Scott Beebe of the Business on Purpose podcast joins Brandon Laws to discuss why business leaders and HR professionals should be operating business with very clear vision, mission and values statements and how to best integrate those into their business and people practices. Scott and Brandon also discuss why lack of employee training is one of the biggest gaps in business. Lastly, Scott shares his experience in mastermind groups and also discusses a few recent books that have been insightful.
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Brandon: Welcome to the HR for Small Business podcast, this is your host Brandon Laws. I have a special guest with me today, Scott Beebe. Scott is on the east coast and his main goal is to help small business owners and leaders uncover things they cannot see and to build actionable strategy to run their business with purpose. Scott and his family are in South Carolina where Scott founded and leads the On Purpose Group, LLC, where he provides business coaching, training, and strategy. Scott also is the host of the Business On Purpose podcast, so if you love what you hear from Scott today, go check that out and hear some of his insights. Scott, welcome!
Scott: Brandon, thanks man! From one former Oregonian to an existing Oregonian, I’m excited about this!
Brandon: I love it, I love it! Hey, it’s raining over here, so you’re not missing out on much! So Scott, if you could, give listeners just a little snippet of what you do for some of your clients before we jump into these questions…
Scott: Yeah, if I were to break it down, Brandon, it would be really easy, and it all ties back to HR, frankly, a lot of it. I really walk my clients, who are typically small business owners, under $25 million annual revenue and under 25 employees, although I have a few who are over that. I take them through, I’ll call it a journey, I call it Four Steps to Business Freedom.
The first step is helping them articulate and define their vision, story, their mission statement, and their core value set. Those are kind of the guardrails that keep them on the road toward their destination ultimately. Once we’ve got that established, we then move into the realm of beginning to articulate three different roadmaps. One is what I call an implementation roadmap, the second is a systems roadmap where we actually identify their systems in their business, the third is a delegation roadmap to figure out how we can offload a lot of that to other people, either inhouse or outsource that. The third thing we do is we build out the organizational infrastructure. That is kind of the structure to help take that vehicle to the destination. And then finally we do the hard work of actually building out processes so they can start to scale and delegate to other people. Again, internally or externally.
Brandon: You mentioned mission, vision, values, purpose, I am hearing so much of this nowadays, and I want to get your perspective. Why do you think it’s so important that small businesses in particular are really running their business with these core values, principles, everything clearly defined?
Scott: Yeah, I’ll come at this, Brandon, maybe from two angles. The first is more of a modern, localized angle and the second is much a more historic and ancient angle. The first one, I think people ran businesses for so long so haphazardly that they would wake up when they were 45 or 55 or 65 and the thought was, Well, I’ll just sell my business, that’ll be my nest egg. Well, when it went out on the open market, a lot of it was returned with, Well, there’s nothing really to buy, and if I buy something, I’m going to need you to stick around for 5-8 years and earn out or something like that, and then I’m going to have to pay you a salary you’re not going to like because you started the business.
And so what ended up happening is you may have had second generation folks, not in every case certainly, but second generation folks who came along and said, Wow! I want to build a sellable asset in my business, and not only that, I want to create margin. A lot of the guys who are in their 20s, 30s, 40s right now, we’ve grown up looking at the 50s, 60s, and 70s, going, Man, they never spend any time outside of work! And the time that they did, they were so caught up in work, they never had any time to enjoy it. So we’re
trying to create scale and margin.And let’s face it, Brandon—if you don’t know where you’re going from a business standpoint, you’re going to spend all of your time spinning your wheels, which doesn’t allow for much margin. And so I think people inherently, again, locally and from a modern perspective, have realized the power of articulating your destination and setting course to get to that destination.
Now, let’s go back and look at it from the other angle, and that is more from the historic and ancient perspective. Brandon, vision, mission, values is not a novel/Harvard Business Review/Jim Collins/Peter Drucker concept. There’s very much a historical precedent. There was a Jewish prophet, his name was Habakkuk, and he was told directly by God, actually if you go back and read Habakkuk in the Old Testament of the Christian Bible, you’ll see this in Habakkuk 2 I believe it is. God tells Habakkuk, Write the vision down so that those who read it can run. And then be patient and wait for its point in time to come. It’s such a powerful statement.
And then there’s another Proverb, it’s actually Proverb 29:18, that says, Where there is no vision, people become unhinged, or the chains break. The second version is Where there is no vision, people scatter. Which makes sense, Brandon, because the chains had come unhinged. The third version is Where there is no vision, people die. And if you think about it and follow the logical progression, and I don’t want to be overly morbid here, but if you follow the progression, people become unhinged from boundaries. Even though we don’t want to admit we like boundaries, we do! We really do like boundaries. The second thing is when we don’t have boundaries, we just kind of roam and scatter. And when you roam and scatter, you run out into the road and you end up getting run over by a car or something!
And so the idea of vision is not really a novel theory, and I think it really is being reclaimed by a lot of people in the business context because we realize that there’s ultimate value when we’ve got a vision of where we’re trying to go.
Brandon: I’m a true believer that if you write down the mission, vision, values, you build principles around them, it gives the leaders of the company a clear path to take. And I also think that when you’re actually going to bring in new employees, that people come work for you, they also appreciate those values, those clearly defined values, because they are operating on the same principles. How have you seen the growth of companies happen because they have those clearly stated mission, vision, values?
Scott: Brandon, a lot of it has to come back down to the HR department. And I’ve been in global mega-corps, I’ve seen it, and when you’re not in HR, you know, a lot of folks outside of HR think that HR is the bane of the existence of the organization, the corporation, for a variety of different reasons. But I believe that HR’s got an incredibly powerful role in the embedding of the mission, vision, values from a cultural standpoint. And here’s what I mean by that: a lot of businesses will spend thousands of dollars coming up with this articulated vision. And then what’ll happen is it will be positioned in a beautiful binder and in slides and all of that, and then it’ll go sit on a shelf or in a hard drive for years and years. And when somebody like me says, Hey! Where are you guys trying to go as a business? They kind of falter and flail. Then I’ll say, Well, have you ever spent time working on a vision story? They’ll go, Oh yeah yeah yeah! We did that! We spent thousands on that a couple of years ago. And then I’ll ask, Well, where is it? It’s on a binder on a shelf, or on a hard drive.
What was lacking was an implementation plan. They did all the hard work of coming up with the destination, but they kind of fell short. And that falling short was in the actual implementation, and that’s where HR can really be of great value. And what I have found as one of the most powerful vehicles for embedding the vision, mission, values into culture—one is short term, the other’s long term. HR really has an opportunity with the short term, and that is in the onboarding of a position, just as you’ve mentioned. The vision, mission, and value has got to be in the onboarding of any new team member. And again, this is a full time or a 1099 contract, doesn’t matter. It’s got to be in the onboarding. I’ve actually got two virtual assistants that are on our team, and we talk vision, mission, and values all the time. And so not just in the onboarding, but also in the good old fashioned weekly meeting. In fact, I just had our weekly meeting this morning. We’ve got a team member in the Philippines and another one in Georgia in the U.S. And we start each meeting with a big win but we also start it with our mission and our values. That way it embeds itself on a regular basis into the culture of our little organization and it can certainly embed itself into much larger businesses.
Brandon: I’m sitting here smiling because I can imagine that there’s a lot of companies out there that do exactly that. They build their mission, vision, values, they put it in a binder, put it on a shelf, or maybe they put it on a wall every once in a while. But what are some easy ways that employers really can integrate that messaging in all of their business and people practices?
Scott: There’s two quick ways I can think of right off the bat, and these would be really quick ones. The first one, and I’m going into a couple of assumptions here. So the first assumption is that the business has defined job roles within the life of the business, whether it’s down on an org chart or whatever. But with any job role, if you put the mission and the values at the top of every single job role, the number one job of that employee for that role is to hold to the mission and values of the business. And when that company begins to do their job evaluations based on that job role, which, frankly, I think is a very wise way to do it, because why would we evaluate on anything else other than what’s in the job role, right? And so you take that job role, put the mission and the values as point number one – your job as an employee in the business is to uphold the mission and the values of this business.
So then the question becomes, and this is the second piece of low-hanging fruit for a business, is you want to take your weekly meeting and whether it’s the divisional weekly meeting or the leadership team meeting or whatever, and if you’re not having one by the way, you really need to consider having one, but it needs to be a very purposed meeting. No longer than an hour, no cell phones allowed, have a tight agenda that sticks the same every time, and the very first point of the agenda item for that meeting, Brandon, is a
discussion around the mission and the values. Now, it’s not just a simple rote reading of the mission and the values, repetition. Although that would be better than nothing at all! What I prefer is to go back to your mission and ask your team, in what ways did you see us either implement our mission this past week or where did we fail to implement our mission?And then the follow-up, and this is the most fun, I’ve seen this work really well within small businesses, is where the person leading the meeting will tell, let’s say somebody by the name of Sue, will say, Hey Sue, next week you’re going to be in charge of showing us how you saw somebody either in the business or outside of the business live out the core values of our business or not live out the core values of our business. So that person comes prepared next week to talk about one of the values as they’ve seen it in real life. And that’s really what you’ve got to be able to do with it.
Vision, story, mission, value set, all that’s good in theory in the box, but we’ve got to get that stuff out in real life. And the only way we can really do that well is to tie it to real life stories that we see during the week.
So, #1, put it in the job roles and make each job responsible for carrying out the mission the values of the business. Second, embed it into a regular team meeting and talk about it before you talk about anything else.
Brandon: Scott, I want to transition a little bit to the coaching side of the business. You work with a lot of small companies, small business leaders. When they come to you for coaching needs, what are some of the big issues that they’re talking about that they need help with?
Scott: I’ve actually got objective data for you on this, Brandon.
Brandon: I like it!
Scott: It’s probably music to your ears! I’ve actually done survey work to find out what are the biggest headaches. I’ve got two points to this, by the way. On my podcast, the Business On Purpose podcast, I ask every single person I have on, What is the biggest challenge you have in your business right now that is not currently solved? And I also typed up a simple little Google form, sent it out to a bunch of clients and folks on my email newsletter list, and what I got back, overwhelmingly, the number one headache is employees. And I hate to say it! It sounds so demeaning, but it’s not meant to be. But here’s why I think it’s their number one headache, Brandon. I’m actually more sympathetic to the employee and more critical of the business owner. And I’m a business owner myself, so I feel like I can be that way. And here’s why I’m a little bit more critical of the business owner. Actually, I heard a guest say once, Brandon, and this really boils it down: If you ever have an employee problem, or an employee issue or headache, it’s really going to be one of two issues. Number one, it’s a training problem. And if number one is solved, then you have a character problem. And that’s really where you’ve got to take action pretty quick. But the first is that training problem. And this is where I really want to put the onus on the business owner. If an employee is not living up to what you think the standard is, really the first question that has to be asked is Have I trained them well enough? And when I say that, Brandon, I mean, have I walked step by step through training them?
So let me go back again to this morning, to our own team meeting. And I like to practice what I preach. So, we’ve got a new process. You and I both host podcasts, and you realize how daunting the task can be to do editing and uploading and all of that.
Brandon: Yeah!
Scott: So finally, after six months of adding a virtual assistant, I was like, I’m getting rid of 70% of this process. And so I’ve got a little screen capture software on my computer. I went through the process of editing the information in iTunes and uploading it to my website. I hit record, I recorded that whole process, and just this morning at the time of recording I have offloaded that process to my virtual assistant. Well, the beauty of it is that I have literally walked her step by step by step, I’ve put it on a video tutorial, so if she ever has any questions about it, she can just his rewind.
Brandon: She can always reference it, yeah.
Scott: That’s exactly right. She’s got it on her chrome browser right there, it’s kind of a little cheat bar. So she can go to it at any time and get access to that. And it’s a huge help to me, Brandon, it’s going to save me somewhere between 30 to 60 minutes every single week. Well, the billable hour of a business owner is somewhere around $200 to $1,000 an hour, depending on what kind of business you’re running, what the margins are. So you can do the math on that, when I can outsource that to somebody else, that is huge. So that’s why I want to go back and say, Hey business owners, I want to plead with you – over process, over train. You ought to spend the majority of your time training. Training, training, training. And unfortunately, when things go south, that’s what we kind of cut back on in terms of budgeting. And I want to say, Do just the opposite. Double down on your training and start hiring people, because it’s going to be a whole lot more beneficial to you and your bottom line if you do that.
Brandon: That would have been probably the first area I’d go to as well, the training piece. It just seems pretty intuitive, but it’s so odd that business leaders aren’t putting more emphasis on it. I think it’s just that we’re moving too fast and don’t want to build systems around the training piece.
Scott: Well, part of it, Brandon, is we don’t know how to build systems around it because up until now, really all we had was paper and notebooks, and we didn’t know how to scale this. Now we’ve got Evernote and Google Drive. So what we have in front of us now is we went from a situation where we didn’t know how to do this because we didn’t have the tools, to a situation now where we’ve got more tools than we literally know what to do with, so we don’t do anything at all. So what I’ve decided to do is I actually found Google Drive, it’s a great free platform, and I just decided, you know what, I’m not going to do Evernote, I’m not going to do Base Camp, I’m not going to do any of those. I’m going to go all in on Google Drive. And you don’t have to do Google Drive, you can do whatever you want, but the point is—go all in on one.
And so now, let me walk you through the process. I literally, for any business I work with, we develop what I call the org chart 2.0. And this is an org chart that’s better than an
org chart, this is better than your grandfather’s org chart. Because what we can do in Google Drive is we can build the org chart, we can then link every role to its specific job description within Google Drive, and then every line item of that role turns into a process. All we do is link every one of those processes to the actual written or video process. So all you need as a business owner is your org chart. And once you get your org chart 2.0 put together, you can get everywhere in your business and make sure everybody knows exactly what they’re supposed to be doing.Brandon: When you look at people processes in general, what do you think are the biggest gaps besides training that could easily be streamlined from an HR perspective?
Scott: I think the first, largest gap is, you mentioned it just a minute ago, I think your phrase was something to the effect of I don’t know how to offload this, so I’m just going to do it myself. Well, the question I ask my clients to ask themselves all the time is, This next thing I’m about to do—is this the last time I could do this? And I want your answer to be yes! So let me just take something really simple: bank deposits. Alright, so taking something as simple as bank deposits. You don’t need to, if you’re the business owner, be doing bank deposits. And so the question you need to next ask is, Is this bank deposit the last bank deposit I’m ever going to make? And what I mean by that is, every step you do in that bank deposit, I want you to go write it down. And I want you to write it down in a format either in Evernote or a Google Drive document or something where somebody can get access to that digitally. And I literally mean going, Step 1, get in the car. Step 2, turn the car on. Step 3, take the checks to the bank, etc. All the way down in steps that if somebody had never done that before, they would know exactly what to do. If you get it on a Google Doc you’ll have a link and all you’ll have to do is send that link to somebody else that you want to do that.
And again, let me put this in numbers, because I think that will really be helpful Brandon. Let’s be conservative, that you as a business owner are worth $100 an hour to your business. Every hour you take to go make bank deposits is costing your business $100 an hour. Whereas you could hire somebody for $10 or $15 or $20 an hour to go do the exact same work and you’ll be benefiting your bottom line somewhere in the range of $80-90 an hour when you do that. And, the headache! You won’t ever have to do that again.
Brandon: So, it really sounds like getting the right work on the right desk, but also it’s a training, communication, delegation, it sounds like all of those things really could help streamline a lot of what you’re doing as a company.
Scott: Which goes back to your original point. It’s got to start at the vision, and you’ve got to know where you’re going. If you know where you’re going, now you have the freedom and the time to be able to begin identifying what systems exist in the business and then identifying the roles and the processes that can get that stuff off of your plate. And we actually built a tool called—I’m terrible at naming stuff-the What Could You Delegate tool. It’s a simple little tool that helps business owners find what in their current role they could delegate and offload. But the only way you can delegate it is what you said just a minute ago, to create those processes and hold people accountable. So in our weekly meeting we’ve got an action item sheet, it’s on a Google spreadsheet, because public accountability’s an amazing thing. We just open that thing up every week for our team meeting and walk right down the action item list. And sometimes I’ve done my action items and sometimes I haven’t! I have to fess up to them. But, I’ll tell you this, we have accomplished more in the last couple of months by using that one tiny little tool than we have in the last year. It’s been amazing.
Brandon: Scott, where do you see some of the biggest opportunities for growing people in an organization? You alluded to the fact a little bit ago that a lot of business owners are saying that employees are their biggest headache. But they could also help grow the company and produce more output based on the growth of those employees. What do you see as the biggest drivers for their growth?
Scott: I want to keep beating the drum back to vision, mission, and values and training on processes. I’ll say this too, I may get some rolled eyes for this, because folks in the HR world hear this all the time: I’m a massive fan of objective profiling. I’m DISC certified, it doesn’t really matter what you use—
Brandon: We use DISC as well.
Scott: This is what I tell guys all the time, when you go to hire somebody and you give them that job role sheet, you’ve just given them a cheat sheet for what they’re looking for. And so, I hope that when they come for an interview they knock it out of the park because you just told them everything to say, where what I like to do is go ahead and give them the job role, that’s fine, but then make them do some sort of objective personality profile, whether it be the DISC—I’m a huge fan of the DISC, by the way, because I think it’s simplistic enough for everybody to be able to understand. It’s objective enough to where you can really do something with it. But you take the objective data of DISC and you take the subjective data of your eyeball test that you do in a live interview, that way you can put those two things together and come up with a really nice solution. So I really start at the hiring process as a huge opportunity to get the right people, as Jim Collins says, get the right people on the bus and get them in the right seat.
Brandon: I want to ask you about the Mastermind group that it looks like you either started or maybe you’ve been involved in Mastermind groups. I’m starting to hear this pop up a lot for business leaders, and there’s probably a lot of leaders out there that aren’t even involved in Mastermind groups. But why would it be a good idea for leaders to get involved from a growth perspective?
Scott: You know, I didn’t even tell you I was doing this, so it’s interesting you asked. I’m actually starting a second Business On Purpose Mastermind group here in just a couple of weeks. And here’s why, from 2001 to 2013, actually before that! From 1998 to 2013 I’ve been involved in massive businesses, medium sized businesses, and small nonprofits. Professional growth and all that stuff has been good, it’s been fun, it’s been great. But at the end of the day, I’ve always had theses dreams and never really had the accountability to push through to those things. So last year, fast forward to February 27th, 2015, and, Brandon, for the first time in my life I got laid off from my job. It was kind of a hostile takeover situation where I really didn’t have any say in the decision, it was a really tough deal, and I started my own business, the Business On Purpose platform, right after that. Well, I ended up hiring a coach and I spent more money than I ever thought I’d spend in a lifetime on a coach and I spent it in one month! Because I needed to get this business off the ground. And I knew if I put my money there, that my heart would follow it and we’d jump all in. And so over a period of six months, I spent more money than I’d ever thought I’d spend on my own kids and gifts in a lifetime on coaching. That was one-on-one coaching, and through that process, about halfway through that, my business coach was also hosting a Mastermind group and I’d heard so much about Masterminds. From Dan Miller and I’d read Napoleon Hill’s book, I’d just heard everything and got into the Mastermind, and I pay $350 a month to be a part of this Mastermind group, and I can tell you without exception, it has likely 10x maybe even 20x-ed the investment of not only money but also time that I’ve put into it as well. And here’s why—it’s because when I show up to my Mastermind, which I will, here, in about 3.5 hours this afternoon, I’ll show up to my Mastermind, I’ve got 10 other guys on that call who are rockstars at what they do. They’re going to look at me in the eye, remember exactly what I said I was going to do last week, and they’re going to ask me again—did I get it done? There’s something motivating about that. It’s not only that, Brandon, it’s also if I have a question about something, I go
to my Mastermind. I just recently had a question about some keyword search tools that I need to include in an online course that I’ve got coming up here in the next few weeks called “How to Create a Family Vision.” Those guys were on top of it! They helped me walk through that stuff.When I have questions about hiring, firing, employees, tough situations, whatever it might be, I go straight to my Mastermind and they help me through that. So that’s why we’re creating the second one here in a couple weeks.
Brandon: It seems like, I don’t know if it was early on in the Mastermind group, but $350 a month seems like a pretty low cost for what you’re getting. You’re bouncing ideas off, you’re asking questions to people who have probably been through it all before; and not only that, they’re holding you accountable, that’s the biggest thing. You need peers who could hold you accountable when you say you’re going to do something.
Scott: That’s exactly right. Think about this, Brandon—if you want a business coach, if you want a good business coach worth their salt, you’re going to pay $1,000, $2,000, $3,000 a month to have something like that. What you get in this is you not only get a pretty good business coach in the person that’s facilitating the group, the person you’re paying for the Mastermind. But you also get these other business owners and business leaders and organizational leaders around the table. And the way I run my Mastermind groups is every week we have a business spotlight. So about 2/3rds of the time is spent on one person and their business. So, for instance, if you were part of the Mastermind and we had 10 members in the group, every 10th week you would be in the business spotlight. And so what you have at that point, Brandon, is you’ve got 9 business coaches sitting around the table. And they’re all there for you. And that is a powerful tool, and you do it for a fraction of what it could cost. But if anyone’s interested, they can go to www.mybusinessonpurpose.com/mastermind and sign up there. It’s a very personal thing for me, I personally interview everybody before they go into one of our groups because I want to make sure the chemistry works out. And our groups are only $250 a month, so we actually have a little discount off that.
Brandon: Nice! Who’s usually involved from an organizational title standpoint? Is it only business owners or do you have groups based on the type of title they have, or function?
Scott: Right. I’ve got a mix, actually, of business owners and what I would classify as organizational leaders. I do actually have one member who is a bureaucrat from California who’s looking to start his own business as well. So we do have a variety of folks and it helps to have a variety of folks just because it’s good to get some perspective from a business owner’s seat, it’s good to get some perspective from an employee’s seat. So there’s real value in that. In this group that’s starting up here in a couple of weeks, we’ve already got a guy who’s looking to start a business, we’ve got a guy who’s a linguistics and jiu jitsu teacher from Taipei, Taiwan. He’s a Canadian guy but he lives in Taiwan. And then we’ve also got a denominational pastor, which is really going to be an interesting mix. And then a couple of business owners who are looking to come in as well. So that’s what we’ve got working up for this one.
Brandon: Scott, we’re running short on time, but there’s one thing I wanted to ask you that I’d ran across on your website. You read about 25 books a year, is what I’d read. I’m a big reader myself, and I want to get your perspective. I know there’s a lot of listeners of ours who follow along with our book club. We have a podcast about it every month, with we’re always reading. What are some of the big business books you’re reading nowadays that are really insightful or one of those ah-a moments for you?
Scott: One I’m a huge fan of right now—you may have never heard of this one—by an author named Atul Gawande, he’s an, I think, Indian born but a harbored surgeon, he wrote this book called The Checklist Manifesto. Brilliant book! Especially if you’re a business owner or you lead a division of an organization, I highly encourage you to read this if you really want to engage systems and processes in the business. And what Atul Gawande really talks about is where checklists came from. It doesn’t sound very interesting, but you have got to read the stories! He tells a story about where the pilot’s checklist came from, where the surgeon’s checklist came from, it’s a really fascinating book. And it will help you to begin to embed a lot of that in there. The other book that I really want to highlight from your way, it’s called Work the System. Have you ever read that book, Brandon?
Brandon: I haven’t, no. I have heard of it though.
Scott: Ok. Man, fantastic book! It’s from a guy, I’m trying to remember the author, I want to say it’s Sam Carpenter but I can’t remember if that’s it or not. I’ll look it up. But he ran, or actually still owns, a call center out in Eugene, Oregon, just south of you. And he tells the whole story about how he went about it. Sam Carpenter worked the system. About how he went from this fledgling call center he ran for 15 years and hated his life, ran this thing as a single dad, and finally decided, you know what, I’ve got to do something different. He decided to systematize and process his entire business and it is an unbelievable story, the back-end of this call center and what he’s been able to do. Now he even says in the book, he makes more money than he can reasonably spend. And the way he did it was through systematizing and processing the business. He didn’t win the lottery, he did it through a lot of hard work and a lot of sweat. But he walks through exactly what he did. And in fact the bank deposit example I gave you came out of that book. So I highly recommend that one as well.
Brandon: Did that come before or after Michael Gerber’s book The E Myth? It sounds very similar!
Scott: Yeah, I think Carpenter wrote this within the last 5-10 years, so it would have been after. But my goodness, read both! I’m a huge E Myth fan.
Brandon: Fantastic. Well, Scott, I loved having you on the podcast, would love to probably catch up with you again. Where can people find you? Are you on Twitter? Your website, the podcast?
Scott: All over the place! Social media stuff is good, but really just head two places from a website standpoint. The first is www.mybusinessonpurpose.com and again if you’re interested in the Mastermind, it’s the website www.mybusinessonpurpose.com/mastermind. And then the second place is www.fourstepstobusinessfreedom.com. I always have giveaway stuff on there. Right now at the time of this recording we’ve got my 2016 strategic planning workbook, the exact workbook our team used to do all of our planning for 2016. I just put it up so anybody can get access to that. Sometimes I have a free, no strings attached 30 minute coaching call for anybody who needs help processing through vision, mission, values or systems and processes. And I know, again at this time of recording, that that button’s up there as well, so try to get over there and if you’re a business owner or organizational leader and you need a half hour of coaching, again, no strings attached. If we end up working together, great, if not, I just like getting on the phone and chatting with guys like you!
Brandon: Scott Beebe, thank you for joining the podcast, and thanks for all the resources, too! Just dropping knowledge left and right, I appreciate it!
Scott: Oh thank you so much, Brandon, hope it’s helpful! Thanks for the time.