71: How I'm Streamlining My Business for a Newborn - heyhaley.com

71: How I’m Streamlining My Business for a Newborn

I'm HALeY!

I help entrepreneurs use sales psychology to create consistent, evergreen 10k+ months with a course or membership site. Ditch live launching, expensive Facebook ads and slow growth.


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How I'm Streamlining My Business for a Newborn


Oh baby!! Haley sits down and outlines exactly how she plans to streamline and automate her business to prep for the upcoming arrival of her newborn. From the processes of each department, to restructuring her team, Haley lays out what the business will look like in preparation for her absence upon the arrival of her new baby.

Recurring Profit will still be available, with Haley temporarily transitioning out of the business for the first few months after giving birth. By updated processes, establishing trainings, and redefining roles, all the necessary operations are being put in place for a seamless transition.

[5:04] How you need to build your business to withstand

[07:05]  Remember that Business isn't everything  

[07:30] Haley's personal plan for streamlining and Automating Recurring Profit

[17:40] Plan for the Client Success Department and how the department is currently broken down

[27:20] What the Growth Department will now be structured like

[41:30] What the Recurring Profit team as a whole will look like during Haley's time off with her newborn


[Click Here for RAW, Unedited Transcript:

This podcast was created, for course, creators to answer this question, how can I create a simple,

automated business that will give me consistent income month after month after month I'm Haley. And

this is the Hey Haley podcast. Welcome to the show. So you guys asked me, you said, how are you

prepping seeing your business right now for this newborn that is about to enter your life? And I mean,

really just a few months, it's so crazy to think about. And I will say when I got pregnant, when I saw the

little stick that said Europe, I thought, Oh yeah, I have nine months to prepare for this baby. Like, man,

because my business at that point was around. Like, I don't even know the revenue Mark, maybe three,

4 million ish, I would say. And we pretty much hit a really good stride. Like in December we were really


We were streamlined. We were as automated as you could be, but then here's what happened. Um, in,

so then in January I got diagnosed with HG, right? So then that nine months that I thought I had to

prepare the business for a newborn just kept dwindling down month by month and each month my

anxiety did increase. I will say, um, I am not a perfect human being and it was very anxiety inducing. And

I just kept thinking, I literally have a few months left. Like I have a ticking time bomb in my stomach.

How am I going to get everything I wanted to get done done? Right. Like I really wanted the business

automated, streamlined, outsourced, and here's what happened. So in January when I got diagnosed

with H G and if you guys don't know what HD is, it's basically this rare disease and pregnancy where you

can't stop throwing up.

It's really hard to hold down any food. And, um, it puts you at risk for a lot of, a lot of variety of things.

But the biggest thing is getting fluids at a hospital. And that is something that I really wanted to avoid

because especially with COVID and everything, right? Like if you have HG can imagine having COVID on

top of that, that's like, I think I'm going to die. So I basically, when, when I was expected to should be

streamlining my business, I had to put everything I wanted to do on pause completely. And I had to do

the bare minimum, which was, is my team. Okay. Right. And, um, it are my Recurring Profit students. Okay. That was

really the two things that I focused on. I would do the bare minimum to make sure both were met. I

would go to meetings if my team needed me and I would make sure I was there for Recurring Profit students.

But like, that was it. Other than that, I focused on getting fluids down, eating the, trying, not totally and

throw up like all the gross pregnancy, HG things sleeping 15 to 16 hours a day, so my could get rest and

heal itself while it was building a human being inside of me. And that affected things greatly. And I will

say, I am someone, I never really thought of myself as someone who likes to control things until January.

When I got diagnosed, I was. I was because I was like, I had a plan. I had a nine month plan and I had

mapped it all out on this whiteboard behind me. I thought I knew everything that was going to happen.

And my plan completely crumbled. What a great introduction to motherhood. It was exactly what I

needed though. Honestly, it made me a much better person, but, and it took me about four months.

Now I'm about four or five months into my pregnancies. I feel better. So my medication I'm still on a ton

of medication, but it is actually helping me. So I am finally out of survival mode, meaning my brain can

actually think about my business beyond my business, beyond doing the bare minimum. And I'm super

excited about that. So that's where this comes in. And now I get asked myself questions that you guys

are wanting me to answer. Now I get to ask myself questions. Like, what does the business look like

when a newborn's here? And we keep scaling because here's the thing. And I don't know if you find this

in your business or not, but here's the thing like when in December, when I got pregnant, I was like, Oh

yeah, my business has good, but now I'm looking at it. We're in April as I'm recording this right now.

Um, we're in April and I will say is not that great because I had been Mia from the CEO seat for a good,

long bit. And there had been things that have gotten past me that would have never gotten past me if I

wasn't sick and didn't tune out. Honestly, I did. I tuned out to a lot of things that I, I just had to focus on

my survival, you know, and that's okay. Like the world has not ended. And that just goes to show you, if

you build your business to be able to be roughed up a bit, you're going to be good. And that's another

reason why you need to make sure to keep it simple because man, my business has gotten roughed up a

bit in four months. And the reason why is because every single month at right now, every single month,

we're adding about half a million dollars in revenue.

So when your revenue goes up, your business changes, your business evolves, your team has to evolve

or decide not to evolve. Right? There's so many things that go with that. And, and my business wasn't

evolving because usually I'm the one leading the evolving, right? I'm the one that seeing the obstacles,

creating the obstacle courses. And I realized it actually clicked with me. I assumed my team knew how to

do that because I had done it. But like they don't have, of course they don't one day I almost needed like

a wake-up call to be like, Haley, you got to do this. Like you ha it's it's on you. And that was really good.

That was really good for me. We've almost doubled our business in four months, which means we're

dealing with an entirely different business and we did not prepare for the growth, which means right

now we are like, if you look at the business, we're like ducks, right.

But underneath the water we're going, like our little feet are going a hundred miles per hour, a little are

just going as fast as they can. Um, because I dropped the ball because I was sick. Right. So I just want to

like give you a background of the business and also know that, you know, I talked in another podcast

episode about consistency and business and how that's a bunch of BS. Um, and I think also consistently

showing up for your business as BS, you don't have to do that either. You know? Um, right. Like the past

four months, I have not been able to show up the way I went for my business and that's okay because I

had honestly bigger priorities than business businesses, not everything at the end of the day. Um, as

long as we're doing what we need to do to help the people that are paying us, like that's my bare


And like, I'm good beyond that. Like, we don't have to grow, we can plateau all that kind of stuff. And

that's kind of what we've been doing. And like, I've been fine with that, but now we can't be okay. Now

we're going to get into actually like my plan for streamlining automating, not really outsourcing because

I'm not really outsourcing anything anymore. It's, it's more my a full-time employees now. So we're not

really dealing with a lot of contractors, but I'll, I will say, keep in mind, my business may be a little bit

different than yours. Um, we have a high ticket program, not a course or membership site, right? Uh, so

our business is not as scalable as yours might be right now with adding new people. And also our team

might look a little bit different. We don't, we have very, very few contractors and it's mainly our fulltime

employees that run the business.

So, um, that might make the strategy a little bit different, but I want to guide and go through the logic

with you of what I'm thinking through. And you can do this too. You might just got to tweak a few

things, okay. Which we can do that we can tweak. So here's what we're going to do. I want you to pull

out a piece of paper, Evernote, Google doc. I mean, whatever, if you're driving or cooking, you might not

be able to do it, but you might just want to pull up maybe a blank spot in your mind. But here's what I do

on a big whiteboard post-it note person, ask yourself this question. Pretend like you were like me, you

have a newborn that's coming out in four months. How would you prepare your business to run itself?

That's a good question to ask, even if not pregnant, even if you're a guy right now listening to this,

there's no possibility to be pregnant, right?

Like what would that answer be? Would you have an answer? Like these are just really good questions

for us to kind of think through together and go through the strategy of it. And it can be overwhelming

when you ask that question, you're looking at your entire business and thinking, Oh my gosh, how am I

going to get this to run itself? Whoop. That's a lot. But here's what I do to reduce the overwhelm. Okay.

So step one, I split my business into pillars. Okay. So here's and I wrote this down. So here are the pillars

of my business that I split it up into. Number one, my growth department, number two, my client

success department, number three, my team number four finances. Okay. So that's where you would

split your business up into pillars. I do this based on my departments. So what I mean by that, and if

you're in Recurring Profit and you're in phase five, you know what I'm talking about?

Because you got this hierarchy chart template, all ready to go. But basically from the very top, you have

visionary the CEO, right? And then right underneath that, you have your depart, your directors for your

departments. Your departments are basically just areas of focus, areas of your business growth, client

success. Finance are typically the main three departments. Then underneath that we personally have

branch managers. And then we that, and that's it. That's kind of our hierarchy. So when I go through

that, that's how I'm going to split up the pillars in my mind. And then I'm going to add a team pillar

because there's so much that goes under team. That just has to be done to be honest. So now step

number two, I'm going to break it down even further. So this is how I break it down so I can see that

visual even more.

So from each pillar, I create categories. So in the growth department, I have different branches and, and

you feel free to copy this for sure, depending on how your business has run. You don't feel free to copy

this. So in the growth department, we have ads, branch, media, branch, partner, branch, and sales

branch, right? Let me actually flip my screen around too and show you. So then in the client success

department, we have content, community and coaches. And in finances, I have accounting,

bookkeeping, wealth creation. And then for team, I have directors are fully capable to run departments.

Without me, branch managers are fully capable of doing jobs without relying on directors. And then

each role has strong processes and project management system. Now I'm going to say this. Sometimes

you might like, you might look at streamlining your business and you might see a lot of problems or


I call them obstacles. So you might have a lot of obstacles. Here's how to think of obstacles, because

they're going to come up when you do this. I like to create an obstacle course in my head and then say,

this is going to be so much fun. And it helps. It really does. When you start viewing your problems as a

jungle gym, you just start tackling them differently. I don't know what it is. So anyways, if that pops up

something, that's a little brain trick that I use to do that. Now, then I go through each category and I

asked myself, how can this run on autopilot without me now keep in mind that doesn't mean I'm

removed from the business. I think there is this. I'm going to go ahead and use an extreme word. I think

there is a toxic view in our industry that if your business doesn't run without you, or if your business

can't survive without you working a few hours a day, you are a terrible entrepreneur and your business

is not worthy of being suckled successful.

I think that is complete BS. That is so poisonous and toxic to put in the minds of entrepreneurs because

it's just, it's, that's so terrible. Like the goal should not be that the goal, it should be a way more healthy

way of viewing it because then you're putting rules on it, right. Then you're creating a work shame

mentality. So I just want you to kind of keep that in mind, moving forward is don't work, shame yourself

here and know that when I'm asking myself that question is, can this run without me? It's because I

want to work on higher level things in the business. What I do every day is different. What I do every day

is my entire job is to look for obstacles. My entire job is to see six months ahead and start. Fixing

problems might exist in six months. That's what I'm doing right now.

Now, again, I'm at the 6 million point. So I wasn't doing this at the 1 million point half a million, two 50 K

six figure point. Right? But now that I'm at the 6 million point, my entire job is basically prepping the

business before the growth even happens, which I haven't been doing over the past four months. But

that's what I'm usually doing. So anyways, let's go through specific examples because I think this will be

helpful. I'm going to start in my client success department first Recurring Profit, because that was a specific question

that was asked to me was what, what are your plans for Recurring Profit? Post-baby like, how are you going to

automate streamline and all that kind of stuff? So I will say our recurring profit is growing at a fast rate.

And I think the reason why is because we offer solution that no one else offers, we offer solution that

doesn't exist anywhere else because it, no, I'm not.

Oh, well, because I, I didn't go copy someone else's method. Like, you know, there's so much muddied

up marketing versions of this. It's like, no, this is so unique. Like no one is teaching it this way. And it, a

lot of problems that entrepreneurs are having. So we're growing, which is awesome. Right? It's so great.

But the growth creates side effects. And if you do not deal with the side effects, then what's going to

happen is the quality of your product is going to go down. And that to me is, um, that that will never

happen ever. That's always something that we will prioritize. Right. So, um, here's what I'm doing to

make sure, because I will say with Recurring Profit, a lot of people get custom coaching and it's a group coaching

program. So it's a, it's a high level high ticket group coaching program.

That's what Recurring Profit is. It's not a DIY course. It's different now. And okay. So if you don't know our P let me

explain a little bit, and then I'm going to show you how I'm streamlining it, because this is something you

can for sure copy inside of your business. For sure. So with Recurring Profit, the way it's structured is you go through

the program yourself, right? No one else is going to go through the program for you and build

yourselves machine because you're not going to get results. If someone else build yourselves machine,

like let's face it. If something breaks, you're not going to know how to fix it. And I think, I think it is really

lazy for an entrepreneur to outsource a problem. They didn't create a solution for, especially before

you're at six figures, a mean seven figures is iffy, but like, especially before six figures, you have to know

all the ins and outs.

If you want to scale you, can't just out. You can't just put money at problems. That's not the way it

works. So anyways, I want everyone in Recurring Profit to have long-term success, not just have short term success

that I can bring a testimonial for. Like, I really want to set everyone up to be a leader in their industry.

And that's the way we do it. But also I know that there are times where you need custom coaching,

right? You can't just rely on yourself doing it yourself because that's also not helpful. And a lot of people

get stuck. So we have custom coaching at each and multiple points of each stage. And there are five

stages in the program, um, which is intense, right? It's not as scalable. It's not. And there is a cost that

we incur per member added. So per member we add, we actually pay more to maintain the program.

Now, is that worth it? Yes, that's the way I built it. I built it that way on purpose because it's a program

structure that doesn't exist in our industry. And I custom created it based on market research. I went

and I said, what do you hate about all these popular programs? You've joined, got a list, created the

exact opposite. And it does cost more, but we figured out a system now, how do we sell it? That's where

the streamlining comes into play. Right? So I split the client success department up into three things.

And this helps me figure out how I'm going to scale this content community coaches. So first let's do

content. Yeah. Let's, let's go for the controversy. Okay. So for content. So think about your course or

membership site content. Okay. I'm going to think about Recurring Profit content. So when I do this, when I first

created Recurring Profit, what I did was it was face to camera.

Now what I'm doing is I'm going through Recurring Profit and I'm creating visual PowerPoint slides of every concept,

broken down examples and deep analysis. I'm seeing exactly what everyone gets stuck and putting in a

template, putting in a script, putting in something that gets them unstuck by themselves. So they don't

have to rely on anyone else to help them. Like it's, it's going to be so awesome. Like we're all we're

halfway done with the remodel project, but it's intense. I've been working on remodel for five months

and I've only done two phases, two out of five phases. Like it's intense work, but I cannot tell you how

many people have flown through the first two phases now. Like it's definitely paid off, but that's

something that we're doing. Um, and we're basically doing this because if we have people go through

the program, like this is the way I have to think about it.

Now, if we have people go through the program and let's say they get stuck and we could avoid them

asking a question in the group or avoid them asking question on a call, that's not about them

customizing a homework assignment. That's about something that we create a template for, or a plug

and play solution for then. Yeah, I'm going to do that. You know, like I would much rather them have

resources that way when they ask questions, it can be more high level questions. Not that those

questions are high level, but if we reduce the amount of questions we're getting asked, then we can

scale faster too. So like, that's something that I'm tackling with content now, community, community. I

think this one, when it comes to how to have a community run without me, I don't think the community

will ever actually run without me.

Um, that's not my goal either. So that question doesn't really apply here. I will say the content one, yes.

A hundred percent. And we plan on actually putting a new team member on head of content and being

able to we're creating a content improvement system. So if a question get app gets asked three or more

times, we're looking at the content and we have a meeting over it. Like it's intense. Like the content

improvement system is going to make sure that all this remodeled content is completely updated all the

time now for community. Again, I don't want that to run without me. I want to be there because I love

that. I love it. I love, love, love, love, love it. So I don't never want to completely get me out of that.

That's not my point. But what I do want is I want the community to not feel like they have to rely on me

to be successful.

That's a whole other thing, right? Like I want be involved. I want to be involved. I want to celebrate with

them. I want to answer questions. I want to do all this stuff. But I also want a community that has, that

doesn't feel like I have to be there because if I have a community inside recurring profit, that they feel

like I have to be there. Then I am doing them a huge disservice. Why? Because they have put me on a

pedestal as they cannot trust themselves until I have approved their idea or their strategy or whatever.

Right. And if they don't trust it, if they lose trust in themselves, then how are they going to scale as an

entrepreneur, every time they get stuck, they're going to have to look at me instead. I want to build

leaders. I want to show them the logic and the strategy of how to find an obstacle, how to create a


Let's go through it together. Let's go through the process together. But it's not me sitting here saying,

Oh, do this. I know everything, right. It's saying been through this before. Here's a question I asked

myself, let's go through, let's look at your data together. Here's how I'm analyzing this. What are you

seeing? Right. Making it more of a conversation and actually infusing that into our culture. So how do

you streamline a culture inside of a community inside of a program? Here's how I'm doing it. Um, I'm

doing it through coaching staff. So we have coaches, right? There's an, and by the way, there's no real

hierarchy in my business. Um, yes, there's hierarchy. There's a levels because that helps clarify things.

But I am not above any coach or any team member. Uh, my team members are not above any coach and

my coach is not above anyone else either.

Right? Like everyone is equal. So when we're coming into recurring profit, we all have different goals

and motives, but we're all at the same level, helping everyone. And that kind of helps. So knowing that

going in, we have coaches. So it's me. Um, and right now what I basically have been doing is I've, I guess

I've been more of the head of content. Um, so I'm, I'm always making sure that the content is answering

questions, right? I'm always improving the content, thinking of new things, adding new things here and

there. Right? So that's what I'm doing then. And I'm showing up to all the calls, looking at patterns. So

when I show up to Q and a calls, this is what I'm doing now. And so I'm actually looking at patterns or

patterns of things that are keeping people stuck or patterns of questions, or I'm just basically playing


That's my job now is playing scientists. So when I do that, I'm building out coach training, um, and coach

training is how to communicate and how to uplift, how to lead a student into their leadership spot. So

like, that's it, that's what we're doing basically. And so I created, um, I'm actually adding onto this, but I

created an anti NLP coach training for my coaching staff. And then we're adding to it this summer. That's

a project we're working on is like how to meet people in the gray area without rules. Um, like just all

these fun things. Like I'm so excited for it. So you can, I think, I think, especially when you're at the point

where I'm at your team also creates the culture. You know what I'm saying? Like I am the head creator

of the culture. The culture is how people act, how people view and see things around them really.

And my team, if it is not in their bones, it will not come through to the students, but it has to, it has to

be in their bones. And when it's not in their bones, my team calls other team members out. Like, are you

making them feel heard, seen, appreciated, and loved, right? That's a big, a checkpoint, um, all those

kinds of things. Okay. Now for, Oh yeah. That's and that's coaches. So that's how we're kind of

streamlining Recurring Profit. So basically getting it to where I am no longer head of content anymore. Does that

mean I'm not creating content? No. What this means is my brain does not have to constantly be on it.

And that's why I'm spending, I've spent the last five months and I'm probably going to spend the next

two to three months finishing up this project is so that I no longer have to be thinking about content,

content, content all the time.

It's. I mean, the content is already created millions, but I want to make it like even more. Step-by-step

like keep improving, keep improving, keep improving. And then when our, we have a new head of

content person, they're going to be the ones scanning and I'm just going to come to them. The content

improvement meetings, you see how that changes. It doesn't remove me from the business. It doesn't

remove me from the content. What it does is it removes my brain from having to do the grunt work

upfront. Now I'm able to do head strategy, like I'm coming in as the CEO now of constant improvement

instead of head of content as content improvement. Does that make sense? So that's the different way

to think about it. And that's how I'm removing myself and having my business run without me is

removing my brain from those types of things.

And then after the content, just making sure, like, are our coaches there or someone that's actually, I

mean, there already is, but like improving the system of coach culture as we keep adding more coaches,

right? Like all these different things, because here's the thing I'm also thinking about too. Like right now

our coach staff is awesome. Our community is amazing. Like there's nothing I would change. I mean,

maybe like a few things, but like, I'm always wanting to change things, but like not a lot, but here's the

thing in two months, it's going to look different in five months, it's going to look different because we're

probably gonna have two to 300 more people who knows we're introducing a pod system this month.

Right? Because we have so many different pods and we want to keep the Facebook groups small. So

people aren't dumped into a large Facebook group.

There's still, it feels like a community where you still know most people, right? Like that's what we're

doing, which means everything changes and that's growing pains. How can I get it to where my coach

staff can make decisions without me not and make decisions the same way I would, 90% of the time?

How can I get it to where my directors can make decisions without me? How can I, that's the type of

thinking that I'm doing now for growth department, that's a whole other beast. And I will say the client

success department, like if I looked at our departments right now, if I looked at our departments right

now, two months ago, our growth department would have been the weakest one and our client success

would have been the stronger one. Now it's flip-flopped because as the business grows things flip flop

all the time, it doesn't mean that department is bad or wrong or whatever, right.

It just means the growth of the business affects departments at different stages. It just, it has, it has side

effects, right? You have zero control over that. I mean, the departments can't help it. The departments

just have to react to it. So right now our client success department is, has had the most side effects from

the growth. And so we're prepping that right now. The growth department I would say is the strongest

one. Now here's the thing like, I'm going to be really honest here. I'm going to be really honest because

that's, that's my brand. And also you guys asked me to, so our growth team, our growth department

was, I mean, we literally created it from scratch in October and I'm recording this in the beginning of

April. So what is that? Six-ish months, right? Six, seven months. So we created half a year ago.

We created our growth department from scratch. Now, nothing has actually been done for the growth

department to grow nothing. And the reason why, and I'm going to be a hundred percent honest. I, uh,

well, I there's so many different variables, but I would say like our team was weak. Like our team was

actually weak and there were people on the team that the culture was kicking them out and we should

have kicked them out sooner, but we didn't. And so basically we spent every day instead of actually

creating systems and processes and getting the growth department in order, we spent every day picking

up dynamites before they exploded from team members that probably shouldn't have even been on the

team. And I'm saying that, and I'm being honest about what happened, because that's a mistake. I hope

you guys avoid. Like, that's a mistake. We have made, uh, too many times to count.

Like we have fire people pretty quickly, but we hired eight people, eight new full-time employees in

three weeks last year, the, at the end of last year, which means not all those people are going to make

it. That's just math. That's just like being realistic. Right. And it's not because all those people were bad.

Like if I look at all those people, they were all amazing people capable of doing amazing things. Right.

But our culture rejects certain people. And I don't know that until they're here. I don't know that until I

can see how they work, how they think or what their strengths are. Right. And, and it has nothing to do

with that person. It's just, they're not the best fit. Like we're a startup business. We are not a big

corporation where we can hire a full-time employee and they sit around and watch TV on their

computer, or they don't do their job for a month.

And their manager has to do it for them. Like we can't afford that. That just can't happen. We can't have

productivity waste. We can't have any of that stuff because it drags our team down quick. Cause we

have a small team. I mean, and people see it immediately, right? Like it's, it can be really tough and it

can be an energy suck and a time suck. And it was for four months and that's what we dealt with. And it

was a major distraction from what we actually should have been doing. Uh, we should have dropped the

people. So they had time to go find other jobs instead of stringing them along. Like I knew, I knew who

wasn't gonna make it like, and we should have had direct conversations sooner, um, at the very

beginning and set hard deadlines and actually cut them when we said we were and we didn't do that.

So that's on us. Right. And we paid the price for that. Now, now we're kind of having to start the growth

department over starting last week. So that means that we're basically redesigning a growth

department that was supposed to be in process of building in October. We're doing that now in April. So

we have no processes, no systems, no trainings, no strategy. What we do have, I'll say what we do have

now though, is we have a solid team member in exactly their perfect spot. I mean, I wish you guys could

meet these people. Oh my gosh. They are so amazing. Like we have a really solid team it's small. So I'll

kind of tell you what our team looks like. So our director, that department is Tori. Most of you guys

know Tori, maybe now that she's out of client success, you might not know her name as much, but she's

the director of the growth department.

Okay. So she's also the ads branch manager. So Tory's the ads branch manager, which means, and this

has been the nicest thing for me. I will say Tori takes over ads for me. So she does all the heavy lifting on

thinking. She does all the heavy lifting on ad strategy on new creative, on looking at analytics for me.

Um, I cannot tell, I didn't realize how much brainpower that was. Cause I was the ads branch manager

until last year or the end of last year. And Tori was like, I kind of want to take this or I forgot how it

happened. Maybe she asks, I don't know, anyways, I, I forget how things happened, but, um, Tor, I think

Tori's been in every position in this business. I'm not, I'm not kidding. Like I think she's been in every

position. She knows it all, but anyway days, so she that's her position.

So with ads, we've basically been scaling off of ad spend and an organic and we're not really doing

anything for organic. So I guess podcasts, I don't even know. I don't even know how our traffic is coming

in right now because I am so far removed. Like, she's just, she's just doing it. Like she's just doing her

thing. So we have three lead producing branches and one sales branch. Okay. So our lead producing

branches, our ads branch, which Tori runs partner branch, which Addie runs. Um, if you know, Abby, if

you've been a partner of ours, Abby just got promoted. I mean, literally last month, I mean, and she's

awesome. Like, I, I we're right now, we're trying to train Abby to be our, our like, like very heavy

marketing knowledge, you know, um, talking strategy and stuff. Then we have our last lead producing

branch, which is Cali, Cali was originally hired to be okay.

So Abby was originally hired to be our social media manager and we saw how creative she was. We saw

how she could visually kind of it's, it's a skill to be able to take a concept and make it visual. And that's

one thing Abby has, Abby has that skill. Um, and, and see, those are things that like, you don't know

when you're hiring someone, you don't actually know, but then when you hire them, you're like, Oh,

okay, I see this. So she got promoted to partner manager because both of them are part-time jobs really.

So she has that. So Kelly was, um, promoted to, because she was originally growth assistant. Okay. And

then she's now promoted a media manager. So media manager is honestly, that's all of our social media,

which Abby runs social media. Right. Um, and our podcast and our website, like that's media, it's going

to turn into something even bigger.

Uh, Cali has an awesome vision. Tori has an awesome vision. I have an awesome vision, but that's

something that we're keeping small right now. So we're just focusing on podcast. So that's the team and

I, and we have a Facebook ads and a designer and that's it like the growth team is pretty small, which is

really, really good because we had to fire. I think it was just two people. Yeah. We had to fire two people

in the past, like two, three months or so. And from that department, and once we did now, we're able to

actually rebuild the way it needs to be done, which has honestly been such a breather because now

everyone's in the right place. And it sucks. And I will say this too. That's part of what streamlining my

business looks like right now is team getting a full-time team member in the right place because a fulltime

team member isn't in the right place.

It will distract the wrong team members like a director. Like if Tori can't do her job and she's pulled

down a branch manager level because a branch manager is not doing their job, Tori, now can't be

director. So if I'm going and I'm talking to Tory as the director of growth, and she's her mind is at branch

manager level because the branch managers aren't doing their job. Well, then I don't have a director

here. So now my mind has to go down director of growth and I need to be up here at CEO level. You

see? So that one team member at this level can drag down three levels of hierarchy if we're not careful.

And that's another way that I'm prepping for a newborn right now. And, and thankfully like no more

team changes. Another thing is we talked about not hiring. Like we don't want to hire anyone else ever,

not ever, but like kind of, um, we want to stay this team size for as long as possible until it is literally


We're going to be hiring, um, extra contractors that are needed before ever hiring another full-time

employee because we love who's on our team right now. And we just don't want to change anything.

Like we just want to focus on, on being, I don't know, anyways. Okay. Um, I'm getting off topic. So we

have that, those branches. Then we have ourselves branch, which we have Jordan as a sales manager,

and then we have destiny and Christina. Most of you guys know one of those three names, Jordan,

Christina, and destiny. And I get DMS from all of you guys going, Oh my gosh, I just hopped off a call with

blah, blah, blah. And they were amazing. I literally get dams like that pretty much every day. And it's so

much fun to see you guys hop off these calls and be so inspired about your business, whether or not you

even join her carrying profit.

Right. It's just, these ladies know how to, I don't know if they know how to break down the math and

break down the timeline to get you to exactly where you want to go. Like it is awesome. So anyways, so

we have that too. And I will say I have never sells apartment sells. Branch has always been one thing that

has ran itself for the past year, year and a half. Like since Jordan came on, Tori became sales manager, I

haven't had to do one thing through it. And I had to get off. I was, I was definitely being a bottleneck

there. So I have not really been involved in that now the lead producing branches, those are what we're

building from scratch, which means streamlining. That means literally building something from the

ground up and that's a whole different beast. So that means SLPs, which SOP stands for systems

operations and procedures.

So how to upload a podcast episode from start to finish. Like, we don't have a process for that right now

because it's changed. Um, it's changed since our hierarchy structure and all these different things. And

we have a different idea for how to do podcast now. So we have to go reevaluate that we don't have

any up-to-date processes. Um, yeah. Yeah. She just said people pay hundreds of dollars for the type of

call that I was offered at Recurring Profit hundred percent. Like people buy hundreds of dollars. And they've told me

that too all the time. I mean, and we're offering these just for free for, to see if you're even a good fit for

the program. Like, yes, I I'm obsessed. I'm obsessed with our, the way we do calls because they're not

sales calls. Like there it's, it's like you're talking to a friend at a coffee shop, you know, it's not someone

that's like, you have to buy our P and if you don't, you're never going to be successful in business.

Like it's not one of those icky slime sales calls that force you into something. And that's what I

appreciate about ourselves teams so much is they just genuinely care and show up for a heart to heart

conversation with you and exactly where, and they meet you exactly where you're at in business,

wherever you're at. And I am obsessed with ourselves. That is, that is one thing. Like I just fall in love

every time we talk about cells, I fall in love. I fall in love. Oh, it's so good. So with LIBOR, reducing, like for

instance, like media, we have to create all the processes. Right. And then I also have to think about Kelly.

Okay, well what can Callie approve without me? Can Callie approve it? Instagram caption without me right

now? No. Right. Um, it can Cali approve. I don't know a visual for Instagram posts.

Can Callie approve a podcast title? Can Callie approve a podcast description? Um, all those different things

right now, we, I rely on Tori. Okay. But what if Callie had all the knowledge for that? So that's the kind of

stuff that I'm thinking now is what does everything that Callie has to do to do her job and not rely on me

because if she has to rely on me, then I'm a bottleneck for her job. Right. And that will stifle creativity,

um, and probably end up presenting me to be honest. And that's normal. It's normal to resent your boss

if they're being a bottleneck for you. I mean, and, and that just happens with the growth of business too.

So as you can't help that, but sometimes you can and if you can make processes for it. Okay. Now team,

I think team, I'm not worried about the departments as much as I am about the team, because this is,

and I'm not, I don't want to say worried cause I'm not worried.

It's just, it's such a different beast because here's what I will say. When I hire people. I hire people that

know nothing about this industry. I mean, nothing. And I love it that way. Um, I hire people that, I mean,

that are usually fresh out of college and haven't maybe not even had to have a job yet. So some of these

people, and that's why we do tend to fire more too, is because we're not only having to train you on the

industry and let's be like, you're gonna have to train yourself. Right. But also we have to train people

how to do a full-time job, how to be an employee. And if you don't get what the program quick, but

thankfully we have a team now that does that, you know, so we're good. But now we have to build on

that. Like now we have all these pieces of moldable clay.

Right. All these amazing, amazing, amazing, amazing people. And they're so multiple, so flexible, so

willing to learn, want to specialize in this skill. Right. So exciting. But if they do not have a leader to get

them there, then they're going nowhere. Right. So that's on me. And that's why, that's why I'm stressing

out a little bit. But like the ticking time bomb, it's like, okay, I have a quarter to get my team where I

want them to be at before I have a baby. And so here's where I really want to do directors are fully

capable to run the apartments without me. Now, is that the case right now? Yes. I have been gone for

four months and they have all ran the departments pretty much without me. I mean, yeah. I mean, I've,

I mean, I've definitely been there. It's not like it's been like without, without me, I would say in January, I

was definitely Mia, pretty Mia, like, especially in my brain, but I've been there, but not like I used to be


You know? So this requires director training because both of my directors right now, they're amazing.

Like you, you guys know Brooke, if you're inRecurring Profit, uh, Brooke, she shows up to pretty much every single

Recurring Profit, Q and a call. She is the most kindhearted human being I think I've ever met, honestly. And she's so

nice. And then Tori, who's so strategic. I mean, she's just a bad. And then you add, you know, these two

amazing people that, that honestly deserve to have a really awesome training, a really awesome project

management system behind them, really awesome systems, procedures. They can rely on that their

teams can rely on, but our business broke everything in, in each department. So right now like our, the

growth of our business broker project management system, our project management system is

outdated. Now it was for a one to $2 million business.

We're at $6 million. Now we're an entirely different business. It can't keep up. So we broke our project

management system. We have to create a new one, right. So that, that hurts our directors that makes

our jobs harder. For sure. And so you have all these things that I'm thinking through, right. That our

directors deserve to have. And don't, so we're creating it together then branch managers. So my branch

managers have to be fully capable of doing their jobs without relying on directors, because if they were

allowed directors within the directors are pulled down to branch manager level, right. So then that has

to happen in order for that to happen. I have to have branch manager training. They have to know

expectations. That's an oval stuff. We didn't have branch managers when we started out a few months

ago and now we do. So we didn't even think about creating the training, uh, documentation.

We were like, we're just figuring it out as we go. So all that has to be created. And then, um, every single

role has to be their processes have to be reevaluated and then rebuilding a project management system

for every department and every area of the business it's intense. And that's kind of my plan for

streamlining the business. That's how I split it up in my mind. That's kind of my thought process of

breaking it all down. I hope this was helpful to kind of see behind the scenes. Um, you know, I am totally

an open book. I know I, sometimes I like hesitate to actually be an open book and share what's going on

behind the scenes because I'm not sure if it's actually helpful or not, because I don't know what if, how

much it applies to your business or what you can take over.

I don't know. So if there's any specific questions that you have, if there's anything that, that I dunno is

keeping you stuck right now, just let me know if you are a course creator who wants to automate their

marketing so they can avoid live launching for good and not have to depend on expensive Facebook ads

for leads. This is for you go to haley.com/automate. And on that page, you're going to have two options

for you. Option one, you're a course creator with just an idea, and you want to create profit fast. You

want those first few students, and even if you don't have content yet, and then there's option two,

you're a course creator who already has their program built. And you want to scale to your first 1

million, go to haley.com/automate. And I want you to choose the best option that fits where you're at

right now. So I can send you a customized training on how to automate the marketing of your course or

membership site without losing connection to your people. Let's ditch slow growth together and create

the, you want.


+ @haleyburkhead on Instagram

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