You want to get to 100 million, I've always said this very clearly, you got to do that one thing that you are the best in the world at. That's how you get to 100 million. You've got to be able to charge what you're worth. You've got to be able to be at that top dollar margin. The real enemy in most companies is complexity. When you get focused on what you do, you can scale. When you've got a team of leaders, then you know you can scale to 100 million or billions and above. Avoiding the plateau. This episode, why most businesses stall at a million or three or 10 million. I'm going to expose the common ceilings that businesses hit and how you can break through them with systems, leadership and strategy. Avoiding the plateau, making sure we don't stall out at a million or three million or 10 million. What is it that gets companies to that level and then they stall and then they have to, I don't know what to do type thing. Most businesses, well, let's explain it. The million dollar founder ceiling type thing. So what do we mean by that? The stalling at a million because it's all about you. You're doing all the work. You're the one working hard. Everything goes through you, around you. It's centered about you. That business is generally going to stall at around a million dollars. Okay. Yeah. You might have a team, but really all the team is, is like you're the silverback and you got a bunch of servants type thing around you. You're the one doing the majority. It goes through you, around you. you're the worker. Now, take that to the next stage, right? And it's the $3 million ceiling. This is where, yeah, you've built now a better team, but your systems have hit the ceiling. So the $3 million is usually a system ceiling where you've got to start saying, okay, we don't have systems in place for us to be able to bring on people, train people, grow people, and do all that stuff. Our business is, it's in the heads of all of the great people here. And yeah, you've got amazing people, but everything is in their brain. So we've got to start building more systems to get through that $3 million plateau. And I'll get to more about how we do that in a minute. The leadership ceiling is what we hit at $10 million, okay, where we've gone from doing great management, being involved day to day, to now handing over that leadership to other people. It's not just you as the leader. You've got to have built leaders so the leaders build the next phase of it sort of thing. So in the beginning, it's you as the boss doing all the work. Then it's you with good people around you. Then it you with leaders around you And that how we get to 100 million When you got a team of leaders then you know you can scale to 100 million or billions and above When you've got a team of doers, a team of worker bees, that's down at that million. When you've got a team of good people, that's where you get to that 3 million. When you want to bust through that 10 is when you build a leadership team, okay? That be the big difference. The real enemy in most companies is complexity, okay? And that's where too many products, too many services, too many things, too many different types of customers. That complexity builds in an inability to scale. When you get focused on what you do, you can scale. There's too many things. Like you don't go in like I always find it funny because if you go into, say, a McDonald's or a normal burger type joint, they'll have this many types of burgers. There's not 400 different things. And then you go over to the Cheesecake Factory and you got this book like this, you know, thick of menu items and you go, how do they do that? Well, actually, it's not that complex. What it is, is they've worked out a bunch of ways to use a small number of ingredients. So very impressed by what they do. But I love modularizing, simplifying. I remember when Steve Jobs, when he first came back from Pixar and Next and he came back to Apple, he bought in his software. But the other thing he did, very importantly, is he cut away all the products. I can think of the time Apple was selling over 300 products. He brought it down to about 10 products and said, let's clear away all the things we should not be in the business of. And sometimes that what you don't do will get you to 100 million faster than what you do or what you add or all those little bits and pieces that you think, oh, yeah, let's just do that because a customer asked for it type thing. And it takes your focus off of the thing that you're great at, the thing that you can be world best at. If you want to get to 100 million, I've always said this very clearly, you got to do that one thing that you are the best in the world at, not the best on your street, but the best in the world. What's the one thing you can be the best in the world at? That's how you get to 100 million. Now, choke points. Number one choke points is cash flow, bootstrapping. Now, you can get to a million and three million bootstrap in most companies, okay? Pushing to 10, you're probably going to need financing to push yourself to 10 million because that growth requires cash The hiring of the people the bringing on of the systems the machinery the office space all of those things requires capital And so you probably going to need that. To get to 100 billion, you're definitely going to require capital and you're going to be able to work out how you do that, where you do that, all those things. And we cover that off on many of my interviews. I ask people about how they got the capital to do what they did. So stay focused and keep coming back. Make sure you hit that subscribe button if you have not already. Second choke point, too many hats. When you or any of your team are wearing too many hats, I'll put it to your flip side. If you're not getting results in a business area, like let's say you're not getting results in your social media, it's because either you have the wrong person there or no person there type thing. If you don't get results in your accounting, it's because you got the wrong person or no person. So keep looking at that aspect of it. Now, if you're the CEO and the CMO, you're probably doing a bad job at both of them. Okay? Too many hats will kill a scaling company. We want to do it. I remember asking Sir Richard Branson, and I was lucky enough to meet him because I was speaking on a stage in Dublin, Ireland before him. And he answered the question really uniquely, and he expanded on it on stage later on that day. He talked about when his company back at Virgin Records, when he first started out, he said, when we hit 100 people in a company, I would split it in two because two CEOs, two CMOs, two people. He said that way we had real focus on the genre or the type of artists that we were going after in that business. So really interesting to do that. The too many hats will kill it. Weak margins will kill it. You've got to be able to charge what you're worth. You've got to be able to be at that top dollar margin. Now, whether you're at great margins because of your business model, see, people say to me, but Brad, what about Costco? I say, yeah, Costco runs at a very low margin, but they have this thing called membership where they make the profitability of it. If you take a look at that model, the membership model of business, as we've discussed on the earlier podcasts, it changes the game for the business. It's a different way of looking at it, but I want to see great margins so that you do have the ability to pay the great people to do the marketing to build the brand and to build your scale operation up to be able to and also great margins allows you better ability to get financing it important that way next choke point is lack of or poor delegation i said it to you before delegation needs a training it needs a system and it needs a measure If it doesn't have training, a system, and a measure, it's abdication. You're not really delegating. You're giving someone the job to do, but you haven't trained them and done all of that sort of stuff for them. So how do you break through? Well, when you hit a million, and again, these are the programs you can study with me, my million scale, 10 million scale, 100 million scale. Jump on the site and learn those programs, study, work, get there. From a million, if you've hit a million and you want to scale up to 10 or even to three, you've got to get into the systems. Okay, you've got to start systematizing at 1 million so that you can get more productivity and more effectiveness out of your people. So that when you recruit people, they get up to productivity much faster because they don't have to learn everything themselves. They're following a system. They learn the system rather than the job, if that makes sense. It's much faster to learn a system than it is to learn a job. If you're at 3 million, you want to get to 10, start building that leadership team. Start scaling up your humans, the people in your organization, because if you build people that have been there before, if you recruit great people, they will build it for you. Build a team of leaders. Don't just be a leader. Remember, the greatest general keeps building the best captains type thing. 10 million to 100, that's where strategy kicks in. That's where you've got to look at the business model and look at your leverage and scalability. What is the model that you're going to use to do the X times Y as we've discussed on previous podcasts? How are you going to find the model? How many locations? X times Y. Strategy kicks in at that point to go from the 10 to the 100 and above type thing. So current ceiling, look at it. Where are you at? Where are you plateauing at? It might be a million, might be three, might be 10, might be somewhere in the type thing. But look at that ceiling and say, what have I got to do to break through? What have I got to do now to learn? What have I got to study? Who do I need to mentor me in order to get to that next level? I want to make sure you keep coming back. Why? So you can 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.
