeling this way,
like you’re not alone. The I think sometimes the harder thing in these moments isn’t the
strategy part, and figuring out strategy, strategy is always the easy part. It’s right. Take out the
emotion. Look at the data that didn’t work. Tweak it, tweak it, tweak it. Experiment in rate,
iterate, measure it. Keep going right. The hard thing is not falling into the I suck, yep, you’re
right. I must suck, yep, yep. And I think that what I would love to share is that if that’s if you are
experiencing that find people like Sally and I to hang out with and other entrepreneurs. You
know, we’ve got our LinkedIn for women community. If you go to LinkedIn for women
community.com It takes you to our Facebook page, which is our community. And, you know,
come and hang out there with other women that are having these conversations. Because,
when you It’s why I do the show, right? Because I want to be able to, it’s like, kind of my gift to
the the to the universe, right? Because I think that we need to understand, especially if you’re
doing this in a little bit of a silo, that there’s support for you, whether you know, I mean, it
doesn’t have to be hiring a business coach. It should be, I think, I think you know what Sally
talked about with the soccer team, and being able to play soccer is so key. I am the queen of
how hard can this be? That’s where those words come out of my mouth way too often, right?
And I need to, I probably can do a better job of that as well, right? So, so this was awesome.
This was a great conversation. Thank you so much for being here today. I will definitely be
following you on all the things and keeping an eye on your journey. And if you love this
conversation, then we would love for you to share this on your social media platforms, tag me,
tag Sally, so that we can share it with our audience. And that’s how we lift each other up. That’s
how we support each other, and that’s how this becomes less us talking at you and more us
being able to talk with you through these conversations when you’re sharing these so that
would be really valuable to us. You can certainly leave review that would be that’s valuable as
well. And you know, I guess I’ll kind of leave you with join that community that I mentioned,
because it seems like the topic of the day is, is that to be a part of a community of people that
can support you, it’s completely free, and we’ll put links in that to the show note as well, and
Sally, any last words you want to share with our audience? No, I love this. I totally agree with
you. Share the episode, join the group. What’s the name of the group? Again? If you go to
LinkedIn for women community.com, it takes you to the Facebook group. It’s reignite and rise
up. It’s, you know, this, we’re in the middle of rebranding some of this stuff, but the URL goes
straight to the Facebook group, yeah. But it’s important. I mean, I feel like I’m a
33:10
I feel like I am like a cheerleader to my clients all the time. It’s important to be in the room with
people who are going through the same thing and certainly experimenting and not being
themselves. Up. It’s, it’s absolutely and it’s so funny you started, you started this conversation
by talking about, we all feel like we are, you know, like we need to be more than we are, and
that we’re not. And in that, in our community, in our free community, which we’re still hosting
on Facebook, I don’t know if we’ll do that forever, but right now, it’s still there. I made a
commitment in the last couple of weeks to be to go live in that group every day, Monday
through Friday, to just be more present. Because I think the deeper, the deeper connections is
so important right now. And every day I share a like, some one little message that I’d love for
the community to maybe journal on or right. And today’s was, you are enough, you know, like,
know that you are. Yeah, it is it, is it is it is important to know that you are and if it’s not
working the way you want it to work, it’s okay. We’ll tweak it like and I’m here to help you with
it. Sally’s here to help you with it. Let us help you with it. So we’ll leave you with that. We’ll
leave everybody with that. Thank you so much for being here. Um,
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and I’ll be back next week with another episode of The Good girls get rich podcast.