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Welcome everyone.

We're so thrilled that you're here and I am excited to

introduce you to Leslie Hasler.

Her company is called Your Biz Rules, so welcome to the show, Leslie.

Lovely to have you.

Hey, I'm excited to be here.

We're gonna have a great time, aren't we?

Absolutely.

So tell us a little bit about your business and what you

do, kind of how you got there.

Sure.

Um, so our business, your B Rules is a fractional C-suite firm,

which basically means we can be a one-stop shop for our clients.

What we do is, what we're really great at doing is creating

more profits in a business.

So you're cashflow positive, but also helping business owners grow and scale.

Um, in our scaling Rich methodology, which is really about.

Sustainability, um, so that you don't burn out or go broke in the process of trying

to grow, but also doing it in a way that improves your quality of life so that

you actually get that freedom you started your business for in the first place.

I love that.

Yes.

We wanna stay away from burnout and going broke.

Uh, yes.

Generally advisable.

Absolutely.

So we're gonna talk today a little bit about your Scaling Rich, uh, program

and, and kind of what that entails.

So, uh, the long description I have is nine Strategies for

Sustainable Business Growth.

Exactly.

So, um, why don't you pick like your favorite one or your

starting one and let's kind of talk about, um, how that works.

Yeah.

And I, I love that you've asked that question, so thank you.

And I wanna break it down to maybe even some more simple, uh, ways to look at it.

Um, so the first element that you've gotta think about is about clarity.

And clarity is super important, especially the longer you've been in business.

I think it's super easy to be clear, um, somewhat clear when you first start out,

but then as you're growing and you're.

Scaling it gets a little more garbled because you're taking

advantage of opportunities.

Maybe not always if they're in alignment, which is actually our second aspect

of scaling Rich, which is alignment.

So if you've got clarity, then you can bring the business into an alignment.

And this is super important because for the same reasons we're just

starting to to go, it is very often that the business owner.

Maybe matures and develops and elevates, but the business

doesn't always come along.

So we have to bring things into alignment and mean that alignment

is based on your clarity.

And then the third big chunk that we're looking for is leverage.

Now, what is leverage?

Leverage is the ability to do to, how about this?

Instead of everyone here's do more with less.

That's kind of a scarcity mindset.

We really believe in getting more from what you're doing.

That's a leverage concept, right?

So it's really comes down to clarity, alignment, and leverage.

I love that.

Get more from what I'm writing this down you're doing.

It's so interesting.

I remember when I was first in business, many, many moons ago,

and I, I thought this word leverage was so big and cool and, but I

didn't really know what it meant.

Yeah.

You know, it's actually one of the most popular web, uh, articles on

our website is those around leverage.

And I think we're all looking for getting more from our efforts

and, um, it is super critical.

You may not always be ready for it, but it is super critical to have this in mind as

you're looking to grow to scale, because it is the difference between grow, growing

with ease and growing through sheer effort, which eventually leads to burnout.

So tell us a little bit about, um, what types of leverage do you help

your companies with your clients?

So we're looking, um, in leverage in a couple different ways.

The number one is through people now that I like to call team as a

very broad umbrella, um, because it includes employees, it includes 10

90 nines, it includes subcontractors, and every stage and age of business

has a different need for both.

So I think we have.

So many, um, more linear prescribed methodologies of growth.

And in today's market, I think you need something a little more fluid,

a little bit more, that ebbs and flows and understanding where do

you need that concrete employee that needs to be there all the time.

But then how do you accommodate a swell of business, but not necessarily s.

Swell of expenses that come along with it.

And that's when you really do need, you know, outside parties.

Either it's 10 99 or or subcontractors to help shelter that

load, but it's an advanced move.

Um, it is an advanced profitability move as well.

So people is probably, um, one of the, the best sources of that time,

um, would be another one of those.

Things, but then you also get a lot more leverage through, um, getting

greater productivity in the business.

And that's gonna be through systems and technology process, um, those

types of things, which just amplify.

Your leverage from people.

So there are these levels, if you will.

Um, we, we, like, we have this five levels of leverage, um, that we

can talk to if we have a moment.

But it really is an evolution in business.

And I think what the biggest mistake we see is people try to go

too high, too fast, and they don't put in the building blocks into

place so that they're successful.

I love that.

Yeah.

And probably the people who are overwhelmed are not doing it at all.

And thinking, I can do all of this.

I tell my team today, I went, don't get me wrong, I'm pretty

super, I'm just not super woman.

You know, like, you're gonna have to remember I'm human too.

I love that.

Well, we help, um, our clients with outsourcing a lot of different

aspects of their business.

So we are big fans of leveraging people.

Um, and then time of course, and productivity systems and processes.

We always laugh.

SOPs are not sexy, but they're so necessary.

They are.

And honestly, even in SOPs, because we do a lot of work with our clients, that's one

element that we spend a lot of time in.

I think what people are so used to is that binder that we maybe got in our

first corporate job that you just put up on a bookshelf and you never looked at

that isn't worth your time to develop.

Right.

And it's a little.

Old paradigm we're gonna talk about, and there's a new paradigm.

It's our old paradigm that we're gonna need to shed.

Really, when it comes to SOPs, what we wanna do is operationalize them, right?

So that they're part of the ever evolving, living, breathing aspect

of what people do in your company.

Um, that's the difference.

And I, I, I agree with you, maybe not the sexiest thing in the world.

However, if you wanna stop being the one that's doing it all.

You know, if you don't wanna have to worry about the decisions that

your team is making, if you don't do these, you're not gonna win.

It's just impossible to do it because no one in your company is a mind reader.

None.

I've yet to hire one.

If you have them, do you have one of those on your staff?

We could hire them, right?

No one's mind, but everybody wants to do a really great job.

And I, I, we just believe in that.

So SAPs, they're, they're like water.

They're not always sexy, but you need it.

Oh, no, absolutely.

Without a doubt.

Um, what I think my business partner says, if you do so something that has three

steps and do it three times, you need to have a process for it, because that means

that something that's gonna be recurring and it has multiple steps and yeah.

It's those things, especially that, that we do or that our team does that don't

happen every day, maybe once a month or you know, a couple times a month.

But you, but all steps are important in that.

Steps are important.

And I love that you gave that example because it, it speaks to the simplicity

and even the simplest things.

They need that type of structure and it's really the structure that sets you free

that you need so much in your business to be able to get to that next level.

To even think about leverage.

It's kind of the secret sauce.

And it's funny because I think some people.

Don't want structure, especially entrepreneurs because they

think that's constricting.

Mm-hmm.

When in fact it's the opposite, isn't it?

Structure and, you know, uh, SOPs help you get things done faster.

Yeah.

And more effectively.

And that gives you the time to do other things that you

need the creative freedom for.

Do you think so?

I agree with you.

I think people are in two camps.

I have.

Um, and I will honestly say I'm in the first camp, um, my natural

personalities in the first camp of I, I have a high freedom gene.

I don't really like repetition.

It's not my friend in a lot of ways, but the truth is it kept me away.

A lack of structure keeps me away from the freedom I say that I want.

And so, because the freedom is more important to me than my.

Distaste for maybe structure.

I let that go.

I draw I, I just let that ego go and now I'm like, does it give me more freedom?

If it does, I'm all on board and let's go.

I think though there's also this other camp we have to talk about

where people over structure.

And it capsizes it, it slows the business down.

I just wrote an article on this, um, especially in like, how do you

motivate employees and team and keep everyone on the same page?

And I was like, you know, our old paradigm is either the carrot or the stick.

I was like, the thing is, is that a carrot is very subjective.

What motivates me doesn't motivate you.

Doesn't motivate Joan.

Doesn't motivate the next person, right?

So that's a hard one to get.

So people lean into the stick.

I say, and, and, and this is that area of people putting too much structure.

They're trying to protect against so much that you effectively

are strangling the business.

You scare away clients.

You're only attracting really not the best team members because the best team

members don't thrive in that environment.

So we need this.

Mm. You know, it's the, what is it?

It's the Goldilocks moment, the just right moment, and that does vary, but business

by business, we use some companies that are high compliance industries where

there's a lot of regulation and so there's a little more structure, right?

We have some others that maybe it's not, and you have to find that sweet spot,

I think from a business standpoint.

But truly, you need structure.

The structure will set you free, hands down every day of the week.

I love that.

I love that.

And I love how you pointed out that too much structure, especially when

you bring on team members, ideally you're bringing on someone who

has some kind of expertise, um, or someone who has, you know, a talent.

And so you need to let that thrive and grow as well.

Exactly.

Love that.

Okay, so you set a new paradigm.

Do you wanna talk about that now or do you wanna move on to one of your other

nine, um, processes or strategies?

It's an important conversation.

It's one, uh, that I'm on a, a little bit of a, a bandwagon for.

So.

We've experienced a tremendous amount of change.

If you even just say 2020 was actually a pivotal year for a lot of different

reasons, but it marks a point in time where change happened even faster.

In fact, a lot of the estimates say that the amount of change we went

through in that one year was the equivalent of five previous years.

So that is, is, is huge and it hasn't slowed down.

I don't know about, for you, has not slowed down for us.

So we're in this race of, of feeling maybe just a little out of control.

This is, I think, the quintessential illustration of

Old Paradigm versus New Paradigm.

So if I give you like a growth measure, old paradigm, it used to be 14.4% growth.

Year over year for five years would double your business.

Well, now you can double your business in months, right?

You can do it in six months.

We've done it for companies.

We've done it for our own business.

You can do this, but our brains are having a hard time rationalizing.

Safety of that, right?

Because we're still operating on this old operating system, this old paradigm.

So what the goal, or even like for premise of Scaling Rich is, is that,

you know what, we're never gonna knock 14.4% because some years that's a win.

Um, but we're trying to open the doorway, open the possibility to.

More exponential growth year over year, just doing it in

a sustainable methodology.

Because on the flip side, I always talk in ends to our, our spectrum.

The flip side of the spectrum is the concept called blitzscaling.

It's most popularized by, you know, SaaS companies and our unicorns that kind of

just blow up overnight and suddenly in 12 months they're worth $40 billion in.

Um.

In valuation, but those companies are also have a higher propensity to burn

out and collapse and to be some of the worst stories, you know, within 18

or 24 months of their best story that Blitzscaling Blitzscaling says that growth

should be the priority and everything else is a cost of doing business.

Doesn't matter who you're gonna burn through as p personnel

yourself, or cash or anything else.

The name of the game is to get to that big state so that hopefully you've got enough

that it can then stabilize, well, okay, we gotta get somewhere in the middle.

Again, we're looking for the Goldilocks moment.

And that is, that is part of breaking down some of the old paradigms and

bringing in some of the new paradigms and helping our, helping our clients

realize they're still in control.

But honestly, you never really, were in control.

I think control's a little bit of a. I don't know.

Uh, a farce.

I don't know.

I have two kids that are boys and they're in college.

God love 'em.

I'm so excited.

We made it to college and you know, and I have a dog and a cat, and I gotta

let you know, I'm just not in control.

I. Help guide the chaos, and I think that's what I see our roles really being

as the owners in a company, is guiding the chaos to a good end benefit where

everybody is succeeding and everybody's winning as part of the equation.

So there's a lot in there, but that's probably the biggest reason we need to

start talking about what are the old paradigm shifts we need to walk away

from, and what are the new paradigm shifts we need to start adopting.

I love that.

Yeah.

'cause people say, oh, I wanna grow.

I want a, you know, multimillion dollar business.

But yeah.

That's great.

I love that.

That's, I inspire.

Inspiring.

But are you ready for that?

Are you building, you said building those blocks.

I love what, how you settle some people growth.

That's so quickly it made me think of like people who win the lottery.

Yeah.

You know, their lifestyle and their choices are not prepared for that kind of.

Influx of cash and a lot of them end up in a really bad

place or back in the same place.

Yeah.

After not a very long time.

So it's a mindset shift.

It's a paradigm shift, yeah.

And it's, I think it's only going to become more prevalent and more,

um, evident of the businesses that can shift and the businesses

that are holding on tight.

So yeah, I just wanna see more people succeed at the end of the day.

I love that.

I love that.

That's awesome.

Yeah.

Old paradigm, new pair.

It's so interesting because, um, I will confess, I used to work in a nine to five.

I worked in advertising and I worked in ad sales for actually MTV

networks and it's interesting to think, I don't know if I could go

back like it would be so different.

I mean, it was a long time ago.

Completely unemployable.

I've been, there's just no question about it.

I was, I, I was always a great employee, but I have always had an

entrepreneurial mindset and, you know, I'd be like, so I've just brought

in a third of the company payroll.

Um, my entire team is.

By my estimates we are profitable.

It was so funny, the owner of the company there and he goes, how do you know?

And I'm like, 'cause I can do math.

I'm like, I don't.

I mean, see what you're offering these jobs for.

I can approximate.

I know what we're charging for on a per hour basis 'cause I'm the

one putting together the quote and.

I have an advertising background as well where when I first started in

client management, I had a p and l that I was responsible for my clients on.

Right.

And that profitability was how we were compensated and how

we were, you know, evaluated.

So, to be in a company that, that didn't, I didn't know my impact.

I was like, well, I can figure this out.

I've been doing this for five years.

You know, so I know I always had the entrepreneurial mindset.

'cause I'd be like, Hey, it's.

Four o'clock on Friday, I'm done.

Do I have to actually sit here for another hour?

And they're like, well, yeah.

And I'm like, okay, would you walk around your company and see how

many people, so gonna date myself in the moment or on my space?

And then just know that I actually have worked my 39

hours, so I think I can get to.

Figure out for four o'clock on Friday.

You know?

That's so great.

I hope totally get that.

And that was one of my arguments for, you know, for being an entrepreneur

was like, why do I have to sit here?

I'm done.

Yeah.

I'm just done.

Yeah.

And that's a hard skill to develop as an entrepreneur is knowing when to

get up and walk away from your desk.

Even if you could see my office, oh my gosh, it's, looks like a hurricane

came through, but you know, at the end of the day, you gotta get up.

Yeah, you have to get up.

But yeah, as an entrepreneur there's, there's always something to do.

Mm-hmm.

Always.

Here always for sure.

I love that.

Um, let's talk about if someone were in a position where they were not at the level

they wanted to be and they want to know what the next steps are, kind of what kind

of, um, suggestion or tip could you give them to help them kind of identify that

and at least maybe take the next step?

Direction.

That is a really big question.

Um, we actually do a service called the Business Audit to, to answer this

question because it's super simple for me to give you a stock answer, right?

But what we have seen is that every business is very different.

I can have two companies come in same revenue amount.

Um, we have one company, we took 'em from like half a million

to 2 million in nine months.

I'll tell you that's not the normal case.

Not everybody's ready, right?

And I can have another half a million, um, company come in and we

spend the next year putting in the foundations of a business because

they're typically not ready to scale.

So I am actually going to give you a question back.

I'm not even gonna give you an answer.

And, um, I would be wary of anybody that would give you an answer, honestly.

And here's why.

I would go.

If I were coming in and you were asking me that question about your business,

this is the question I would ask.

If I were to triple your business in the next 15, 60 days, what would break?

Ooh, I love that, right?

'cause you know that answer, don't you?

I would break, my team would break.

We wouldn't have X. There's no way we could bring on that many clients.

There's no way that we could do X, Y, and Z. And suddenly you get a laundry list.

That might be where to start, right?

Because you actually probably already know.

You just need to ask yourself that question and that, that the low

hanging fruit of things, we start until we get the business audit

done, and then we, we, right?

We use the facts and the figure of the business, the performance of the

business, plus the clarity from the owner of, okay, why are we building this?

Well, to what end?

What does it do for you?

You know, um, what does that look like?

What does the business need to do for you to actually pay you back

everything you've put into the business?

When you marry those two things, you get a strategic plan.

We know exactly what to do for the next.

You're in a business to just keep it trucking along and to get good growth,

but in a sustainable way that, you know, produces some profits along the way.

So, um, I know that wasn't a direct answer, but I actually think it

might've been the best answer.

I think it's perfect.

'cause people who are listening can say, okay, I can do that.

Mm-hmm.

I can visualize, you know, what, what break.

And then now I know, okay, those are different parts that I need to

work on to get to the right place.

So that I can triple my business.

Exactly.

You do have to be ready.

Too many people go try to go from crawling to flying and fall in the middle or, um,

I, I like to say if your biggest issue is cash growth won't always fix it.

'cause growth, devours cash, scalability produces cash.

Right?

So you have to be really honest about where your business is and

not necessarily looking for the helm hell, the magic potion solutions.

'cause oftentimes they won't fix the problem.

Yeah.

Ugh.

I love this has been fantastic.

You are, are a wealth of information, Leslie.

Um, if people are saying, wow, she's speaking my language,

I need to talk to her.

What is the best way for them to reach out to you?

Well, we have a page just for your listeners, so you'll be able to get

that@yourbizrules.com slash six.

Um, so the word six spelled out SIX, and what you're gonna

find there is a few things.

So first off, we actually have a masterclass on the nine different areas of

scalability for business so that you can.

Get deep and really get a better understanding of what there is to help.

Um, we also have access to our, uh, first this than that.

When Scaling Rich comes out, we'll add it to that page and then if you're

need more help than that, you're ready for a little bit of support.

Um, there's a way to reach out and talk with us and see if we can, how

we can help you reach that next level.

I love that.

That is fantastic.

Thank you for doing that for our listeners.

You're welcome.

Happy to, and we will absolutely put that in the show notes.

And yeah.

Leslie, I just wanna say thank you so much for coming on and telling

us about the Scaling Rich program and you know, just kind of talking

through some really, really things to know and to think about when you are

thinking about expanding and growing.

So thank you for joining me today.

Oh, thank you for having me.

It was a blast.

Enjoyed it.

Good.

Thanks for listening to the six Figure Business Mastery Podcast.

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