‘Consultant’ is code for ‘specialist’. Do you have something to offer as a consultant? A quick daily hit with Carl Gould to achieve a lifetime of results. 

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

So, the consultant is the first discipline now as much as we’ve all spent time in our consulting role and how much we’ve spent on our education, on our degrees and all the alphabet soup that’s after our names, consultant is the easiest of the four to obtain. You can take the class, you could buy your way into consulting, let’s not minimize it by in stretch. That's too great, cause it’s available to all of us to approach and to build our skill set. The consultant is the code name “the specialist”, the specialist to somebody who sees the problem, diagnoses the problem, then goes ahead and fixes the problem, in other words the consultant does everything. What’s an example of the consultant? A consultant is a lawyer, an accountant, a financial adviser.

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Thinking of coaching? With over 30 years of coaching experience, Carl can offer plenty of advice.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

I started my career, I had a design build landscaping company after I left college. I left college because of an injury, I couldn’t go back to school, needed to earn so I started a landscaping company, sold that company, had a real estate development company which I sold in 2004 but I actually started coaching as a passion in 1991. That was my side hustle if there was such a thing at that time, hashtag gig economy (#gigeconomy) if there was a hashtag back then but I launched my business full time in 2002. I got accredited by the institute for independent business in England and I spent the first 11 years of my professional services career if you will a coach and I’m sitting in this accreditation and they're saying and they keep saying well you're gonna be a business mentor and a generalist adviser and having spent 11 years as a coach to that point and as a mentor, I was like well adviser and mentor they’re different.

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From Microsoft to a family-owned business, founders can have trouble letting go. Carl explains how to avoid getting in the way of growth.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

I was just reading an interview, an old interview with Bill Gates where he said in the early days of Microsoft he wrote all the code and then when they bought in coders, he had to sign off on all the code before it went out and then they bought in Steve Ballmer and Steve was like Bill does anything happening that’s it, you’re not doing that anymore and--but Bill Gates had a hard time letting go of the coding because that was his area of competency, right? And so the main problem tends to be the founder because we got it off the ground and we proved our concept based on the founder’s drive but now we’ve got to--we’ve got to let go of that, let the next generation take over. This is very very common in a family run businesses, where parent(s) won’t let go and so a family can’t scale and have it grow beyond what the founder first envisioned and they hold on to the point where their family members scattered.

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Scaling requires transition and adjustment. It can be tricky. But Carl has some helpful advice.A quick daily hit with Carl Gould to achieve a lifetime of results. 

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

When you are a growth company and you’re going to scale, you have to--there’s a period that’s why we call it transition period and the miracle 1% but there’s a period where your energy, that was once directed at your clientele 100% has to go internal for a period of time so you can fully commit to the internal systems and there comes a point when your team has out performed the design of the system. Meaning you taught them how to answer a phone call or had a--you know send a post--send a post to design and ad and their getting better results than you thought and they're actually running those systems well what--this often happens to the founder oh they call it the founder's trap, the founder cannot let go.

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Hiring isn't about finding the ‘best’. It’s about finding the best for you. Here’s some helpful advice from Carl.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

I was teaching at Texas Christian University TCU with their MBA program and once a year they do a CEO launch and the second in command is at Nike he is a TCU grad and he runs their whole Asia operation, he handles Michael Jordan business, he’s their guy. Phil Knight said to him he said “look I could make you CEO, I’m not gonna do it, you're too important to me, running the business line that you are, I’m gonna take care of you but you're not gonna be CEO”. Here’s what he said to us and I thought this still sticks with me he says to me--he said, 10 years ago the phone stopped ringing and none of us knew what he meant, he said--here goes the word on the street, everyone knows now, I’m a Nike guy, I believe Nike don’t even bother calling me, I’m not interested, I’m not going anywhere, I’ve been here, he’s been like 30 years, he’s in his early’s 50’s he got his job--he got a job in his early 20’s Nike is what he's known most of his life, he goes don’t even bother calling me or offering, I’ll tell you right now, I’m not interested. That’s a guy that was an 8 and is now on 11 in the system and he’s a rockstar and he’s fully bought into all the metrics and what it’s about so you need people like that.

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Core values and accountability should guide who you hire... and who you don’t. A quick daily hit with Carl Gould to achieve a lifetime of results. 

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

You hire somebody there--you hire to core values and you build accountability first and you build culture around the accountability measures. So, accountability is our master, our dashboard is our master and we serve that--we serve our dashboard and so when we hire somebody they have to be at least 6 out of 10 in each of our core values knowing that or with their provider that we can train them to 8 or above, if they're not at least 6 and we can’t coach them up to at least 8 we don’t bring them on. They have to match what we wanna do and I know there’s a whole theory that we want top grade, we want 10’s everywhere you want--when you are scaling you want 8’s, you want 8 you know you can have 10’s but you're going after 8’s. When you date a 10 or you hire at 10 you know what they think about all day long? Being a 10 not about the team but being a 10, what that mean is, if you have a 10 as an employee you know what they’re always doing, they're always wondering am I being respected around here, am I getting enough money, do I have the right seat? And they're the ones that are on Linked in all the time you know answering yes I’ll listen to any offer.

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Starbucks didn’t always own all their branches. Discover how they scaled and what they did next.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

What Starbucks did in the very beginning, Starbucks owns all of their own branches but what they did in the beginning was they did strategic alliances and for example, they did an alliance in a joint venture with Magic Johnson, the basket player in Los Angeles. He launched a whole series of stores and then Starbucks bought them back at some point but their joint venture was very successfully to scale early on to prove the concept and get the footprint. Panera Bread did the same thing, they franchised early on but then they bought them all back once they found how successful their model was so sometimes you can scale parts of your business but not all of your business.

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With the right systems in place, any business can scale. These examples help you understand how. A quick daily hit with Carl Gould to achieve a lifetime of results. 

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

One service industry that is scaling well is cause based marketing programs or based on a cause is 4ocean.com. You know the guys they sell the bracelets in order to clean up a pound of trash off the beaches and the oceans they’ve become worldwide they are scaling based on that guiding principle. So, here’s a prefect example for your roofing contracting friend, he can grow his company but there’s only one part of his company that he can scale right now and that’s the back of the house, that’s what he's talking about. He wants to scale his marketing systems, his administrative system, probably his financial systems, maybe even his HR systems, so what he's gonna do is, he's going to license the back of the house if he wants, right? But he could actually license the entire company to others where they use business system and they can even use his name. So, he could license that, they’ll not have to be franchise or he could just be, you know, I could be ABC roofing of Hampton Roads powered by ABC roofing company systems.

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When you’re consistent enough in operations, you can let the numbers drive your decisions. Carl explains why it’s optimal for your business.

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

So a metric word we're very fond of is this revenue per employee, per year, right? And what I mean is you do a million dollars and you have 50 employees, each employee is worth 200 thousand dollars and if it gets much above that, we know we need to hire because we’re stretching too thin. If it goes way below that we’re cutting staff because they are not as productive. Well we start--we’ve got into the point where we're consistent enough in our operations, we know our clients, we know our pricing, we’ve worked through most of the kinks in the models, that we can now--we can now let the numbers drive our decision. So, we’re metrics first and we rally around the metrics as a leader, right? so we're more, manage the processes as a scalable business where we are and we have management and leadership. In the beginning we’re just leading people, get the job done, let’s get across the finish line but we add a layer in when we’re a scalable company, where we manage those processes and we lead from right above that.

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Do you want to mature your business so that it can operate beyond the founder? Here’s some advice that will help...

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Hi everyone, Carl Gould here with your #70secondCEO. Just a little over a one minute investment every day for a lifetime of results.

So, in order to offer scale beyond the founder it has to have guiding principle systems, it has to have its why, its (caught) whatever its cause base is, it has to have enterprise level operations. So, one of the easiest ways I explain it is, companies go from me to we to us and then you relaunch your business it’s me, right? Meaning me and a few of my employees were just running around doing everything then it’s we or a team, we’ve got somethings that we--our mission, vision, values, purpose a kind of is glue it brings us together but we’re still doing whatever it takes to get the job done and we are mostly effective, we’re not necessarily efficient but we do get the job done. To scale is got to be about us, it’s no longer about what the founder wants, it’s what the market place has told us we are, you know we’ve proven our concept, we’ve pivoted you know Intel started out as a memory company, third chip company now, the marketplace told them that you are a chip company, your not a memory company and so they had to adjust the way from what the founders initially designed for the business and they scaled around that, right?

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