S1: Welcome back to Building Billions.
S2: I wish people in my life would push on me
S2: more like when I think about all of the growth
S2: that I've had, there's never one time been a mentor
S2: in my life that's been like, actively interested in telling me, Hey,
S2: this is what's holding you back and really giving me feedback.
S2: And I wish that I would have had that whenever
S2: I've asked for that. You know, people just when you
S2: ask what they don't really want to give it to you.
S2: I never growing through my career had somebody that's like, Hey,
S2: you need to stop doing this, Hey, don't do this
S2: like and coaching me and course correcting me. And I
S2: actually take that as a responsibility that I have to
S2: the team members that I am responsible for because we
S2: have to grow so quickly that I feel like it
S2: took me eight years to learn these things. I'd rather
S2: just like use every opportunity to coach and correct and
S2: give feedback. Now, today, instead of like thinking that they
S2: have to wait ten years in order to learn the
S2: skill set that I had to learn. And so I
S2: sent an email to Carolina last week. And she was
S2: not super happy about me sending this particular email, as
S2: I found out. But I was really thinking about how
S2: she felt when I sent the email. I was thinking
S2: about what feedback needed to be given. This was my
S2: thought process sending this email. I didn't know if she
S2: was going to get engaged. I did know that I
S2: didn't really think about PTO. I knew she was like away,
S2: but it was a weekend. I don't filter myself when
S2: I'm sending a communication to our team members, like if
S2: I'm thinking about it and then I wait and I
S2: put off the communication, it's likely that I'm never actually
S2: going to communicate it. And then when something really goes wrong,
S2: something's not going the way that I want it to.
S2: There's an issue I hold myself accountable because I'm like, Well, shit,
S2: I never told Carolina about this thing like and this
S2: was bothering me and I just need to have the communication.
S2: Most of these communications I do via a call or
S2: like an in-person meeting, like, I don't think I've ever
S2: sent you an email like this before, have I? Negative. Okay.
S2: First time for everything. Yeah. So did you say the email?
S2: I don't think I see the email. Darling. My internet's
S2: not working. I email. I emailed something like this probably
S2: once a week. And I really do view this as
S2: like the pressure that. I want to apply on people
S2: that I care about because it took me, I don't know,
S2: five minutes to write this email. And I was really
S2: trying to think like if I was her, would I
S2: want to know what's holding me back or what? Like
S2: my I'm not even your boss. Actually, that's the funny thing.
S2: I have two bosses. Your boss's boss? Yeah. Yeah. Because
S2: I guess technically, she reports to our head of revenue
S2: and marketing who reports to me what I do your social.
S2: But we talk often. So anyway, this. This shoot did
S2: not go very well last week. She wasn't at the shoot.
S2: I think she was off during the shoot and it
S2: was just a mess. And in the shoot with her
S2: other team members, I told them I was like, Hey, listen,
S2: this isn't going well. This is your responsibility. I'm going
S2: to talk to Carolyn about this later, but you need
S2: to take responsibility for these things because it's not just
S2: about Carolina. It's about the team understanding what Carolina should
S2: be expecting and them like really knowing how to do
S2: this in the future, because I'm not going to expect
S2: that she's going to be able to do everything all
S2: the time. She's already great. I think she's fantastic. I
S2: wouldn't waste my time sending this email if I didn't
S2: think she was fantastic. So there's that. She sends this
S2: really nice email about like YouTube shoot opportunities and like
S2: apologizing and like, going through this whole thing and. I
S2: did acknowledge it. So I think this is important when
S2: you're writing emails like this to your team, I think
S2: it's important to acknowledge what has been said. This is
S2: my acknowledgement. Thank you for this email because I like
S2: the gist of the email. It was like I could
S2: have like she could have waited. That was a good thing.
S2: They could have waited and not actually had this conversation.
S2: This this is the email. My frustration comes with not
S2: keeping the focus on content positioned to go viral and
S2: sticking with themes decided on for this channel. It's actually
S2: a YouTube content shoot. The theme of my YouTube channel
S2: was supposed to be behind the scenes of building a business.
S2: I wanted to actually feel like the viewer is behind
S2: the scenes, hence what we are doing literally right now.
S2: Not only was the team late to the shoot, but
S2: the setup was like a studio. It was the opposite
S2: of behind the scenes, meaning I got there and they
S2: were like lights set up and it felt like we
S2: were like I was shooting some like educational content. And
S2: I'm like, Wait a second. Even if she didn't tell
S2: them that those team members should know, Hey, the the
S2: purpose of the YouTube channel is behind the scenes and
S2: they should be coming up with these great ideas. So
S2: I said the topics need to be rethought. What can
S2: be recorded for behind the scenes? Like, how do we
S2: work this out? Because I have this idea, but I
S2: expect her and the team to say, this is how
S2: we can make your content behind the scenes. And this
S2: is the vantage point and this is some other successful
S2: people who are doing this. There's another thing about being
S2: a female entrepreneurs was like not excited about She really
S2: wants to be a girlboss. I do not want to
S2: be a girl boss. I do not want the angle
S2: of this content to be like leaders for women, like
S2: how to grow a business for women. I just were
S2: just talking about how you grow a business on the
S2: sloppy piece. Oh yeah. Did I. Did I call yourself sloppy? Oh,
S2: you said it was sloppy on the sloppy piece. My
S2: clarification is that it doesn't feel cohesive. Look at the
S2: ones that perform versus the one that don't. What are
S2: the differences? And then I pulled it picked out two
S2: different things that really felt inconsistent then. This is, I think,
S2: where God. More clarified, which is why I said I
S2: sent a separate email because I waited three minutes. I
S2: waited three minutes to send this next email because I
S2: was like, wait a second, I'm not done. Additionally, I
S2: expect that you and the team are YouTube natives. This
S2: platform needs to be studied and learn. If we were
S2: going to grow, who is actually paying attention to other accounts,
S2: learning what's what they're doing to grow and making recommendations.
S2: The team needs to be transitioned from doers to professionals
S2: who own their craft. I recommend all of them reread
S2: the book seller sold to Grant Cardone book called Sell
S2: or Be Sold. It's freaking fantastic. Starting with you. Your
S2: lack of consistency is your Kryptonite. What happened to daily reports?
S2: If I'm not writing you, you slip back into not
S2: sharing the data or being proactive. I need you to
S2: take your craft as seriously as I take mine. You
S2: have unending potential. This is where, like, gets positive, right?
S2: I'm not just like harping on her in email, but
S2: the consistency and discipline of doing the things that you're
S2: going to say you do hold you back. I thought
S2: this was a really nice email. My Carolina. Did you cry?
S3: Um, it's fine, but.
S2: Like, I'm actually good with it. Like, it doesn't bother
S2: me that she cried. I think that that's a good thing.
S2: And somebody in the comments you can say like, I'm
S2: a total bitch. I'm good with that because I believe
S2: that if she takes this to heart, she is going
S2: to advance to the next level so quickly. And if
S2: she doesn't take this to heart and it stops her
S2: or she's emotional or she resigns or she's like, I
S2: can't believe Natalie sent that, then she's not the right person.
S2: And that's just the reality, because I want the person
S2: like my intention here is, Hey, I want you and
S2: the team to be so good, like to be the best,
S2: to be as good in your craft as I am
S2: in my craft, I take my craft very seriously. I
S2: take what I do very seriously, and I know what
S2: her goals are. I know what her aspirations are, and
S2: I know she can be just as good, if not better,
S2: than me in a shorter amount of time. But it's
S2: going to take me saying you have to do these
S2: things and this is what's holding you back. So we
S2: have this moment. And to be fair, like ten minutes
S2: after the email sent, we were texting and exchanging, so
S2: we just thought everything was normal. But yeah, and for
S2: anybody who works very closely with Natalie or with a boss,
S2: like if you're actually committed to your goals, your boss
S2: wouldn't pay attention.
S1: To you if it wasn't for your potential. So that's
S1: just the biggest thing I could say. Like if you
S1: were to just ignore it, you could just replace me.
S1: And it's that's easier for you than taking the time
S1: to write it. So that's how I looked at it
S1: after 24 hours and a couple of tears. But it's
S1: all good.
S2: The tears were not ideal. The tears were never my goal.
S1: Natalie has also made me cry tears of joy multiple times.
S1: So that's great.
S2: That's true. That's great. And I want. I like. I want.
S2: That's not my goal. My goal is not to make
S2: her emotional in either direction. My goal is not to
S2: make that emotional. It's actually for me. It's for me
S2: to say, Hey, if I was Carolina, what would I want?
S2: What what I wish somebody would have told me. And
S2: if I take that approach with the way that I
S2: communicate with my team members at every level, people talk
S2: about transparency. Like I'm radically transparent, you know, where you
S2: stand with me. And I know that she knows when
S2: we're good, we're good. She also knows if I have
S2: an issue. She's not worrying like late at night. Oh,
S2: is Natalie frustrated with me or am I doing something wrong?
S2: She would know like she knew that day. I was frustrated,
S2: but that doesn't change how I feel about her. That
S2: doesn't change what I think of her. But I do
S2: have a commitment and responsibility because she told me what
S2: her goals are to actually help her get there. And
S2: if I don't say these things and I just take
S2: the easy way out, which is what so many business
S2: owners do, you have to stop doing this. If you
S2: really want to scale a team and build a business.
S2: Because what most people do is they don't want to
S2: say those things and they're like, Oh, well, Carolina is
S2: already handling so much. She's already doing all of these
S2: great things. What she is, she's phenomenal what she does.
S2: But if she doesn't address these things, she's going to
S2: stay phenomenal at doing the thing that she's doing. When
S2: she's already told me, I don't want to be doing this.
S2: I want to be doing the next thing. Okay, well,
S2: like game on. Let's have you do this next thing.
S2: But if you're telling me you want that, you're not
S2: that yet. So what do you have to do in
S2: order to become that? And I'm going to tell you
S2: those things. And I do believe that that's what actually creates.
S2: Respect in relationships. That's what creates transparency. That's what allows
S2: for actual communication. And, you know, we had our moment
S2: and she gets to choose, hey, I'm either all in
S2: or I'm not. And I'm good with it. Either way,
S2: I hope she stays in. I want her to say
S2: in because I believe in her. And nothing that I
S2: said from my standpoint was that offensive. And as I mentioned,
S2: I hold myself to that standard. It'd be one thing
S2: if I'm just like slacking off all the time and
S2: I don't take my work seriously and I'm just haphazard
S2: about everything, but I'm like, I'm on my game. And
S2: so for you, if you're not on your game, if
S2: you're like, Oh, I don't really take my business seriously,
S2: you have no ability to actually harp on your team members.
S2: They're not going to take you seriously. But when you know, Oh, shit,
S2: like I'm on it. And then you allow other people
S2: to not be on it, you're invalidating that you're on
S2: it and vice versa. If they're on it and you're
S2: not on it, then you're going to get anxious and
S2: nervous that, hey, maybe they're they're thinking that they want
S2: to go do something else because you're not pushing on
S2: them because you feel bad, because you're actually not pushing
S2: on yourself. And that's the game of business. That's what
S2: makes it fun to actually grow and scale something. So
S2: I hope you enjoyed this episode of Building Billions. If
S2: you are loving this content, I would love to know
S2: if you go into wherever you're listening to your podcast
S2: at Hit the Review button, it takes 15 seconds. It
S2: would mean the world to me to get a review. Also,
S2: if you know.
S1: Somebody who's struggling.
S2: With beliefs that are holding them back, I would highly
S2: recommend that you share this episode with them. Also, you
S2: can just share it on social for everybody to see
S2: and tag me at Natalie Dawson and I will definitely
S2: reshare your post and I am so excited to catch
S2: you on the next episode of Building Billions. Until then,
S2: be great, implement what you're learning and just go out
S2: there and kick some total ass.