This one document added $30,000 in profit to one of our clients within the first seven days of implementing it. Not only that, but Lauren actually used this to get clarity on her bestseller, and she's seven acts for monthly gross revenues. Seven acts. When you implement this strategy into your business, you're going to start to see a complete difference in your productivity.
You're going to get your entire team on the same page and moving faster than you ever have before. It's called the same page and in this video, I'm going to give you the exact formula on how to actually set it up. Number two, how to get your team to buy into it. And number three, most importantly, it's going to help you decide who you're missing, who you need to hire, maybe who you need to fire to actually get these results.
So just to give you some backstory, I was recently in a room with all seven figure business owners, and somebody asked the question, it was December at the time, and somebody asked the question, what is everybody doing for annual planning? And of course, I was biting my tongue because I was so ready to jump in and tell everybody my strategy. And before I did that, people started to go around the room, and a lot of them didn't have a strategy. In fact, some people were saying like, well, we're just, we're going to see what happens.
I'm not really sure. I don't really write things on paper. We just try to do better than last year. And if that is your strategy, oh my goodness, this same page or document is going to change your next 12 months.
So to get anywhere, you need to know where you're first starting, right? You can't order an Uber or a Lyft without saying, I want to go here, but I'm currently right here. And that is what annual planning is. It is finding out where am I today and where do I want to go in the next 12 months?
And then we ask ourselves, and what needs to happen to get there? And who needs to join the team to get there? The problem is if you go off of feelings and not facts, right? You feel the business is doing well, or you can tell the business isn't as far along as last year.
But you don't actually look, you don't actually take a minute to check out your books, check out your bank account. Maybe you're scared to see what's there. Now, it's interesting is sometimes people are scared and then we encourage them to look, and they're actually shocked. This just happened with one of our clients at our last workshop.
She actually said, I finally looked, I was so scared, I finally looked, and I had no idea this was in November. She said, I actually already crossed the seven figure mark and didn't know. And this is one of those things where if we, you know, bury our head in the sand, right? We're not going to know what's actually going on.
She was so excited when she figured out where she actually was. Now, there's the opposite end of that. There's somebody who doesn't want to look and maybe when they do look, it's actually worse than what they were thinking. It's worse than where they thought they had been.
And even that data can still be very, very powerful because when you finally get the reality of what is happening, this is where we can use that data to direct us moving forward. Too many business owners are overlooking the same pager strategy. And sometimes we want to just skip to the good stuff, or maybe we forget, or maybe we just don't understand how important the foundational pieces of planning really is. So we're going to put away goal setting and we're going to step into strategic planning with the same pager roadmap.
So the big idea with this one page document, and that's probably the first piece, is it's just one page because if you're sharing everything and anything with your team, they're not going to capture it all. So by condensing the information, you're telling your team, this is what's most important. And one of the most important things that we have on there specifically is our goals. We're heading over the next 12 months, our mission, our vision, our values.
And this is so everybody on the team is on the same page. Now, people always ask me, what is actually on it? So at the very top, we are listing our revenue. And most importantly, profit is right underneath it.
So I want to know where are we heading and what do we want left over? And not enough people are strategic or intentional about profit. It's kind of like, well, let's just see what's left over. We want to actually say, OK, I want to hit a million dollars next year.
I am looking to have a profit of 100,000. I want a 10% profit margin. So that tells me I only have a $900,000 budget as I had into this year. Now, this can be a touchy subject.
Some of you might be listening and thinking, wait, does my team going to see revenue in profit? I could never stay tuned. I'm actually going to share with you some pros and cons to why you may want to change it up this year. Hey, are you a business owner that's looking to not just increase their revenue, but actually have it positively impact your profit without you working more?
Because let's be honest, there isn't any more time in the day. If so, I want to invite you to my free training called Protect Your Profit. I'm going to be breaking down our three part well-oiled operations framework. We're going to be going over the plan, the people and the process.
This training is completely free. We've already had over 100,000 small business owners join us, as this is one of our most popular trainings in your own lock, because we've got another one coming up very soon and it will be live. The strategy I'll share in this training is how we landed on the Inc. 5,000 fastest-growing companies in America list, the last two years in a row.
And I'll show you how to create a winning team of revenue generators, people that actually make you money, not cost you money, even if you don't think you can afford it. Go to well-oiledclass.com and get registered for free. You'll walk away from this session with strategies you can actually implement and apply immediately, as well as I'll be gifting my 16-page hiring handbook, high-rate group, higher-in-train, top-tier talent. So come hang out with me and a few other 100 small business owners who are all looking to scale their business while scaling back their time.
So get signed up for free at well-oiledclass.com or click the link in the show notes and I will see you there. The next thing we have in there is something called a critical number. This is associated to something we call the best seller, your most profitable product, program or service. And the critical number is just simply how many of those units do we want to sell?
When your team finally gets on the same page and understands the number one thing you are known for, whether that's a product, a program or a service, you are going to see a complete shift in the energy of your organization. And then over here on the right side, we have what are the key actions? So if this is where we're heading, what do we need to do to get there? And less is more.
So I only have room for three key action items for the next 12 months. Next up, you're going to want to have your organizational chart on the document. What does that mean? It means who reports to who?
Who's on the team? Right? As your team grows, it's going to be harder and harder for people to understand who does what. And the org chart is to really show how the entire business works and who is reporting to who in the organization.
Now, there's a few more things on there, but I want to pause here for right now. Let's first talk about the benefits of the same pager before we dive into what else you need to know and put on that piece of paper. One of the biggest benefits I noticed is improved communication. So one time I was training somebody and six weeks into training.
This is what he said. So what do we sell again? I am not kidding. I looked at him and my first reaction is to be like, how do you not know this?
And then my real reaction after is, how have I not trained him well enough that he doesn't know this, right? And when you have the same pager, there is zero percent chance somebody on your team doesn't know what you're selling or where you're heading. Number two, I think the benefit is focus decision making. So I don't know about you, but I'm an ideas person and I get lots of ideas all day long.
And I can all of a sudden think I need to stop what I'm doing and do that new idea right now. But I actually have my same pager sitting up over here on my whiteboard. And anytime I get an idea, I glance over at my same pager, quickly remind myself of where I said I wanted to go, where I'm heading. And all of a sudden it's a quick no, not right now.
And a lot of times it's a parking lot idea because it's not the next best step to hitting the goals that I've set for myself. So I like to say this is just a lot easier to focus your decision making. And you'll make a lot wiser decisions as you move on throughout the year. I also think this is really great to get all the departments on the same page.
Sometimes when you're in the marketing department or in the sales department or in customer success, you forget the other departments are needed in your organization. So you're fighting for what marketing needs or you're fighting what you need for in customer success or operations. But this same pager really shows you how we are one piece of this organization, right? And as you start to see, well, wait, yes, I think we need this for our department, but clearly marketing has a big KPI key performance indicator.
They need to hit first. So yes, it gets the team on the same page. But what I really think helped happen is all of a sudden they're looking at themselves as one versus one department. It's one team, not just what we need this in our department specifically.
All right, let's talk about the elephant in the room. The biggest objection I've heard a million times is Stacy, do you want me to put my revenue and profit margin on this piece of paper and show my team? There is no way. Why?
Because they're going to ask me for a raise. How many of you already had that thought of this would be impossible? So I used to think that too. Let me tell you what happened though, a decade plus ago when I wasn't sharing this information.
People on my team knew what we sold. They knew how much it cost. They knew roughly how many students we would have. So they would get out their calculator, right?
And they would multiply, usually the biggest number of the thing we sold, not like the average or they went no need that. But they take this big number times all of these clients, right? And they would go, oh my goodness, she is making a million dollars a year, right? Assuming it goes in my bank account, what they don't understand is there are a lot of expenses.
Maybe your payroll is $50,000 a month and they're not subtracting this off. Maybe they don't know what it costs to keep a light sign, right? There's just so many things that they're doing. So when you don't educate your team, they educate themselves.
And unfortunately, because this is not their wheelhouse, they don't know what things cost, right? They don't understand what it takes to run a business. So I will tell you, your team, with or without your help, is already figuring out what they think you may. And they're not subtracting expenses.
They're just looking at the revenue and thinking you're loaded, which is why you're getting asked for raises way too often. So I learned about this many years ago about really bringing clarity to the team. So now I don't just say, hey, we want to hit X million in revenue and we need this many million left over and everybody's begging for a raise. Here's what I do.
I let them know we are a company of this size. Our expenses per month are this amount. When I say that along the way, what? Right?
I mean, we are now grossing almost a million dollars a month. So our expenses can be 700, 800, $100,000 a month, right? When you start sharing that, they're like, oh, my goodness, right? Now I also educate and say, how do you feel when you live paycheck to paycheck?
Not that great. It feels very, very stressful, right? And then something breaks, the fridge breaks. And all of a sudden it's just like, you can't even sleep at night because money is so tight.
Well, it's the same thing in a business, right? We want to make sure that we have cash reserves in case something breaks, in case something happens, right? If something unexpected, like a pandemic shuts our business down for eight weeks. We want to make sure that we can still support you.
So we actually show them our expenses are X and if we want six months worth of expenses, we need this much in the bank, right? And most people can understand why anybody would want about six months worth of expenses. So as we start to educate and share when you start to do the math, like, oh, my goodness, she's going to have $2 million left over this year or $200,000 left over this year, whatever your numbers are, what happens is you start to say, yeah, and that's only two months worth of my savings and I need six months, right? So when you start to share where we really are and what we're trying to do and hey, guys, we only have about a month and a half worth of a savings account right now.
And we really want to work on building up for six months. You will get less people asking for raises when they hear that. Okay. So I'm telling you, you might be scared to do some of this, but it is actually, I would say the raised conversation has lessened.
Okay. Now this is kind of on a tangent, but also my T knows in order to get a raise, it is nothing to do with what profit is left over. Your raise is associated with your performance in the company. So again, just a lot of education and conversations you're going to want to have.
So I'm not here to tell you, you need to do this. I am here to tell you what I used to do, what I do now and how for me personally, it feels a lot better for everybody involved. Now I also want to make sure you know I share this with my key players only, my full time employees, right? So I employ high school kids in my dance studios.
They do not see our same pager, right? There are certain people that we share this with. Do I give this to my part timer who picks up two states for three hours? No.
So you can decide, am I sharing this with my right hand? Do I have four key leaders or four key players that I want to share this with? Is this just for me and my spouse, right? Whatever you want to do, it is still here for yourself for you to have the clarity of where am I going?
Now, by the way, I know this can be a lot of information. This is actually chapter one in my book, Well, Well, Operations. So if you want more detail, I'm going to put the link to that in the description. Now I'll tell you this, this is not magic.
If you just fill this out and give that to everybody, what's going to happen is they're not going to be super excited about your bank account getting bigger. So what do we do to actually get your team enrolled in this vision? This is where the mission becomes so crucial. I have been in business for over 22 years.
I've read a gazillion business books and every time you open it up and chapter one is mission, vision, values, I just kind of go, okay, get to the good stuff, right? And now as somebody who's 22 years in producing over eight figures in annual revenue, all of a sudden, right, we realize the mission is what get people to want to help you. They don't want to help you hit three million. But if you have a critical number where you say we are helping a hundred small business owners take back control of their lives this year, eat dinners with their families, right?
Say goodbye to working 80 hours per week. That feels a whole lot different than just saying, let's hit 300 in the critical number. Let's hit 500 again. What do they do?
500 times a thousand dollars. Oh my goodness, she's loaded, right? So we want to stop that. So our mission here at Well-Oiled is to actually help business owners transform their job, right?
Their business from a job into a valuable asset they own. And the two big things we helped them with is really just getting more profit in their pocket and more white space on their calendar. And we are constantly sharing stories, right? You know, this mom was speaking how she finally got dinners back with her family and she was embarrassed because she said, what do you talk about at dinner?
Like, what should I say to her, right? She's 16. We haven't really been doing this. And you just, you hear it, you hear her emotion, you see her, you know, starting to tear up and it really hits home like, wow, we are changing families lives, right?
So on our Monday huddle, we do a weekly huddle with our entire team, we recently played an audio clip of one of our clients talking to a coach crying, saying how this completely changed her life and without this program, she doesn't know where she would be. And she's crying, we can just hear her, we can't see her in my team. I look at her on Zoom and my team, all of a sudden you see somebody with a tissue and where people in the chat are just like, you know, it were blowing this up with, you know, I'm not crying, you're crying, you know, things like that. It was so emotional.
That is so much more powerful than saying, guys, our goal is 300 critical units. We're only at 102, right? It feels way different to say, listen to the story. Let's go find more of her.
Let's go help him do XYZ, right? They are going to feel fulfilled working for a company where they're actually changing people's lives. Now, you might think, Stacy, I don't do something like that, right? We're, you know, taking care of, like, we have, we have some, it's a dog room, right?
It's like, we're taking care of their dog. Okay, but everything people buy, right? There's a want, there's a need, right? How can you still tie that in to what you're doing and how it's important and how it's helping your customer or client?
I promise you, find your mission. Why are you building this product, this program, this service? So before you pull up the same pager and get everybody on board with the revenue and the profit, you need your mission defined. You need a clear purpose of why are we doing this?
Who are we doing this for? It's truly your reason you exist. It is your core purpose. Now, I would highly recommend that you stay away from AI and, you know, chat GPT and saying like, help me create a mission statement.
If you go find a fluffy, generic, right sentence, it's not going to fulfill you or your team specifically. You're trying to capture the culture and chat GPT isn't going to be able to help you do that. So talk to your team. What are we doing?
How are you serving? Tell me a story. Give me a client, give me client feedback, right? Talk to your clients.
Hear from them. Why are you here and what made you come to us and why you stay here and start pulling out this information to get people to share in their own words what they think you do. So here are a few things you want to make sure you have. Number one, you want to have a clear purpose.
You want to have the core business activity of what you do. Who's your target audience? What is your unique value proposition? Here are a few examples.
Patagonia, we're in business to save our home planet. Ted talks, really simple, spread ideas. What I love about this is it doesn't have to be this long, crazy mission statement. Something as simple as spread ideas and you know what Ted is.
You're like, wow, that's really dead on. Dored strong. To provide outstanding service every day, one customer at a time. What I love about that one is it really differentiates them from their competitors.
When it says one customer at a time, right? It's got this like personalization is custom feeling about it that they're going to be this white glove service. So get started meeting with team, your key players, maybe your clients and sit on it for a minute. You don't have to come up with it tomorrow, right?
You can start brainstorming. You can start putting down your first draft. Now, I know I'm giving you a lot of information and you might want to go back and watch this with your key players and actually start to put some of this pen to paper. So I had my team craft a workbook giving you a lot of the things I just said I'm in writing.
So if you want this, you can actually go to Instagram DM me at Stacy Tushal DM me the word same pager, all one word, same pager. And when you DM that over, I will send you this workbook where you can work through this with your team specifically. Now you can see this little document can be a pretty big task. We actually have it divided up into a four-week training inside of well-willed operations because there's just so much to unpack and it's not like, oh, write a mission statement and it's done.
It can sometimes be sitting on it thinking about it daydreaming, right? Really just letting it marinate. So give yourself time as you start to get this document crafted. Now as you up level your plan, your same pager, you have to up level your people.
They always say, who got you here won't get you there. And what you really need to understand is that as you grow, not everybody is coming with you. Well, how do you figure out who should join your team who needs to leave your team? That is where values come in.
Values are how we hire, fire, reward, recognize, promote you, name it. Our values actually mean something to us in this company. So let's talk about how do we get values versus, oh, I saw values when I walked into this restaurant, those look good. We snap a picture and we put them on our website, right?
And we just take somebody else's. I get a lot of people to say, Stacy, what are yours? Oh, wow, those are really good. Can I use them?
Now here's the thing. Yes, of course you could use them, but what you have to understand is every one of us as business owners, we are different. We are unique. And there is a very big chance that my three values are not your exact three values, right?
So we want to figure out what is important to us. So I recommend three to five values max because you actually want your team to be able to say them back to you all five or all three. How many of you picked without having to, you know, figure out, oh, yeah, number two is this one. No, no, no, you want them to be able to rattle it off very, very quickly.
Now when I was starting to do this, I would look at somebody else's or get inspired by somebody else's and I would kind of copy what I will say is you can use that as inspiration to get ideas. But really what you want to start to do is ask yourself, what do you value? That's not actually that easy of a question. But when I say what frustrates you, what do you get annoyed by?
When was the last time you were kind of upset with an employee? You would rattle things off so fast. You're like, I hate when people are late or I, it's somebody's lying. Like that's it, right?
You'll start to think very quickly what you don't like. So start there with your values. Start writing down every frustration. Why did you fire the last five people?
What's going to happen is you're going to start to see some patterns and the opposite of that frustration is something positive, right? So maybe for instance, it really bothers you when somebody says they're going to do something and they don't do it, right? Well, the opposite of that is being true to your word integrity, right? There's many phrases you could pick for that.
But you'll start to very quickly see like, wow, that really is one of the things that I just can't overlook. Okay, what is the opposite? That's going to be one of our values. So what I do specifically is I typically start to observe my frustrations, observe my last five or so fires, right?
Who are my favorites, right? I know it's not supposed to have favorites, but we all the favorites. Why? Because the hard workers who do what they're going to do, say they're going to do it on time, right?
They show up, they play full out. I always tell my team, my clients, any one of you can be my favorite, right? You can do it, right? So it's okay to have favorites.
The favorites on your team right now, the A players, what do you love about them? Start writing down the positive sides, right? You might even find while the top three are very similar. What are the traits that you really like about them?
This is so much more effective than going to chat GPT and saying, what are five values I could have for my daycare center? So really be thinking about that as you start to craft. Now, why are values so important? Well, it's something we talk about a lot in our business.
So number one on Mondays on our weekly huddle, we do individual company shout outs. So these are individual team members. We'll say, I want to shout out Kara for powerhouse mentality. And here's how she did that last week.
So we are saying these values over and over and over and it's how our team gets recognized. Okay? You should also be doing this when you're hiring and you might think, how can I see somebody's values in such a short period of time? Well, if one of your values is that somebody is on time, they do what they say they're going to do.
They're meeting deadlines, they're holding themselves accountable. And the person you really like has been late to both interviews, right? Well, she's probably showing you. She's going to continue to be late when the job actually starts.
So what are things important to you and how can you actually put them in the hiring process so we can test the values before they even walk through the door when we fire somebody. They are not in alignment with one or two or three of our company values. And it is the reason we have to let them go. So really get clear on what is important to us and then share that expectation with the team.
I expect these things to show up on a daily basis. All right. My last tip for today is strategies on course correcting. So maybe you've hired somebody or they've been here for two years and now you're learning about this and you recognize these are my values and I don't know that they're in alignment, but I really like this person and I want them to be.
Okay. I'm going to go from here. Well, first of all, once you roll out what your values are specifically teach on them. So what's nice is every Monday and we do company call outs, you're hearing what the value is and what it looks like.
That's the part they need to see, right? What does it look like to have integrity? What does it look like to be resourceful, right? So the more you give examples, the more you share, the more they're going to understand, wow, if I want to get rewarded here or recognized here or promoted here, I have to start behaving like that.
So every Monday you're training without training, right, without them even realizing your training. Now, on the other side of that you could actually do a training on one of your team meetings to say, today I want to go over value number one. I want to explain why it's important to me and one of the reasons I picked this and what the opposite is and what I was seeing and why certain people aren't here anymore, right? Why that just, that person, it didn't work out and you know, we really value this and unfortunately we're seeing X, right?
And as you share and teach and train, it's really just displaying the instructions for a board game, right? They're trying to win in your organization, but they don't know what you want. And the more you can educate on this is what we expect, the more they're actually going, okay, I get it. I know what it looks like to win here.
You can also implement some sort of like buddy system. So we do this a lot when somebody comes and on boards into our company. We give a new person, paired up with somebody who's more experienced. So have them share, educate, have them stop them in the moment to say, I just want to tell you, when you didn't ask me how to do this and you first went to YouTube or Google or wherever and then came to me with the answer, that's resourcefulness and that's actually one of our values and we love it because of right and you just start to explain how that person be watching, right?
Have them be educating using other people in the organization as an example as well. And the biggest thing I can say is address the misalignment as fast as you see it. Now, I always say publicly, you're allowed to praise anybody. But if you're going to talk to somebody about something in a negative way, right, we keep negatives one on one.
So do not in front of everybody say, hey, Sue, you know, the thing you just did was actually not resourceful and this is against our company values. Do not use that as a teacher moment in front of the group. But in a one on one, you could say, Hey Sue, I want to talk to you about the time earlier in the huddle today when you had said this, you know, one of our values is always excellent. And when you said this, right, it really went against one of our core values and why we think this is important, right?
And you just share and sometimes say, Oh, I didn't even know that or I didn't catch that or thank you. I'm going to be really aware of that, right? Now, if you have somebody who's against your values and you let them know and they are still pushing back against that value or they do not see what's wrong with it is a red flag and a warning sign that this may not be a good fit moving forward. So keep your eyes and ears open.
By the way, if you want to work with one of our well-oiled operations coaches, one on one to help guide you through this framework, which sometimes can be an overwhelming process by yourself, maybe help hold you accountable, streamline this a little bit smoother. You can go to book, woo, call.com and find out for a free strategy called to learn how we can help you streamline and scale your business. And I'll add that link in the description. Now, I'll tell you this.
The same pager is the plan to get you on the same page. But what you really need to be thinking about is how do we now prioritize where we go next? If you're anything like me, you want to grow and you want to grow fast and prioritization and really helping everybody understand what is the next best move for me is going to help you move that needle. So definitely check out this video next.