Triple Margin Freedom: 3 Profit Triggers to Boost Your Margins

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Hey, welcome everyone to the Triple Margin Freedom Podcast.
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This is the podcast for leaders, nonprofit executives like you,
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and yes, like me, who want to deliver more, more profit for their business or organization,
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more time back on their calendar so they can enjoy life, and teams that run unstoppable.
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My name's Mark Mathai. I'm your host, and today I'm at Webberi Studio downtown,
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and we are going to talk about one of the most important topics that I think
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small business world entrepreneurs and non-profit leaders could talk about,
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and that's profit acceleration.
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And the first thing you're going to go is, okay, here we go,
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accounting 101. But no, no, no, stay with me here.
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This is not accounting 101. But we will talk about ways that you can pull specific
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levers in gentle nudges to help elevate your profit margin.
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And before you tune me out, understand that no matter what we're running,
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whether it's a nonprofit, whether it's a for-profit, small business,
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medium business, or even, yes, a large business,
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profit is the domino that knocks over every other domino.
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Without it, all kinds of stressors tend to come on their life.
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And probably one of the most often asked questions of me is,
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Mark, I get that you do Clifton Strengths Coaching. I get your work in teamwork.
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I get your work in experience and your past background in those things.
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I even get the positive psychology stuff.
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But the truth is, when it comes to business acceleration and profit acceleration
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specifically, people always ask me, what is that about?
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And quite frankly, it's because I understand what it's like when the bills outrun
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your bank account, when you start to run on thin margins.
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And I know what that does. I know what that does to the entrepreneur.
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I know what it does to the business.
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And beyond that, I know what it does to the ecosystem who supports that entrepreneur.
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That's why I always say profit is the domino that knocks over every other domino.
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So no matter what we do in business, no matter how we're serving,
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even on the nonprofit side, how we continually sustain ourself matters.
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And so these are going to be three specific areas that I think I call them profit
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triggers that we can focus on.
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Now, before we go there, just let me let me tell you this, that my website at
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MarkMathiahCoaching.com is filled with complimentary resources,
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resources that you can tune into to gain.
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Yes, what we're going to talk about today, but also so much more.
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And so I will get to at the end of this podcast, if you hang with me here,
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those free resources and ways that you can plug in even up to getting a free
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profit acceleration consultation that would give you a blueprint and a timeline,
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a Venn diagram of how to implement these steps so that your business can run
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with a little bit more profit.
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You know, profit, again, being so important.
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And what I've noticed is that many
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relationships, family matters always disintegrate around this concept.
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So I've made it my life's calling. I want to step into the gap and speak like no one else speaks.
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So as a coach and consultant, two things I focus on, right?
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I focus on making sure that that profit is aligned and that the organization
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is stable enough to take the pressure off the relationships in life that we need to have.
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And that tends to really work well, especially when we're in a high-risk situation,
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profit-driven economy like we are today. So let's get into it. Enough of me rambling.
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Let's talk about these triggers. So the points I'm going to tell you,
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I'm going to share three triggers.
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These are three of 12 that come out of my profit acceleration software.
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I have up to 40 of them, but I'm just going to talk about three of the 12,
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which you can find in my free download of Triple Margin Freedom,
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because I think they're really important three things to consider.
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And I think they're topical and current with today's economy.
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And what I mean by this is we have a economic situation that's really unique to us today.
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We're leading in different times and every business does.
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Every business, whether you're in a for-service business or you make merchandise,
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you're the baker, the candlestick maker, the butcher, the roofer,
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whatever your business is, these specific economic times are significant.
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And so I think it matters what we talk about first. And so I've picked three
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that I think are the most timely ways.
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So if you happen to be sitting there and maybe you're doing really well and
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you're saying, my business is killing it, but I want to expand what's next.
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Or maybe you're saying, Mark, my business isn't killing it.
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And even the thought of profit gives me a pit in the stomach.
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I've been there, brother, sister, been there. That's OK. But here's the deal.
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Each can be overcome by simple steps. And so the three we'll talk about now
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will be those simple steps.
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The first, I want to talk about pricing power.
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And here's what I want to say about that to get us going. Charge what your value is truly worth.
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And you don't just increase your profit. You actually attract clients who respect
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and reward your knowledge.
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So pricing is one of those areas that I want to touch on because so many of
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us, myself included, tend to undercharge because we just want to get to that baseline number.
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We're always chasing the bottom baseline.
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But understanding your worth is such an important factor in business.
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One, because it affects your psychology.
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So let me deviate a little bit from strict profit.
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If you think you can, you can. That's a true statement.
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And the fact is that when you're feeling really good, feeling really confident,
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and when you're in that spot where you understand what your rate is worth and can charge it,
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then you've reached a different level from a psychological standpoint.
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And that means that when you approach people, you send out the kind of confidence
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that winners want to be around.
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Like attracts like. Now, if you're struggling with pricing, if you're worried
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about, oh, if I charge too much, I'm going to lose every single client I have.
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Well, I'm here to tell you that if you're worrying about that and wrestling
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with that, you're probably not thinking critically enough. You've probably already
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started that downward trend.
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And out of desperation, you're saying the only way I can get to really meeting
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with high success is by keeping the clients I have. And I'll tell you a story about that.
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I owned a financial organization and we did really, really good work. I would say we were a.
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But we were in what's called, I think, I forgot who wrote the book,
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but it was a Harvard Business Review book called Blue Ocean Strategy.
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And we were in a red ocean, so it was really crowded. So despite the fact that
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we delivered better results, more timely results, more accurate results with
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less complaints in the work that we were doing, our rates continued to go down and down and down.
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Hence, our profit went down and down and down. And because we had a really good
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team culture, because we had a winning organization and people wanted to be
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a part of it, the thing that happened was our retention was high.
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And so our baseline employee salaries kept going up and up and up.
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And you can see what's happening when you enter the red ocean.
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Your expenses go up, profits begin to go down, it gets more competitive.
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And there has to be ways to pull the levers to make sure that you're getting
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the value that you're worth.
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And it's really hard to differentiate yourself on value if you're in a crowded
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sea, if there's so many of you, so many doing different things.
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So you need to get really creative about that. But failing to get creative,
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failing to raise your prices, failing to believe at the level you need to believe
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to be able to earn the trust of your clientele, see, that ultimately will be the doom loop.
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What you need to do is learn to break that cycle and charge what your service is worth.
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We used to call it a netback strategy, and we always sold, it's not the price
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or a lot of work we did was on contingency fee.
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So it's not the contingency fee, it's how much we bring to your bottom line
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because we will outperform the competition.
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And that seemed to work well for a while. And so those are the kind of things
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that you need to think of when you're talking about profit.
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But most business owners, most nonprofit leaders, they quietly leave revenue
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opportunities on the table because they don't ask the right questions.
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What is my service worth? And if I want to charge more, how can I do that?
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And there's several strategies that really help with strategic pricing,
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whether you're in the service industry or whether you're in a physical product
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industry, you're selling widgets, that kind of thing.
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So I think it's really important to know that. So first of all, you set your pricing.
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Your market will set the pricing to a certain level. And a lot of us get into that benchmarking.
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But the key is to set your pricing so that you, you can get paid what you're
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worth and you don't have to compromise.
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Yes, you start out. And when all of us start out, the first thing,
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the most important thing is client acquisition.
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So it's bringing on clients, getting them in the loop and helping create raving
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fans through your service, your delivery or your product, whatever it is.
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But once you have that in place, then that value package should continue to go up.
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And there's different ways that you can stimulate that value proposition by
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adding extra layers of value onto your current service that don't cost you a
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lot, but really show up as extra value to your clients.
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Or you simply price match. You go up in incremental amounts.
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So an example I would give you is at McDonald's.
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Now, I've noticed since I was a kid that the McDonald's cheeseburger has gone
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up in price considerably, but we don't really notice it, do we?
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That's because they go up incrementally at one cent, two cent at a time.
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It's never a big jump in price unless something happens in the market or a canal
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is shut down and the cost of goods goes through the roof.
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But by and large, my tiny little price increases over time tend to go unnoticed
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by the consumer as long as the value you're adding as a business matches.
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So I often tell people, don't be afraid to raise your price.
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Yes, be competitive, but be the best.
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Offer not just a product, but offer an experience that's second to none.
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And when you can start to get into the groove of offering that experience,
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and you know it by the feedback that you're receiving, by the value that your clients have,
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then all of a sudden you know that you're charging what you're worth,
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and many of you are undercharging what you're worth. And so you can go up incrementally.
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If you're in a service line business like myself, then just remember you set the pricing.
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You don't have to adjust past pricing for future clients.
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You can adjust future pricing for future clients. And so once your business
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gets to the point where you're beginning to think about scale and expansion,
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that's when you need to pull the lever and actually make some incremental small
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steps and adjustments in your pricing.
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And if you're afraid to do it going back, even though the data shows us you
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won't lose too many clients, then what I would say is simply going forward,
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add on the new clients at a slightly higher rate.
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Of course, you want to be fair. And I think equity is important in all of this
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thing, but just do it in a way that makes common sense, that makes sure that
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you're continuing to price your service at the value you deliver.
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And that is the key to it. And by the way, just saying that,
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just being that, if you can price to the value you deliver, like,
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wow, You can have all the confidence in the world, and it makes sales so much easier.
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So the first trigger is pricing power and understanding the value of your service.
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A lot of times you need to start by asking what that value is.
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How do you figure it out? You can offer short-term incentives,
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then get to your price. You can do all of the stuff that we see.
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But at the end of the day, it's what is your value worth?
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And that worth is based on the experience that you're providing to people.
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All right, let's go to trigger number two, because I could stay on pricing for a while.
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Mostly because we're in, as entrepreneurs, we're at one or two phases.
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One, we're afraid to ask for money. We're afraid to charge too much because
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we don't have the confidence to believe in ourself, even though we do.
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Or two, we're charging way too much because we're out of touch.
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Pricing is a balance where you need to really ask the right question.
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Sure, take a peek at what the industry is charging and then add the extra value
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it takes to get to the level you need to be so that your service stands out
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as a premium service business.
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Okay, trigger number two, joint ventures and strategic alliances.
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I love this one. And I think in today's economy, if you're not partnered with
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other people, you are missing out on the most explosive way to grow your business.
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And what I mean by that is simply this.
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Well, let me start with this.
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Back in the 1990s, right? I went to a Zig Ziglar conference and I went and I
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paid, you know, an extra 90 bucks and I got to have breakfast with him.
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And it was really, really cool. Really nice guy.
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And I remember he said this, he says this a lot.
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And he said this, I hear it in the tapes all the time, but, But you can have
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anything you want in life if you just help another people get what they want in life.
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Now, Zig nailed something there because he set up and began the pattern of this
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strategic alliances and partnerships, joint venture partnerships.
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That's when you partner with complementary organizations to cross promote your
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services. You become part of their service stream.
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They become part of your service stream and everybody wins across the whole ecosystem.
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So an example is this. I have a daughter getting married in less than,
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well, a couple of days away from now. And we noticed that when we began to find
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the right providers for services, they were all networked together.
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So the place where we're having the reception is connected to a caterer,
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which is connected to a DJ service, which is connected to a photographer,
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a videographer, flower people, you name it.
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It's a one-stop shop filled with joint ventures.
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But let me ask you this. Is your business...
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Connected in that way? Do you have partners out there that can really help elevate
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and move you forward in your business?
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I think this is the number one way that we could grow in today's economy because
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we have to reach scale quicker without adding extra expense.
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And by reaching scale, meaning how do you expand your business?
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How do you get enough leads coming in, enough partnerships coming in at the
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price that's fair to you so that you can continue to grow and expand? That's scaling.
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Well, an answer is simple. Joint ventures offer immediate scaling opportunity
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to entrepreneurs, to nonprofits.
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I have a nonprofit in Greenville, South Carolina, and you heard her on this
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podcast, Victoria Novak, who partners with organizations all over Greenville County.
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And they partner to help education move forward. But it's a win-win across the
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board. And so I think joint ventures are often overlooked.
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Strategic alliances are often overlooked. I've had more opportunities to do
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bigger work because of who I partnered with.
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Now, the big thing on joint ventures and partnerships, because I've also seen them fail.
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Like if you're trying to get into
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a joint venture or a partnership with a narcissist, that's a bad idea.
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Like it is just horrible. They will always think about themselves and you can't
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get to win-win, right? It has to be a win-win scenario.
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And so I've come up with a couple things to help you if you're thinking about
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forming a strategic alliance or a joint venture, what you should look for, okay?
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Number one, just like hiring an employee, competency.
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Competency reigns. They must have and bring real strengths to the table,
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strengths that maybe complement yours, that don't overpower yours,
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so that both businesses can begin to move forward.
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Number two is connection. You have to have shared values, a shared connection,
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something that you can really lean into and connect with.
00:17:27.877 --> 00:17:31.977
That connection issue, by the way, I always say this, everyone communicates, few people connect.
00:17:32.437 --> 00:17:37.497
Connection is the heart of partnerships. And if that connection is strong,
00:17:37.737 --> 00:17:42.157
then that drives the next one, which is trust. And trust has to be there.
00:17:42.397 --> 00:17:48.117
You need verified reliability and consistency when you go through these things
00:17:48.117 --> 00:17:52.237
that your partner will deliver, that great experience, that you'll deliver your
00:17:52.237 --> 00:17:55.337
great experience, and that you'll keep each other in the loop.
00:17:55.397 --> 00:17:58.437
So competency, connection, trust.
00:17:58.697 --> 00:18:03.417
And the last one I always laugh at because it always goes back to a little bit
00:18:03.417 --> 00:18:06.137
of adventure. But I would just say you need to be able to have fun.
00:18:06.357 --> 00:18:10.237
You know, in these joint ventures, it should be, you know, additive,
00:18:10.557 --> 00:18:12.737
explorative. It should be an adventure.
00:18:12.977 --> 00:18:15.937
It should be bigger than what you could do on your own.
00:18:16.177 --> 00:18:19.057
So go ahead and have fun with it, right? let's let's do
00:18:19.057 --> 00:18:22.657
that so how to pick the right jv partner well competency connection
00:18:22.657 --> 00:18:25.497
trust and a little fun if you can meet
00:18:25.497 --> 00:18:30.397
all those requirements you have a really interesting opportunity to bring a
00:18:30.397 --> 00:18:36.437
partnership together and finally trigger number three smart optimization and
00:18:36.437 --> 00:18:43.517
cost control now let me just pause for a minute because when it comes to cost control.
00:18:44.899 --> 00:18:50.539
I don't want you to make more profit by completely gutting the organization
00:18:50.539 --> 00:18:53.299
that you built. It makes no sense to me.
00:18:53.699 --> 00:18:59.939
And I know this is me, but it might be you too. When I get into cost-cutting mode, I'm extreme.
00:19:00.419 --> 00:19:04.539
The problem is that extreme is a mindset.
00:19:04.899 --> 00:19:09.759
And it's not a growth-forward mindset. And we know through psychological studies
00:19:09.759 --> 00:19:12.279
that organizations and people,
00:19:12.459 --> 00:19:19.439
leaders who focus forward on growth do much, much better in the long run than
00:19:19.439 --> 00:19:21.219
organizations that are conservative,
00:19:21.699 --> 00:19:25.659
that are risk adverse, and they fail to take those kind of risks.
00:19:25.859 --> 00:19:29.459
So when it comes to cutting costs, I don't like to start there.
00:19:29.659 --> 00:19:34.079
Now, even in the Jumpstart 12 book, which is in my Triple Margin Freedom book,
00:19:34.159 --> 00:19:37.699
which you can get on my website, I start with cost cutting. I hate that.
00:19:37.819 --> 00:19:38.559
I don't know why I did that.
00:19:38.879 --> 00:19:42.339
Don't start with cost cutting. But if you have to get to that point,
00:19:42.479 --> 00:19:49.219
and many entrepreneurs will at some point for some reason, then do it marginally over time.
00:19:49.839 --> 00:19:51.699
Cutting cost doesn't mean gutting
00:19:51.699 --> 00:19:54.699
your tribe, your people, the people who have been committed to you.
00:19:55.379 --> 00:19:59.339
That's where big corporations mess up all of the time.
00:19:59.559 --> 00:20:03.259
You look at the corporations here in Omaha. I'm not going to name them.
00:20:03.259 --> 00:20:07.739
But there's several that would hire, hire, hire, layoff, layoff, layoff.
00:20:07.939 --> 00:20:12.359
It is a bad precedent and it's bad business. And now we know over time that
00:20:12.359 --> 00:20:16.139
it wasn't even a profitable way to go about it because then we end up hiring
00:20:16.139 --> 00:20:20.279
talent back at twice the rate because we've lost credibility in the marketplace.
00:20:20.779 --> 00:20:25.319
And so if you want to make sure that you're cutting costs or keeping costs in
00:20:25.319 --> 00:20:28.139
alignment, do it strategically and do it small.
00:20:28.759 --> 00:20:33.339
So what I'm saying is that you need to do it in combination with the other thing.
00:20:33.539 --> 00:20:36.959
So for example, if you're listening to this podcast and you say,
00:20:37.059 --> 00:20:41.199
okay, I need more profit. So I'm going to do three things. I'm going to, I'm going to.
00:20:41.856 --> 00:20:45.576
Increase my price. Okay. I'm going to do it at a rate I'm comfortable with,
00:20:45.636 --> 00:20:47.596
not huge, by the way, it's going to be unnoticeable.
00:20:47.896 --> 00:20:49.976
One or 2% go small. Okay.
00:20:50.316 --> 00:20:53.656
Then I'm going to form a joint venture partnership and I'm going to be able
00:20:53.656 --> 00:20:56.956
to work together so that I get more leads coming in.
00:20:57.056 --> 00:21:01.316
So that I, so I help somebody else can never out give some, I mean,
00:21:01.416 --> 00:21:03.476
just give, help other people.
00:21:03.616 --> 00:21:06.916
And then finally, then I'm going to do some smart cost optimization.
00:21:06.916 --> 00:21:12.636
I'm going to cut out what's unnecessary in my business, not by big, but one or 2%.
00:21:12.636 --> 00:21:17.016
But you see, when you've increased your price one or 2% and you've decreased
00:21:17.016 --> 00:21:21.716
your cost of goods sold one or 2% and you've formed strategic partnerships,
00:21:21.716 --> 00:21:25.056
so you have more people coming in the pipeline, do you see what's happening?
00:21:25.656 --> 00:21:30.656
Friends, that's the power of compounding. You don't have to make major shifts in your business.
00:21:30.856 --> 00:21:35.856
What you need to do is small, tiny steps forward over a number of different
00:21:35.856 --> 00:21:38.936
critical areas of your business. That's just three.
00:21:39.116 --> 00:21:44.176
And I guarantee if you will sit in and just do three things after this podcast,
00:21:44.176 --> 00:21:50.296
you will begin to see in time your profits increase, your margin increase.
00:21:50.416 --> 00:21:54.516
And that's the most important part because margin leads to cashflow.
00:21:54.776 --> 00:21:58.356
And like Warren Buffett always says, cashflow is king.
00:21:58.576 --> 00:22:02.796
And so, so those are three simple ways. Friends.
00:22:03.399 --> 00:22:07.519
I hope this has helped. One of the things I wanted to really get out to you
00:22:07.519 --> 00:22:11.759
is that anyone can increase profit margin.
00:22:11.939 --> 00:22:16.199
It doesn't have to be painful. Because you hire a consultant or coach to come
00:22:16.199 --> 00:22:20.719
into your organization to help you optimize it, it shouldn't be gutting the
00:22:20.719 --> 00:22:23.379
very heart of the organization that you've built.
00:22:23.579 --> 00:22:26.579
But there could be small incremental steps over a
00:22:26.579 --> 00:22:30.879
number of different key areas that have been strategically thought out and aligned
00:22:30.879 --> 00:22:37.319
that can help you utilize compounding to take the pressure and the pain out
00:22:37.319 --> 00:22:41.779
of everything you need to do to have a really solid go-forward plan so that
00:22:41.779 --> 00:22:43.639
you can win in the market, you can win in your business,
00:22:43.799 --> 00:22:47.299
you can win in your nonprofit, and you can make a difference in the people's
00:22:47.299 --> 00:22:51.799
lives that are on board and want to do their best work for you.
00:22:52.619 --> 00:22:58.419
If this has been interesting to you, I want you to consider this.
00:22:58.639 --> 00:23:03.299
I have a number of free opportunities for you that I said I'd put on at the
00:23:03.299 --> 00:23:07.019
end of this video cast. And, and, and here it goes.
00:23:07.079 --> 00:23:12.379
You can go out to markmathiahcoaching.com and you can download complimentary. It's a PDF.
00:23:12.619 --> 00:23:15.999
It's not an actual book. I'm not going to mail it to you, but it's a PDF of
00:23:15.999 --> 00:23:17.279
triple margin freedom, my book.
00:23:17.339 --> 00:23:21.579
And it will go over the 12 levers that I think are the 12 most important levers
00:23:21.579 --> 00:23:22.899
you could begin pulling today.
00:23:23.099 --> 00:23:26.059
If you just go for a two percent or a one percent
00:23:26.059 --> 00:23:29.059
improvement in each of those 12 you'll begin to see profit
00:23:29.059 --> 00:23:32.139
in your business start to escalate and that's really important think
00:23:32.139 --> 00:23:35.559
about what that does for your psychology and we know psychology is
00:23:35.559 --> 00:23:40.359
80 of our business success okay that's step one step two if you're more advanced
00:23:40.359 --> 00:23:45.199
and you want to really go for it schedule a free consultation by scheduling
00:23:45.199 --> 00:23:50.199
a profit acceleration consultation on the website uh costs you nothing what
00:23:50.199 --> 00:23:52.659
you'll get We will look at those 12 areas.
00:23:52.799 --> 00:23:55.959
We'll take a little bit of a look in your business, kind of open the doors.
00:23:56.219 --> 00:23:57.559
We'll plug in some numbers.
00:23:58.214 --> 00:24:04.234
And we'll shoot for modest improvements across all of those. But I won't stop there.
00:24:04.454 --> 00:24:09.074
Absolutely free. I will give you a blueprint and kind of a Venn diagram or an
00:24:09.074 --> 00:24:16.914
outline timed to meet your need of ways to implement our solutions on your own.
00:24:17.194 --> 00:24:20.674
Absolutely free. So not only will you get the education of the 12,
00:24:20.914 --> 00:24:25.634
you'll get the free copy of the book, but you'll also get a blueprint on how
00:24:25.634 --> 00:24:27.694
to roll it out in your organization.
00:24:27.694 --> 00:24:31.834
So that your organization can be as healthy as possible.
00:24:31.834 --> 00:24:35.794
Whether you're just trying to clean things up before it gets out of control
00:24:35.794 --> 00:24:40.214
or whether you're in that run for profit now, these 12 things,
00:24:40.554 --> 00:24:42.934
this process, that's an unbelievable value.
00:24:43.094 --> 00:24:47.994
And that's just my way of saying, I'm in this for small business.
00:24:48.154 --> 00:24:53.594
I'm in this because I believe in the power of business and its impact on people's
00:24:53.594 --> 00:24:55.774
lives and the communities we serve.
00:24:56.394 --> 00:25:00.154
And I do believe this, that if we'll just start to focus on those three things
00:25:00.154 --> 00:25:04.314
right away, pricing, power, price what you're worth, friends.
00:25:05.065 --> 00:25:09.765
Joint ventures, strategic alliance, form partnerships that you really enjoy,
00:25:09.825 --> 00:25:11.445
and they're mutually beneficial.
00:25:12.005 --> 00:25:17.785
And then smart cost optimization. Don't just jump to cutting cost right away,
00:25:18.165 --> 00:25:21.205
canning people, all that stuff. It doesn't work. It's ineffective.
00:25:21.645 --> 00:25:28.045
But do jump to finding ways you can make incremental improvements in that margin.
00:25:28.205 --> 00:25:32.145
By the way, on that point, I forgot one I want to throw in here real quick.
00:25:33.385 --> 00:25:38.885
Sometimes when you're in that situation, you have to make cost cutting, share the pain.
00:25:39.345 --> 00:25:43.045
Go to your vendors that you have long-term contracts with. Ask for an extension.
00:25:43.545 --> 00:25:46.405
Ask for a lower of the rate for the next 60, 90 days.
00:25:47.505 --> 00:25:52.685
Most organizations never ask. And most are willing to work because we all get
00:25:52.685 --> 00:25:54.085
this. We're all in it together.
00:25:54.405 --> 00:25:58.885
We want to win. We win better together. And so sometimes we just have to ask,
00:25:59.025 --> 00:26:02.885
especially those long-term contracts that we sign, if there's been a major market
00:26:02.885 --> 00:26:06.385
fluctuation, if we can have a little break for a little bit of time so that
00:26:06.385 --> 00:26:09.545
we can get our profit together. Okay, that is it, friends.
00:26:09.745 --> 00:26:12.685
Hey, I hope you've enjoyed this episode. It's been fun being in the studio.
00:26:12.885 --> 00:26:17.005
Thanks to Richard at Weber Eye Studio for hosting me and getting me all set up here.
00:26:17.365 --> 00:26:20.665
And thanks to all of my listeners and friends for being here.
00:26:21.025 --> 00:26:24.465
Friends, I believe this as a coach and consultant, we need to do,
00:26:24.645 --> 00:26:31.005
we need to raise our IQ, our business intelligence, while we raise our EQ,
00:26:31.325 --> 00:26:32.525
our emotional intelligence,
00:26:33.025 --> 00:26:39.505
then and only then can we win at business because your business will never outgrow
00:26:39.505 --> 00:26:41.925
the level of your current thinking.
00:26:42.105 --> 00:26:48.665
But when we expand our thinking together, when we can absolutely capture a new thought,
00:26:48.885 --> 00:26:53.745
a new idea, and put it into action, then we set ourself up to do what I like
00:26:53.745 --> 00:27:02.225
to end every podcast episode by saying then we can all elevate our moments. Thanks everyone.