Tag: Brain J Pombo

When Goals Won’t Work 😤

Posted on by brianjpombo

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Thoughts on goal setting from an upcoming podcast conversation Brian had with a local he met from the Grants Pass Chamber of Commerce.

Find more local conversations here – grantspassvip.com

Transcription

When goals won’t work.

Hi I’m Brian Pombo, welcome back to Brian J. Pombo Live.

Like seeing you again, it’s fun. I love being here and being able to have our conversations on a nightly basis. And I love to be able to actually talk back and forth with you.

So if you ever have any questions or comments, leave them down below.

I’m Brian Pombo. If this is your first time, I am a business investor,

I have nearly three years’ worth of content going back all the way on nearly a nightly basis.

So you can see that over at BrianJPombo.com/media.

You go to the media section and go and check that out. And wherever you’re watching or listening to this, you can also see what we have archived there on whatever format you’re watching or listening on.

Now, I want to talk a little bit about goal setting because it is one of those things that it’s necessary. But I think quite often gets it overshadows everything else as being the only thing that’s necessary.

I don’t think it is the main driver of setting a goal, I do believe that it is necessary to have one, especially if you’re dealing with more than one person in the direction of your goal.

If you have other people that are involved, it’s important that everyone knows where you’re going and when you expect to get there.

Make sure it’s something that’s specific and measurable. So that you actually know when you’re there versus just having a feeling about it.

Goals are important but there are certain periods of time where you can’t, you can’t work with a goal that isn’t going to help. A lot of that happens in the early days when you’re fleshing out the idea of what it is you’re actually trying to accomplish.

Because you may not know, you may have a whole bunch of different things that you know, work, a whole bunch of talents that you have a whole bunch of different types of people you might like to work with.

You’re just kind of tossing things around trying to figure it out. I had a great conversation yesterday with a fellow named Shane Russell.

Shane is running a company called Spirit of the Fair. He has a background in working within the fair industry and he wanted to see okay, how can we take this and apply it year-round?

Too many different organizations and businesses?

How can we allow everybody to synergistically work together and use some of these concepts that he came across while marketing in the fare industry?

So it is really is it’s an interesting concept. And he has been working a good three years straight from belief, I remember from our conversation, you’ll be able to hear that when it comes out over at the Grants Pass VIP podcast. GrantsPassVIP.com.

But before then I just want to tell you a little bit about his story because I find it interesting. And it’s it’s, it’s a story that I find myself in quite often, which is you end up having a whole lot of things you’d like to do a whole lot of things, you’re interested in a whole lot of things that you may be good at.

On top of that, so you got the things you’re passionate about the things that interest you. And then you also have the things that you’re actually good at that you have, you have something that you’re good at.

And sometimes those things don’t completely overlap, but there’s always some area where they do. Then there’s things of what you think, though, will actually have an economic interest, it’ll actually fit in with, with somebody paying you money to do it.

That’s sometimes the toughest thing to find, especially if you’re a passionate entrepreneur, you have a whole lot of things you’re interested in, but not necessarily know how to best take it to market.

So we had a little bit of that conversation going on and it reminded me a whole lot of my entrepreneurial journey has been doing the same thing, where you’re trying to figure out exactly how to make all these wonderful toys, all these wonderful things that you have.

How do you make them function and be a viable marketable product to enough people and have it be haven’t had the standard to where you could produce predictable income off of it, you know, which is the idea of business is actually finding some profit eventually.

So that’s an interesting concept and it brought me back to a lot of those early years. And a lot of the places that I find myself going back to again, every time we start a new business venture or start a new idea. In those early days. You can’t develop a goal because

As you don’t know where you’re going, here’s, here’s the problem with that, you have to allow yourself that space to do that.

You have to also realize that if you do not have a goal if you do not have a specific place that you’re planning to take it, you can’t expect much, not a whole lot of things are gonna get thrown against the law, and quite possibly nothing is going to stick.

These are things you just have to expect. So you got both of those worlds happening at the same time.

On one hand, you have allow yourself, depending on on your personality and your coordination, you have to allow yourself some space to experiment.

But at the same end, you can’t expect anything to come from it because you don’t expect anything, because you haven’t specified something that you expect to come from it.

So you play with it, and you see what it produces on its own but you don’t really know where you’re going quite yet.

As soon as you can define it, start working towards a goal. That’s a great place to be in and when you realize that that isn’t necessarily the goal, you want to you have to allow yourself the flexibility to change that goal, and move it and adjust things where they need to go not because you think you can’t make it.

But because you understand the goal better, and you understand more about what it is that you want. And what it is you can best create.

Hopefully that makes sense is this whole lot of this goes into the thought patterns and planning. And it’s kind of my specialty when it comes to strategy. It’s a planning art, right?

So if you’re really needing help in helping if you really know what you’re after, and then you just need to know how to get there. That’s kind of why I wrote my book, 9 Ways to Amazon-Proof Your Business.

You have a business model, you’re in the process.

Now how do I get from point A to point B?

When you’re at that point, go and check out this book, go grab yourself a copy@amazon.com. Or, if you don’t mind reading it off your phone or tablet or PC? Go download a free copy. AmazonProofBook.com.

It’s all I have for tonight. It’s a simple idea.

I want you to sit with it a little bit and let me know what your questions and comments are about this. I’d love to hear what you think about this.

Do you think goals are always necessary or do you think there are periods of time when you just can’t?

You can’t possibly wrap a goal around a nebulous idea. So you have a good night. Think about that one. We’ll be back tomorrow.

In the meantime, get out there and let the magic happen.

Where The Heck Are You Going? 🚙

Posted on by brianjpombo

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What to you see in the future for your business?

Transcription

Where the heck are you going?

I am Brian Pombo, welcome back to Brian J. Pombo Live.

This is a series that we’re doing on kind of the principles of building a business. And it’s kind of a basic outline of the kind of where I start with people find out kind of where they’re at, and then kind of take them where they’re going.

So the question today is, where are you going?

If you own a business, if you’re planning to own a business, the biggest question you can ask right now is, where are you going?

What are you planning to do next?

Yesterday, we talked a little bit about the Cash Flow Quadrant, okay, you go back and watch the video on that if you want.

But the whole idea is if you don’t have a business that runs on its own, that you can walk away from it, where it’s actually it’s an actual asset, it’s putting money into your pocket, not just pulling money out of it, you’re getting more back from it than you’re giving and you’re not completely married to it, you don’t have to be constantly shoving time back into it unless you want to grow it, but it has a sustainable flow to it.

It produces cash flow on a regular basis, either it does or it doesn’t. If it doesn’t, you might want to be getting there.

If you do want to get there, the real question is, how much money are you looking to make and how soon, are you looking to make it?

And from there, you could start to design where to go next. But the toughest thing for people to do is to actually figure out where they actually want to go, what do they actually want to occur?

If any, and the only way I know how to be able to handle this, if you’ve never done it before, is to really come up with a pie in the sky concept.

What are the most that you can imagine making personally?

And what is the best absolute way of doing it, you know, if it could be a passive income business that just produces for you, and doesn’t take a whole lot of babysitting?

If you could have that, how, what’s the least amount of time is no time. So let’s say we’re going with that, let’s say we’re saying it’s not going to the amount of time I put it into it’s negligible. And then how much money do I want it to kick off on a monthly basis.

That’s where you ought to be focused on personal, look at your personal side first, even if you already own a business, even if it’s relatively passive, you got to sit there and kind of think to yourself, okay, what’s next?

Where am I going next?

What’s the next big goal and you got to look at that personally. Because then you can translate that back into your business, you have to know what you want out of it first. If you can’t find what you want out of it, you shouldn’t be in charge of that business.

Whether you’re an executive, a business owner, you should not be running things. If you can’t figure out how you tie into it, what you’re getting back from it if that makes sense.

But it’s tough, it’s tough to do that.

It’s tough to separate ourselves from all the details. But that’s what you have to do first after you find out and besides the other things we’ve already discussed, after you’ve already kind of decided where you’re at, you got to decide where you want to be.

And there’s another term for this. It’s why are you a business owner?

Why are you going to put any time, effort, money, thought, anything, energy, life energy?

Why would you go and want to do that, there’s no reason to, unless you have a reason, you got to have a reason, though, you have to define that for yourself. on any level possible, you have to define it, you got to put it down on paper, if at all possible.

And it will allow you to be able to show other people what you’re doing and where you’re going. When you’re discussing with somebody or having somebody help you assist you in building your business.

It’s really, really necessary that you get all of these emotions and concepts and ideas and expectations, expectations are the big thing. We all have emotional expectations for things.

Most of us don’t spend enough time paying attention to what they are, but they’re always there. I have one client, an ongoing client, and he has expectations on everything, but he doesn’t recognize it.

He honestly does not see what his expectations are.

So you have to sit him down and say, let’s listen we’ve got to find out what your expectations are because you’re going to hold everybody accountable to those expectations.

You don’t think you have any, but they exist because they always end up coming out. In the end, you always end up finding out what the expectations are, you’ve got to make yourself aware, and you’ve got to make everyone involved in the business in the project and the organization, aware of what the expectations are.

All that stuff has to be put out on the table, it makes it clear, it’s not that they aren’t going to change, it’s not that your goals aren’t going to change, it’s not that the amount of money you’re looking to make isn’t gonna change, it’s not that you’re going to be able to do it in the amount of time you want to do it.

None of that’s true, those will all change its strategy. This is strategy changes. But if you can understand the principle behind the strategy, the principle is to put it out there, so that you can then set it aside and not think about it in a sense, you need it out on the table so that you can go back to it if necessary.

I’ll give you an example.

So that this just happened, and it’s funny how it all correlates with what we’re talking about here. But about a year, maybe a year and a half ago, my wife and I sat down and we kind of laid out where we’d like to be in the next five, six years. And so we kind of outlined kind of the ideal lifestyle where we could see ourselves going.

And we came up with a number we came up with a general scope of how long it was going to take everything else.

I even put it up and I had it, I had it there for a while and then it started looking like things were going to speed up quite a bit things were going really good. And so I kind of set it aside for a bit.

Then was reading a book and reminded me about that principle of going back to it. So I went, I said, instead of going back to the old stuff, I’m going to start from scratch. So I looked at our current budget, I looked at where I’d like to be in each of these different areas of my life.

So you look at you know, your food and your, your shelter, and you know, the house you live in everything else, I’ve just investments, how much money do I need for each of these things on a monthly basis, and then kind of lined it all out and came up with an annual budget.

I said, Wow, that’s a lot higher than I that I would have thought I’m curious how close it is to the other one, go because I’d forgotten, I couldn’t remember the exact number that I’d come up with in terms of, you know, five-year plan.

And I went and grabbed the other one, it was the exact number.

It was the exact amount across the board.

So on track moving forward, but it’s one of those things where you don’t have to have it. In some cases, when it comes to a goal, you want to have it in front of you at all times. But if it’s kind of a long-term goal, I don’t think it’s necessary to have it in front of your eyeballs at all times.

What’s important is that you have it written down is that you have it where you can reach it, when you need to remind yourself and then know what the daily activities are to be able to get there for you and everyone else on your team.

If you’ve got other team members, or if you’re looking to get other team members for your business, you have to know what everyone’s role is, and what the expectations are. All that comes from that initial why read the book, starting with why by Simon Sinek awesome book, there’s a great YouTube, TED talk about it and everything.

But the book it really goes into he just takes the point and just drives it into the ground. It’s great stuff. It’s a good book. I’m not I don’t mean that facetiously it’s a really good book.

Hopefully, that’s all helpful to you another book that’ll help you out with your strategies long-term. But maybe a couple more steps down the road is, 9 ways to Amazon-Proof Your Business.

Once you’ve identified that why and I talk about that in this book, identify you’re why identify why you’re doing it, where you’re looking at going.

Once you do that, then you could take the rest of these steps to help take you down the road hopefully, to getting what you want out of your business because that’s what it’s all about.

In the end, you get a free copy of AmazonProofBook. com.

We’ll be back here tomorrow night.

In the meantime, get out there and let the magic happen.

Where Are You Financially? 💰

Posted on by brianjpombo

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How does money flow into you and your company?

Transcription

Where are you financially?

Hi I’m Brian Pombo, welcome back to Brian J. Pombo Live.

This is a show and I apologize about my hair, I was wearing a baseball cap all day, and never quite got everything to lay back down. But it’ll be my hair will be better tomorrow, okay.

So that what we like to talk about on this show is business concepts and ways to be able to use your business, to change your life and make it better and make it make other people’s lives better because of it.

And so if you’re thinking about that, the best thing to do is to always bring things back to principles.

Yesterday, I talked about the difference between principles, strategies and tactics, you can go back and watch that if you want to be caught up the day before that talking about kind of the primary fundamental principle necessary in order to move your life forward.

Especially if you’re thinking in the business mindset. It’s really the foundational principle of all of Western civilization, and so what brings that back up to today?

Well, I’m going to, I’m taking you on a little bit of a journey. When it comes to principles, I wanted to start off with some of these definitions. Because we got common vocabulary we can use, that we can get a whole lot further because these are, these are definitions and words that don’t necessarily use this way you weren’t taught them in school and the same function.

I’m taking great Liberty with some of these ideas. In fact, I’ve had people come back to me saying, well, that’s not what common sense means and everything, it I’m using different definitions for college common words and phrases that you may have heard before, and using them in a very specific way.

So hopefully, we can talk about the definition, the meaning behind these things and not get caught up with the words that I’m using, because then everybody’s going to define these things differently over time.

And nothing is more true than what I’m going to talk with you about today, and I’ve discussed this before, and you’re probably already familiar with it, but it’s a good thing to bring up again because I I’m always amazed how many people I run into that are not familiar with Robert Kiyosaki cashflow quadrant.

Now, why would I be bringing up this idea tonight, when it comes to principals, two main reasons.

One, we’re going to talk about definitions and some words that we’re going to be using over and over again, and we’re going to be using them in a different way than you’re probably used to.

Two, this is one of those things that if you’re going to define where you’re going, you need to know where you are.

And when it comes to business, we’re talking about financial nature, initially, because it has to do with you as a person. Now, I work with two different types of people in my business.

One is a person that’s a business owner that’s been a business owner that’s successful, that’s moving forward, or an executive that is running the business.

They’re moving forward, and they already have a successful business, but they’re looking to take it to the next level.

The other type of person I talked to a lot is a person that’s either hasn’t owned a business or is looking to go into a new field, and is looking for the end result, and doesn’t really know where to go next.

They know what they want out of life, but they don’t know how to get there. And so these are the two different types of people I deal with.

Either one can find themselves in a place where they need to come back to some of these principles. And first, you have to define where you are before you can define where you’re going. We’ll talk tomorrow about where you’re going, but let’s talk about where you are.

Okay, this is an idea that Robert Kiyosaki introduced called the cashflow quadrant and he says that if you’re making money on a regular basis, you’re making it out of one to four different places.

Okay, you’re either making money as an employee. That’s the first one employee employees defined as a person that works for money based on the amount of time that they put in now they could be salaried, but either way, they’re trading time for money.

They stopped putting in the time, they stopped making the money. It’s direct money for time, associated with the amount of money that’s been made.

Most people are either there or they’re in this self-employed and how he defined self-employed is you’re still tied to time for money.

So as soon as you could be self-employed and be making a whole lot of money, but as long as you’re not putting in the time, that money doesn’t come in, so this could be $1 that owns their own practice, this could be a lawyer that owns their own firm.

And if they don’t have anyone else there, they’re the only ones that are making it happen. It’s not going to happen if they’re not there.

So 90-95% of everybody is out there. In a free-market economy, if you’re making money on a regular basis, and you’re not getting a paycheck from the government, this is directly related out there on the free market.

95% of people are making their money either as an employee or self-employed or hybrid of the two. The next level is a business owner and this is one of the things I say about definitions.

The way Kiyosaki defines a business owner is a person that owns a business that they are not self-employed with. So that business can’t exist outside of their time.

Now, it doesn’t mean that they don’t add to the business, it doesn’t mean that they can’t make the big business bigger, it doesn’t mean that they don’t spend time in the business, it means that the amount of money they’re making is not tied to the amount of time that they’re putting in.

So they can go off on vacation, they can come back and they’re making the same amount of money, it’s not tied to a time-related deal.

That this is a person that truly owns a business, that’s an asset that’s producing on a regular basis outside of what they put into it.

Then you have the investor.

An investor is a person who takes money, puts it into a system, like a business, like one of these own businesses, they put money into a system that already exists, and makes money back purely based on that, once again, it’s not a time-related thing.

So there’s a major difference between ends. So you have about 5% 5-10 percent of everybody that’s over on this side, most of the people are here.

Very few of the people are over here, most of the money is made on this end, most of the wealth that’s created is graded on this and where it is not on this end, only a 5% 5-10 percent of everything is made over here, the real production happens on this end.

So what’s the difference between somebody who’s at one end or the other education, intention, whether they’re a person follows through and actually builds a business or finds investments that they could put money into and has the money has the capital available to do it.

It’s a whole lot of its education because we’re not taught in school that you have a choice.

But you do have a choice that sees the first that says, see my first video on the principal, you have a choice on where you can be.

But it takes a different way of thinking. And it takes you knowing that the choices are there. If you don’t know the choices are there, then you don’t have a choice.

Once you know the choices are there, now you do hopefully you can see that there it’s available. Now you have a choice.

Now you have the ability to do it as long as you know, who to talk to how to go about doing and so forth.

Part of what I do, if you’re a business owner that’s already successful, if you’re an executive that’s already moving forward, and looking to take things to the next level.

This is one of the best options you have is my book, 9 Ways to Amazon-Proof Your Business. You can get a free copy at AmazonProofBook.com.

This you got to decide where you’re at and where you want to be. And if you want to be somewhere different. We’re going to talk about that tomorrow.

So come on back tomorrow and we’ll go over that.

In the meantime, get out there and just let the magic happen.

PDCA – Plan, Do, Check, Adjust

Posted on by brianjpombo

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http://DreamBizChat.com

P D C A. Plan, Do, Check, Adjust.

Hi I’m Brian Pombo welcome back to BrianJPombo.com. Today going to be talking about really straight-forward principles.

One of these things.

So simple, easy to discount it, easy to pass it by and not think about it. And especially if you’re a business owner or you’re an executive and you’ve kind of worked your way up and you’re used to being spontaneous.

I know my whole life I’ve always been kind of a more spontaneous character.

I like going by the seat of my pants and I like just trying things out and doing different things and not really doing the tedious stuff.

Trying to stay away from the tedious.

When I first started getting into the world of business, I had people that I looked up to, they said the most important thing for you to do is to do goal setting and all this other stuff.

And the stuff always repelled me.

I never quite knew why till understood more about conation to kind of get a feel for that or look up Kathy Kolbe’s work.

But planning, doing, checking, adjusting.

It’s a big cycle so you plan something out and that’s usually what people talk about when they talk about goal setting, plan something out, I want to do this, I want to do it by this period of time and that’s it.

The plans in place, it’s been written down, I’ve declared it, I’ve repeated it in front of a mirror or whatever, but there’s something more to it than that and it’s all about planning it, doing it and then checking it.

So going back and reviewing what you’ve done to see if it fits the original plan or not, and then adjusting.

You’re either adjusting the plan itself or you’re adjusting how you’re attacking the plan or where you’re going next with it.

Boy, those last things really bothered me too about about checking. I’ve got to go back and look at what I just did. I’d rather just leave that best behind me.

Just keep moving and keep moving.

But that cycle is very important.

Each piece of it’s very important the way I’ve found how to do it for myself. Now maybe you’ve been able to do this for yourself. And you’re more than likely gonna have people that you end up working with.

Either people you’re mentoring or employees or coworkers that are going to have a tough time with it and you’re going to have to walk them through it and you’ve got to be patient with people because not everybody thinks this way.

I’m one of these that doesn’t naturally think that way.

Although I see the value in it.

When you’re running a business long-term, you have to have systematizing, you have to have things that make sense, and you’ve got to keep things on track at least to an extent. And for that, you’ve got a plan.

You’ve got to take that plan into action.

You gotta do it, you gotta check to make sure that you did it right and then you’ve got to adjust to get yourself back on track. You’ve got to do that over and over and over again.

But it’s really easy for a lot of us flighty types to not go back and do all that important work. And we either forget the original plan and make a new plan or we forget to check what we did to make sure it fits and then we wonder why the original plan isn’t working.

You know, it’s crazy like that.

So what’s the key?

What’s the key to making this happen?

Whether you’re good at it or bad at it, you have to be in connection with other people. If you want to be able to duplicate your efforts and other people through employees, through associates, what have you, you’ve got to be willing to work with them and realize your strong points and their strong points and no matter who has the weak points and the strong points planning, doing, checking and adjusting is one of those natural laws of things.

If you wanting to make progress towards a specific end, you have to have these pieces in place.

You may call them something else.

You may have a slightly different way of explaining how you do it, but it all consists of those actions, planning, doing, checking, adjusting, rotating it.

Starting at the beginning, planning, doing, checking, adjusting and doing that over and over and over again.

And if you do that and you’ve got pieces of your business that have to have that type of ongoing tediousness to them, then you’ll get where you need to go. But you got to have team members on board that can keep you on track or you’ve got to keep the people on track that don’t naturally stay on track.

Hopefully you find this helpful.

If you’d like to have somebody that can help you through this process or any of the other processes I talk about in order to really grow your business, to take it from where it’s at.

Maybe double where you’re at right now or triple where you’re at, but have a point in time that you want to get there and you just need somebody to just kind of hold your feet to the fire in a nice way.

Then I’d love to be able to talk with you about it. Go to BrianJPombo.com also, if you’re in the self-reliance field, meaning you’ve got products and services that help people become more self-reliant, go to DreamBizChat.com.

DreamBizChat.com is a chance for you to have a free conversation with me.

Normally they cost $600 and above, but if you go to DreamBizChat.com and you qualify, then you can get a free chat with me. Check out the description, the is there, or you can just type in DreamBizChat.com that’ll take you straight there and you could watch the quick video there.

Hopefully you have a great night. We’re going to be back here again tomorrow like we are every day.

We’re here in Grants Pass today, but maybe we’ll be somewhere else tomorrow.

We’ll see you then.

In the meantime, have a great night and, and get out there and let the magic happen.