S1: Welcome back to work woman. It has been way too long,
S1: but I am back and I am here to fulfill.
S1: On our teamwork series. I have received quite an amazing
S1: response to this content. At first I was like, I
S1: don't know if people are really going to be interested
S1: in me doing a deep dive into team work. I
S1: know I learn things every single day as it relates
S1: to team building and editing and tweaking this content, but
S1: like the outreach, has been pretty amazing. So we are
S1: going to continue this series. If you haven't listened to
S1: any of the previous series, you are welcome to start
S1: right here. Today. We're going to be going deep into
S1: vision statements, but if you want the full context, I
S1: would definitely recommend reversing going back a couple of episodes
S1: and understanding a little bit more about the teamwork. Book
S1: the structure, and then listening to the first two chapters,
S1: because it's really going to give you a greater picture.
S1: But you can start right here like this. There's nothing
S1: stopping us from continuing to hang out in this podcast.
S1: So for those of you who don't know, I wrote
S1: a book called teamwork that is about to come out
S1: on audio. It's been about a year since I wrote
S1: this book, and so I wanted to go back through.
S1: And as Carter ventures has grown and as I've grown,
S1: I wanted to just update and refresh the content. And also,
S1: I've been teaching on this content since I wrote the book.
S1: And there are things that people ask me all the
S1: time that they didn't necessarily get from the book that
S1: I would love to be able to share with you
S1: and make sure you don't feel like I was gatekeeping
S1: on anything, because that is never my intention. So with that,
S1: we are on chapter three in teamwork. Now, this particular chapter,
S1: I get why there are a handful of questions because
S1: it's such a meaty topic. This idea of your vision statement,
S1: where your business is going, where the target is, what
S1: the ten year picture looks like. Now, in the previous podcast,
S1: I talk about the mission statement. They are two entirely
S1: separate statements, although obviously they coordinate. But the biggest question
S1: from the book that I get asked is help me
S1: better understand the difference between the three types of vision
S1: statements that you talk about. So let's just clear the
S1: air on this when I'm referring to three types of
S1: vision statements. It's more so the planning, the organizational planning
S1: that I'm referring to, then an actual statement itself. I
S1: don't want you getting hung up in it has to
S1: be this very formally laid out vision that says three
S1: different things, and then you put them together like, that's
S1: really not my intention. So more specifically, in the on
S1: chapter three, I break down the three types of statements
S1: on page 46 where I talk about the difference between
S1: a brand vision statement, a people vision statement, and a
S1: revenue vision statement. So context at Carton Ventures, our vision
S1: is to impact 1,000,010 businesses. It's not some long bar sentence.
S1: It doesn't have a lot of fluff in it. It's
S1: literally we want to impact 1,000,010 businesses. But that's just
S1: our brand statement. We also have a people vision statement
S1: and a revenue vision statement, because what we're trying to
S1: do is really clarify, okay, if we impact 1 million
S1: business owners, how many team members would we have when
S1: we hit that target and how many, how much revenue
S1: would we be generating when we hit that target? I
S1: did this activity in my People Essentials workshop just a
S1: couple of weeks ago with one of our awesome clients,
S1: and just through going through this math on trying out
S1: the brand, the revenue and the team, they're like, oh
S1: my gosh, I didn't realize that we're spending a lot
S1: of time and energy and people resources on some of
S1: these projects that don't actually get us closer to our
S1: ten year revenue target. And so again, this is less like.
S1: Team culture as it is. Hey, my business has a
S1: really clear target and I've done the math and kind
S1: of done the work. Back on what the ten year
S1: picture looks like. So for Cartoon Ventures, the brand vision
S1: statement is create 1,000,010 X businesses the revenue. So this
S1: is our ten year revenue target is $10 billion. And
S1: then our people target is create opportunities for 50,010 x employees.
S1: Holy shit. That is a significant target when you really
S1: state and claim where you want to go and what
S1: you want that impact to be, all of a sudden
S1: your brain starts figuring out, well, how could I? That's
S1: the question you want to be asking yourself. How could I,
S1: if I know that in my heart, if I know
S1: that in my soul I believe that I'm capable of
S1: creating this massive business for you. It might be a
S1: $30 million business. Maybe it's a $10 million business, maybe
S1: it's a $100 million business. Then get real with how
S1: many customers you'd have to serve and how many people
S1: you'd have to hire, because the two strategies that are
S1: all of a sudden going to have to crystallize for you,
S1: and that you're really going to have to wrap your
S1: mind around and and spend a significant amount of time
S1: figuring out is how do you attract that many clients,
S1: and how do you attract that many great team members?
S1: Start with the end in mind. If I know that
S1: this is where we're going, how many people is that
S1: going to take? I'll never forget it was, um, the
S1: winter after quarantine, so this must have been January 2021.
S1: We were doing this across the country tour, and one
S1: of our stops on this tour was Dallas, and we
S1: were downtown Dallas. And there's this big eyeball in the
S1: middle of Dallas. It's like this massive statue structure piece
S1: of art that's like the height of 30 people stacked
S1: on top of each other. And it's just like one eyeball.
S1: We were looking at this eyeball out of the room
S1: that we were hosting this event in, and I said
S1: to our director of sales at the time. Could you
S1: imagine the person's job? Who would be responsible for just
S1: checking in and checking out people's key fobs in the
S1: building that stood behind this eyeball? Because it was one
S1: of those, like, massive WeWork buildings that had maybe 50
S1: or 60 floors, like it was just huge and it
S1: was wide. At first I was staring at the eyeball,
S1: but as I stared at this building behind it, you
S1: really start to think with scale. When you get your
S1: mind wrapped around how big you want something to be.
S1: And so the more real you can make your revenue target,
S1: the more real you can make. How many people you
S1: want to impact, the more real you can make, how
S1: many employees you want to hire. You can't just be
S1: me asking my employees to talk to their friends about
S1: working here. This has to be a real system. I
S1: can maybe make this work for a short amount of time.
S1: The way that I'm doing it. But I can't hire
S1: 40,000 employees like I'm doing it. I always start with
S1: a ten year revenue target. So right now, if your
S1: business is doing $1 million a year and you're saying
S1: to yourself, I want to have a $10 million business
S1: in ten years from now. Okay, great. What you do
S1: to figure out the brand vision statement is, say, how
S1: many customers are you currently servicing and what's the average
S1: selling price per customer? The average customer right now with
S1: me spends. Let's say $5,000 a month. So I'm going
S1: to take $5,000 a month. Times 12 months, that would
S1: be $60,000. So how many clients? If you're $1 million business,
S1: do you have? If each average client is paying you
S1: $60,000 a month? How many times is 60,000? Does anybody
S1: good at math in here? Tristan, can you do this
S1: math in your head? Will. This is where you insert, um,
S1: like the Wheel of Fortune music or the jeopardy music. Oh,
S1: divided by 60,000. I have a calculator. 16 I got it,
S1: I got it. We're good. So right now your business
S1: is impacting 16 businesses. But if you're looking to create
S1: a business that is a $10 million business, you would
S1: times this 16 number by ten. If I'm going to
S1: get 166 customers, is that really as big as I
S1: think this business could go? Are there more customers out
S1: there that could pay me $5,000 a month, then 166? Well,
S1: I would say yes. So to me, as soon as
S1: I start to look at man, I would only need
S1: 166 customers. I'm going to be thinking with wow, like
S1: I should increase that target. Maybe instead of having a
S1: $10 million revenue target, my revenue target should be. $30 million.
S1: So then if I times this by three, there would
S1: be 500 customers. I like the idea of 500 customers
S1: more than I like the idea of 166 customers. So
S1: I might have in this process of figuring out what
S1: my vision is for my organization moved the target. But
S1: if I knew that I could create a business in
S1: ten years from now that could service 500 people, I'd
S1: be like, wow, that's amazing. Like, I would be really
S1: proud of myself. And just like that, you've created your
S1: revenue vision statement and your brand statement because your brand
S1: statement should be attached to not necessarily the money you
S1: don't lead out with. We're going to have a $10
S1: billion company, or we're going to have a $30 million company.
S1: You lead out with. We're going to transform the marketing
S1: of 500 clients. That's something that people can get behind.
S1: That's an impact that you're making. And then you just
S1: do the work. Back on how many teams. So if
S1: I have a $30 million business, 30, and then I
S1: divide that by on the low end, 250,000, which is
S1: what we like to divide for your average revenue per employee.
S1: That would give me 120 team members. My brand statement
S1: is 500 clients, my people is 120 team members, and
S1: my revenue is $30 million. That is a healthy business.
S1: That is a well-run business. And that's a vision that
S1: people can really see themselves in and get behind, because
S1: it all ties out together. It's not the person who
S1: shows up to a meeting and is like, I want
S1: to create $1 billion business, and you're like, great, how
S1: many clients would you be serving? Or what does that
S1: look like? And they're like, well, I don't know yet.
S1: I'm still doing research that doesn't create confidence with somebody
S1: when you're sharing with them that type of vision statement.
S1: But when you have a real vision that you've actually
S1: thought through, and I'll just give you guys like a
S1: little sneak peek. Um, for those of you who haven't
S1: read the book, one of the criteria that I use
S1: in that really is meant to provoke a business owner
S1: as they're creating this vision statement, is this idea of
S1: your your legacy and having a gut check. So once
S1: you've written these three criteria out and they all tie
S1: out together, sit there and look at it and say
S1: to yourself, is this what my legacy would look like?
S1: Or is this something that I would be happy if
S1: my legacy looked like this? Would I be good with
S1: this sort of legacy? On a professional standpoint, this is
S1: what you're going to have your blood, sweat and tears
S1: go towards for the next ten years. So if you
S1: don't feel compelled by where that takes you, you should
S1: look at it. You should rework it. You should either
S1: make the target higher so that it really would change
S1: the trajectory of your life. I really think about that.
S1: Could your business, in ten years from now change the
S1: trajectory of your life? Could you have the lifestyle that
S1: you want? Could you have the things that you want
S1: that could make an impact, not just for you before
S1: the people that you love, for your family, for your friends,
S1: maybe for your community? How how much bigger can that
S1: scale and scope go? And if that checks the box, box,
S1: whatever the vision statement that you have is, that's fantastic.
S1: But if it doesn't check the box and you're struggling
S1: with it, still just rework the vision because you should
S1: feel inspired and you should feel pulled and compelled. Like,
S1: to be totally honest with you, there are many moments
S1: throughout the course of a week it hasn't happened this week,
S1: but probably last week where I just woke up and
S1: was like, I have no interest in doing what I'm
S1: about to do today. I have zero desire to kick
S1: off our team call. I have zero desire to answer
S1: my emails. I'm not interested in sitting in all these
S1: meetings like I would much rather do a million other things,
S1: but I feel like literally pulled, like so compelled to
S1: show up for other people because I've told them that
S1: this is our vision. And when I'm reminded of the vision,
S1: I'm then compelled. But when it feels like it's just
S1: for Natalie or it's Natalie's target, and I don't think
S1: about the people that I'm impacting, it's really easy for
S1: me to let myself off the hook, but you're very
S1: unlikely to let other people off the hook. And so
S1: how do you tie out that vision statement that you have,
S1: that ten year picture that like massive life changing thing
S1: that you want to accomplish? How do you tie that
S1: to the people that you love and changing what their
S1: life looks like on those days that happen more often
S1: than I think most people like to admit, you're you're
S1: not just going to throw in the towel on that
S1: day and get further away from your vision. You're actually
S1: going to keep pushing and keep going with that. Guys.
S1: It's great to be back doing podcasts. I absolutely love
S1: this audience that comes here every single week. In order
S1: to hear more about how to be kickass in business
S1: and lead a great team. As Carnal Ventures grows, I
S1: become more excited about learning about leadership and and more
S1: humbled all at the same time, because it is a
S1: game that it's not like you master it. It is
S1: something that you are constantly working on. If you're growing,
S1: and even if you're not growing, it's it's going to
S1: be something that you're working on. Because how do you
S1: lead people to get out of any sort of business
S1: rut that you might be in? This is my intention
S1: with everything that I wrote inside Teamwork. And then also
S1: every product that we offer at Carton Ventures is with
S1: this intention of how do we help business owners truly
S1: achieve their personal, professional and financial goals? And what will
S1: it take for us to impact a million business owners
S1: to become ten? And for many of you who are
S1: listening to this, it's you're figuring out how to become
S1: ten X and you're learning the tools. And my encouragement
S1: to you is just stick with it. It might be overwhelming.
S1: It might feel like a lot. But when you clarify
S1: this vision statement, I promise you things become a lot
S1: easier for you to prioritize and for you to understand
S1: where to spend your energy. Because the vision is clear
S1: but devoid of the vision being clear for you, your
S1: team is not going to have any clarity. They're not
S1: going to see how they can be successful working alongside you.
S1: And then everything just feels hard. So I urge you,
S1: I beg of you, figure out your three vision statements,
S1: tie them together, and then lead out with that brand
S1: vision statement. Lead out with the impact that you're looking
S1: to make, while also knowing and having this clear understanding
S1: of what the other pieces are that make up what
S1: that brand statement is. With that, I can't wait to
S1: see you guys or talk to you guys next week.
S1: Make sure you share this episode if you found value
S1: in this with any business owner that you know, it
S1: would be amazing if you would rate the podcast and
S1: leave a review. We are growing this podcast and that
S1: growth comes from people just like you who are willing
S1: to share it with their friends and leave an awesome review.
S1: So with that, I will see you guys next week.