If you're going to go for 100 million and you're going to go for it, then start thinking about your core plan elements. What is it that you want three to five years from now? Now remember my formula for success. Dream, goal, learn, plan, act. Equal success. Set a real goal, a vision, a dream for your business. So the dream is that vision. And it's got to be massive. It's got to be crazy. We got to make change now. Your strategic plan for scaling to 100 million. Hope is not a strategy. In this episode, I'm going to walk you through how to build and execute a plan that turns vision into scalable results. All right, let's take a look at your strategic plan. How are you going to scale to 100 million? What is the strategy? What is the methodology to do it? And yes, the old saying, hope is not a strategy, is still real in this day and age. When I look at, I go back to when I read that book, Measure What Matters, and you start thinking about, okay, what really does matter in my business? How do I put in place the objectives and key results? And yes, you should read that book. But when you start thinking about your core plan elements, what is it that you want three to five years from now? Because that's really what the timeframe we're going to look at. If you're going for 100 million, we want somewhere between three to five year timeframe. Now, let me state this very clearly. I believe that most people set wimpy goals. I believe that most people set goals that they know they can achieve. If you know you can achieve it, it's not a goal. If you know it's possible, it's a to-do list item. It's not a goal. When you set a real goal, a vision, a dream for your business, by definition, you should not know how to achieve it. If you know how, it's not a goal, okay? When you set a real goal, now remember my formula for success. Dream times goal times dreams times goals times learning times plans times action equals success. dream, goal, learn, plan, act, right? So the dream is that vision and it's got to be massive. It's got to be crazy. You've got to think there's no possible way I can achieve this. I have no idea how to do this. I don't even think I can do this. I remember 16 years of age, I met Mr. Jim Rohn, E. James Rohn. I went to a Jim Rohn seminar. 31, I actually got to open up for Mr. Rohn in Sydney, Australia. And it was like five, 6,000 people in the audience and I was the opening act. I showed Mr. Roan my notes from when I was 16. And the Brisbane City Town Hall is where I met Mr. Roan the first time, had him sign my notes. And at 31, when it was the opening act for him, he said, yes please call me Jim I said yes Mr Roan But when he convinced me to set a crazy goal age 16 I set a goal of financial retirement at age 25 Now what do you think everybody said to me Can happen won happen cannot happen How would you possibly ever imagine that's gonna happen for you? You know, now, technically they were correct. The 16-year-old version of Brad could not make that a reality. 16-year-old me couldn't do that. What they didn't think about, though, is that I was willing to learn, study, grow. I was on every audio tape, yes, tapes, every then CDs, DVDs, you name it. I did everything. Went to every seminar, read every book. Jim Rohn said, read a book a week. So I kept reading. Now, here's the thing. Setting crazy goals made me do crazy things. Setting crazy goals, setting a goal to be amazing, set a goal for a billion, set a goal for 100 million. I remember in Action Coach about three years ago, I changed the goal of the company from hundreds of millions. So I said, we're going to go for 3 billion. And my good buddy, Jeffrey Gittimer, if you haven't read Gittimer's books, greatest sales books, greatest salesman, Gittimer turned to me and he says, Brad, in typical Gittimer language, he says, Brad, you know, you're no longer going to need the book Good to Great, right? You're going to need a new book. It's called Shit to Okay. What do you mean, Jeffrey? We're really good. We're the best business coaching company in the world. What are you talking about? He said, well, all your systems that are great for 100 million are no longer going to be good enough for a billion. All your systems, all your people, all your branding, everything that you think is great for you at 100 million is not going to cut it when you go for billions. I went, dang, he's right. We had to break apart everything. Setting that massive goal meant I disrupted everything in my own company. But if you're going to go for 100 million and you're going to go for it, then the craziness of it means you do crazy things. Now, the second thing, and this is why I say the three to five year goal, if you give yourself 10 years to do it, there's no immediate action needed. There's no, oh, we got to dive right in right now. We got to change this, change that, cut this, stop doing that, move this, jump on this. No, there's no urgency if you give yourself 10 years to do it. If you give yourself two years or three years or four years to do it, then there's urgency. We got to make change now. And that's a big part of the strategy sort of thing, making sure that you focus in on that. What are the priorities to do in the next 90 days? Things that we have to get done immediately. Now, the cadence of planning shifts. Once you move to that three to five-year plan, you've got to start changing up. You've got to start understanding that 90-day planning is necessary. You've got to review every quarter. So review it, quarterly sprint, review, quarterly sprint. You got to have weekly and daily accountability built into your management systems built into your leadership tracks and your leadership functions of the organization That annual reset the two days annual reset where are we at? What worked? What didn't work? What happened? How did we do this? What have we got done there? Really evaluate the previous year and then really brainstorm what else can we add in to the next year? What can we do? What's changed in the market? How does the market shift? AI is shifting the world real fast. Technology's moving it real fast. So quarterly reviews, quarterly sprints, that's the way we got to make sure that we build that cadence in to getting our business running so that we're going to hit those numbers type thing. But set a crazy goal in a crazy time frame so that there is immediate necessary action for you to get to work on this thing. Now, metrics do matter. That's why I brought up Measure What Matters. I think it's a phenomenal book. Here's the thing. lagging indicators might have worked to get to a million or three million or 10 million even you know like profit cash flow all of those past numbers but leading indicators is what's going to get you to 100 million things like you know if let's say you got like for us we have about a 77 day sales cycle uh for our franchise business we have about a 18 day sales cycle for our coaching business because we give away our first two weeks free yes we give away the first two weeks free and people think we're crazy, but you got to work out if coaching suits you and we got to work out if you suit us. You know, picking great clients is what makes us great at what we do. We want to work with the best of the best and hopefully that's you. So leading indicators, lead generation numbers type thing. What's our social media interactivity? What's our open rate on our emails? Those things are leading indicators. A lot of marketing oriented things are leading indicators. Then you got economic leading indicators. You know, when you build a million dollar business, you don't really have to take economic and larger things into account. When you build a hundred million or a billion dollar company, you got to take all of that societal numbers into account. Does inflation impact? Yes. I do business in 84 countries. And I can tell you, when the economy changes in a country, it affects our business. So we got to make sure we're focused on that sort of stuff as well. Leading indicators, not lagging. Now, accountability. As you move, you're going to need not just, yes, you need a coach, okay? 100%, you need someone that helps you install the systems. And for us, that's ABOS, the Action Coach Business Operating System. When we install that with you, when we take you through the six steps during that process, in fact, I have a podcast which is about two and a half hours long where I explain the whole of ABOS. Make sure if you haven't already, you watch that podcast, all right? And interestingly enough when we install because we have three and a half thousand strategy cards I forget what it was at last count It like 3 and something strategy cards So if you looking at time management, there's 70 or 80 strategy cards that you can use to install into your business. So you get all the time management operating. Now you won't want 70 or 80. You might pick six of them that are perfect for your situation, but that's what we do. So you need a coach. Next, you're going to need peer groups. Okay. And that's why at Action Coach, we run peer groups. Community is a big part of it. If you haven't joined Action Nation, make sure you jump on and join Action Nation on Facebook or LinkedIn. It's where we get all of you together and you help each other grow. Business ownership can be a dang lonely road and I don't want it to be lonely for you. I want you to be part of a community. That's what Action Nation is. Talk to your local action coach and get together with local community, local business owners who do phenomenal things and you can be a part of it. So coach, peer group, next you are going to need a board of directors at some point. Now, if you're bringing on investors or having investors work with you, they're going to want board members and board seats for you. So you're going to have to learn how to work with a board. How do you do that CEO thing of working with the board and having them help you? You don't report to the board. The board helps you grow the business. And you've got to learn the distinction between a reactive board who sits there and asks you dumb questions and a proactive board that helps you and helps your executive team build the organization and helps work that way. Learning to work with a board will become a part of it. So as you build your strategic plan, remember where that board kicks in at some point in time. So what's the challenge? To build your plan. So building your plan, if you're great at it, fantastic. Do it on your own. Rarely do I find business people that can do it on their own. Normally you need to bring in a facilitator or a coach or if you want to action coach we have it all digitized you can come work with your coach they can take you through it over 12 weeks build your business plan and install the action coach systems into your business we teach you over 12 weeks how to build that plan you enter it in our system it's a live plan it literally has your numbers you can change them all of that sort of stuff but build an amazing plan that's the thing if you need help with the strategizing of it come join me. I teach this stuff every year. I love teaching it, but I want to see you become a $100 million entrepreneur. Thanks for joining me on the $100 million podcast. If you've got value from today's episode, make sure you've subscribed and share this with all of your friends. Never miss a strategy that could change your business and your life. And remember, the fastest way to scale is to learn from those who've done it. That's what this show is all about. See you on the next episode. Thank you.
