Collectible cards
The Codex
194 frameworks, each summed up in a sentence with one thing to try. Answer the question on each card and it goes straight into your Business Plan & SOPs.
Value Equation
How valuable an offer feels = (dream outcome × how likely they believe it is) ÷ (how long it takes × how much effort it costs). Raise the top, shrink the bottom.
Try this: Pick one thing you can do this week to make results faster or easier — that often beats a bigger promise.
Your planDescribe your offer through the four parts: the dream outcome, why they'll believe it, how fast they see results, and how little effort it takes.
Grand Slam Offer
An offer so good people feel silly saying no — it can't be compared to anything else, so the choice is you or nothing.
Try this: List every problem your buyer hits on the way to their result, turn each into a solution, then bundle them.
Your planWrite your offer in one paragraph: who it's for, what they get, the result, and why it can't be compared to anything else.
Building the Offer (5 steps)
Name the dream outcome, list every obstacle, turn obstacles into solutions, brainstorm ways to deliver each, then trim and stack into one offer.
Try this: Do steps 1–2 on paper today: one dream outcome, at least 10 obstacles.
Your planDream outcome: … Top 5 obstacles on the way, and the solution you'll provide for each:
Trim & Stack
Cut delivery ideas that are costly but low-value (or cheap and low-value), keep the high-value ones, and stack them into named bundles worth far more than the price.
Try this: Score each deliverable on cost and value; drop anything low-value.
Your planList what you deliver. Mark each high/low value and high/low cost. What do you keep, and what do you cut?
Guarantees
Risk is the biggest objection. Reverse it with "If you don't get X in Y time, we'll do Z" — unconditional, conditional, or stacked.
Try this: Write one guarantee you could honour without going broke.
Your planWrite your guarantee: "If you don't get ___ in ___, we will ___."
Bonuses
Instead of discounting, add bonuses. Break the offer into parts and present each as extra value so the gap between price and value keeps growing.
Try this: Turn one piece of what you already deliver into a named bonus.
Your planList 3 bonuses you'll stack on the offer and the value of each.
Scarcity
Limit how many can buy (seats, slots, bonuses). Real limits make people decide faster and pay more.
Try this: Only use limits that are true — cap something you genuinely can't scale.
Your planWhat is genuinely limited (spots, slots, bonuses), and what is the cap?
Urgency
Limit when people can buy. A real deadline lowers the bar to act now.
Try this: Add a real start date or cohort deadline to your next promotion.
Your planWhat real deadline or start date will you use, and how often does it repeat?
MAGIC Naming
Name offers with a reason why, the avatar, the goal, a time frame and a container word — and rename often so it never goes stale.
Try this: Write three names for your offer using at least three of the five parts.
Your planWrite 3 names for your offer (reason why + avatar + goal + time frame + container).
Starving Crowd
Pick a market that desperately wants what you sell. The market matters more than the offer, and the offer more than your persuasion.
Try this: Check your market: real pain, money to spend, easy to reach, growing?
Your planWho is your market? Their pain, ability to pay, how you reach them, and whether it's growing.
Riches Are in the Niches
The same product, made specific to a narrow group, can command a far higher price. Commit to one niche.
Try this: Rewrite your headline for one specific kind of buyer.
Your planThe one niche you're committing to, in one sentence:
Charge What It's Worth
Raise value first, then price. Being the second-cheapest has no advantage, and most businesses need higher prices to grow.
Try this: Find one thing to add that would justify a higher price.
Your planCurrent price → new target price. What value will you add to justify it?
Virtuous Cycle of Price
Higher prices mean buyers invest more, value it more, get better results, are better clients, and leave you margin to serve them well.
Try this: Notice which of your clients got the best results — they usually paid the most.
Your planHow would higher prices let you serve customers better? (results, attention, quality)
Three Ways to Grow
There are only three: more customers, more per purchase, more purchases over time.
Try this: Pick the one lever that's weakest for you right now and work it this month.
Your planYour plan for each lever: more customers / bigger purchases / more purchases per year.
Your First Avatar
Survey customers, take the top 20% by spend and how long they stay, find the 3–5 traits they share, and market only to that person.
Try this: Export your customer list and sort by revenue and tenure.
Your planDescribe your ideal customer: the 3–5 traits your best customers share.
The Core Four
Four ways to tell people about anything: warm outreach, posting content, cold outreach and paid ads — warm or cold audience, one-to-one or one-to-many.
Try this: Master one of the four before adding another.
Your planWhich of the Core Four is your main channel right now, and which comes next?
Rule of 100
Do 100 primary advertising actions every day for 100 days — 100 reach-outs, or 100 minutes making content or ads.
Try this: Log today's 100 in the Rule of 100 tracker on your Progress page.
Your planYour daily 100: what action, which channel, and what time of day you'll do it.
Warm Outreach
Contact people who already know you, one at a time — the cheapest, most reliable place to start.
Try this: Message 10 people you know today: reconnect first, offer second.
Your planWho is on your warm list (groups of people), and the first message you'll send them:
Post Free Content
Give real value publicly to grow an audience that compounds. The audience is the asset, not the post.
Try this: Publish one useful piece today and note what got a reaction.
Your planPlatform, posting schedule, and 3 content ideas your ideal customer would value:
Cold Outreach
One-to-one contact with strangers — calls, emails, DMs. Lower response rates, so it rewards volume and automation.
Try this: Build a list of 100 good-fit strangers before you write a single message.
Your planYour cold target list (who, where you'll find them) and the opening message:
Paid Ads
Rent other people's audiences. Reach is guaranteed, profit isn't — so it's a game of efficiency.
Try this: Only scale ads once you can track what a customer costs you.
Your planPlatform, daily budget, and what you'll track before scaling:
Three Phases of Paid Ads
Track money, then be willing to lose some while you learn, then print money once you know your numbers.
Try this: Set up tracking before you spend your first dollar.
Your planWhich phase are you in (track / lose / print), and what gets you to the next one?
Lead Magnet
A free or cheap complete fix for one narrow problem — solving it reveals the next problem your main offer solves.
Try this: Pick the first problem your buyers hit and solve just that, for free.
Your planYour lead magnet: the narrow problem it solves and how it leads to your paid offer.
Free Offers
Give value up front to get the most leads at the lowest cost, then make money on the back end.
Try this: Decide what your paid next step is before you give anything away.
Your planWhat you give away free, and the paid next step it leads to:
Problem–Solution Cycle
Every solution reveals a new problem. Solve a narrow one for free whose next problem your paid offer solves.
Try this: Map: free solution → next problem → your paid offer.
Your planFree solution → next problem it reveals → your paid offer that solves it:
Give, Give, Give, Ask
Build goodwill with many helpful pieces before asking for anything — or give until they ask you.
Try this: Count your last 10 posts: how many asked for something?
Your planYour give-to-ask ratio: how many value posts per offer post, and what you give.
Lead Getters
Other people doing the Core Four for you: customers, employees, agencies and affiliates. That's leverage.
Try this: Pick which lead getter you'll recruit first.
▶ Affiliate Program BuilderLV 7
Your planWhich lead getter will you add first (customers, employees, agencies, affiliates) and how?
Customer Referrals
Word of mouth gives the cheapest, best leads. Earn it with more value than price, then ask for referrals like an offer.
Try this: Ask your three happiest customers who else they know with the same problem.
▶ Affiliate Program BuilderLV 7
Your planYour referral ask: when you ask, what you say, and what the referrer gets.
Friction
Make a free offer a bit harder to claim so fewer, better prospects come through.
Try this: Add one qualifying question to your sign-up form.
Your planWhat qualifying step will you add so only good-fit leads come through?
More, Better, New
To get more leads: do more of what works, then do it better, then do it somewhere new — in that order.
Try this: Before trying a new platform, double what works on the current one.
Your planMore: what to double. Better: what to improve. New: where to go next.
CLOSER (sales call method)
The roadmap's named method for running sales calls so closing stops swinging up and down. Your notes name it but don't spell out the letters.
Try this: Write one consistent call script and practise it until it's natural.
Your planOutline your sales call, step by step, from opening to close:
Acknowledge, Compliment, Ask
Reply to anyone by acknowledging what they said, complimenting them, then asking a question that steers toward your offer.
Try this: Use it on your next three DM replies.
Your planWrite a sample reply: acknowledge, compliment, ask.
STAR Qualification
Qualify before you pitch: Situation (a problem), Timing (now), Authority (can decide), Resources (can pay).
Try this: Turn STAR into four questions your booker asks every lead.
Your planYour four qualifying questions (situation, timing, authority, resources):
Closing After a "No"
Most closing happens after the first no. On-the-fence buyers lack the power to decide — help them decide, either way.
Try this: Write down the three objections you hear most and a calm reply to each.
Your planYour top 3 objections and how you'll answer each:
Proof Checklist
Proof works best when it compares: before vs after, them vs people like the buyer — moving prospects from doubt to "this works."
Try this: Collect one before-and-after from a real customer this week.
Your planThe proof you have now (results, testimonials, before/after) and what you'll collect next:
Throughput
The share of engaged leads who actually show up: booking rate × show rate.
Try this: Calculate yours in the Tools section.
Your planCurrent numbers: leads, booked, showed, closed. Where is the biggest leak?
Lead Nurture Cadence
Reach new leads fast and often in their first week, and remind booked leads several times before the call.
Try this: Set up automated reminders for every booked call.
Your planYour follow-up schedule for new leads and your reminders before booked calls:
Pull Appointments Forward
Call booked leads to confirm and qualify — then move the appointment up, ideally to right now.
Try this: Call tomorrow's bookings today.
Your planYour confirmation call script and who makes the calls:
Best Leads to Best Closers
Score leads by how much they look like your best customers and route the best ones to your best closers.
Try this: Add a simple 1–5 lead score to your CRM.
Your planHow you score leads (1–5) and who gets the best ones:
Weekly Game Tape
Each week, sales, marketing and service watch a recorded call together and agree on one improvement.
Try this: Book a recurring 60-minute game-tape review.
Your planWhen the weekly review happens, who attends, and how calls are picked:
Money Model
A planned sequence of offers — what, when and how — to get more customers, have them pay more, and pay sooner.
Try this: Sketch your sequence: attraction → upsell → downsell → continuity.
Your planYour offer sequence: attraction → upsell → downsell → continuity.
Upsell Offers
Whatever you offer next. A good upsell solves the problem the last purchase revealed — and often makes most of the profit.
Try this: Ask: right after buying, what do customers struggle with next?
Your planThe next problem customers hit after buying, and the upsell that solves it:
Lifetime Gross Profit
All the gross profit a customer brings in over their whole time with you.
Try this: Estimate it: average gross profit per month × average months stayed.
Your planYour lifetime gross profit per customer, and how you calculated it:
Cost to Acquire a Customer
Everything it takes to win a new customer — ads, sales pay, tools — divided by new customers.
Try this: Add up last month's acquisition costs and divide by new customers.
Your planYour cost to acquire a customer, and what's included:
LTGP to CAC
Lifetime gross profit divided by acquisition cost. Struggling businesses are usually under 3 to 1.
Try this: Run the LTGP:CAC calculator in Tools.
Your planYour LTGP:CAC ratio and your plan to improve it:
Customer-Financed Acquisition
When a new customer's first-30-day gross profit beats what it cost to get them (ideally 2×), customers pay for the next customers.
Try this: Find an upfront offer that raises 30-day cash.
Your planYour first-30-day gross profit vs CAC. How will you raise 30-day cash?
The Crazy Eight
Eight ways to make each customer worth more: raise prices, cut delivery cost, and upsell or downsell on frequency, quantity and quality, plus cross-sell.
Try this: Pick two of the eight to test this quarter.
Your planThe 2 of the 8 LTV levers you'll test this quarter, and how:
Fast Cash Plays
A limited, high-touch, premium offer to your warmest people — current and past customers — run about once a quarter.
Try this: See the Fast Cash side quest.
Your planYour Fast Cash offer: what, for whom, how many spots, and the deadline.
Angry Boat
The roadmap's named method for handling upset customers at Level 2. Your notes name it without details.
Try this: Write your own calm-down script: listen, acknowledge, fix, follow up.
Your planYour script for handling an upset customer:
Epiphany Script
The roadmap's named script for getting testimonials from happy customers. Your notes name it without details.
Try this: Ask your happiest customer what changed for them, and record the answer.
Your planThe questions you'll ask happy customers to get a testimonial:
Activation Points
The action or result that predicts a customer will stay. Find it, then onboard everyone toward it.
Try this: Compare long-stayers vs quitters: what did the stayers do early?
Your planYour activation point: "Customers who ___ stay longer." How you'll drive everyone there:
Churn Checklist
Find activation points, onboard to them, reward early wins, connect customers to each other, offer annual plans, and talk to people who cancel.
Try this: See the Retention side quest.
Your planYour retention actions: onboarding, early wins, community, annual plans, cancellation calls.
Four-Step Customer Journey
Every customer should activate, give a testimonial, refer someone, and upgrade — each step with an incentive.
Try this: Attach a small reward to one of the four steps.
Your planFor each step (activate, testimonial, refer, ascend): the trigger and the reward.
Five-Star Service
Five service standards: concern, courtesy, fix it the first time, educate and empower, and be timely.
Try this: Grade your last five support replies against the five.
Your planYour service standards and response times:
Branding Is Pairing
Branding means linking your business with things your ideal customers already like.
Try this: List five things your best customers love; how can you associate with one?
Your planWhat your brand will be paired with — things your ideal customers already love:
Four Steps to Build a Brand
Know your ideal customer, learn what they like, associate with it, and tune those associations for profit.
Try this: Do step one: write a paragraph on who your ideal customer is.
Your planIdeal customer → what they like → how you'll associate with it → how you'll measure it.
Document, Demonstrate, Duplicate
Train people by writing the checklist, doing it in front of them, then watching them do it in front of you.
Try this: Write the checklist for one task you still do yourself.
Your planPick one task to hand off. Write its checklist here:
Cost to Acquire Talent
Hiring has an acquisition cost too. Lower it by promoting from within and rewarding employee referrals.
Try this: Add a referral bonus to your next opening.
Your planHow you'll find your next hire, and your referral bonus:
Performance Diamond
When someone underperforms, check four things: communication, training, motivation and circumstances.
Try this: Before a hard conversation, decide which of the four is the real issue.
Your planFor a role that's struggling: is it communication, training, motivation or circumstances? Your fix:
Monday Hour One
One hour each Monday: look back, look forward, prioritize, and time-block the whole week.
Try this: Block next Monday 9–10 for it.
Your planYour Monday planning routine and who does it:
Pay Increase Framework
A transparent raise policy: performance bands mapped to raise ranges, usually once a year.
Try this: Write your four performance bands down.
Your planYour performance bands and the raise range for each:
Founder-Led Recruiting
At the top levels, the founder personally checks key hires and recruits the most senior roles.
Try this: Decide which roles always get your final interview.
Your planThe roles you'll personally recruit or approve:
Strategic Workforce Planning
Plan structure, capacity, backups and skill gaps ahead of time, moving from generalists to specialists.
Try this: List the three roles that would hurt most if someone left tomorrow.
Your planKey roles, backups, and the skill gaps you need to fill next:
Version 1 Product
Not perfect — just good enough that people will pay for it.
Try this: Ask: what's the smallest version someone would pay for this month?
Your planYour V1: the smallest version someone will pay for, and its price.
Fix It Unscalably
Early on, do whatever makes paying customers happy even if it's inefficient. Be valuable first, scalable later.
Try this: Do one high-effort, personal thing for a customer this week.
Your planThe unscalable things you'll do now to make customers happy:
Fix Your Biggest Problem First
You can't fix everything. Find the #1 complaint, fix it really well, then move to the next.
Try this: Tally your last 20 complaints and circle the top one.
Your planYour #1 customer complaint and how you'll fix it:
Better Beats More
Past a certain size, growth comes from making what you have work better — not adding more.
Try this: Pick one process to improve instead of one thing to add.
Your planWhat you'll improve instead of adding something new:
Ad Assembly
Don't make ads one by one — assemble them: many hooks, a few bodies and a few calls to action, combined into lots of variations.
Try this: Write 20 hooks for one ad body.
Your planYour hooks (list several), ad bodies, and calls to action:
The One-Lane Problem
A business grows until it hits one constraint. Adding capacity anywhere else doesn't help — find the bottleneck and widen it.
Try this: Name your one bottleneck right now.
Your planYour bottleneck right now, and how you'll widen it:
Big Bet on the Future
At the top level, small bets stop moving the needle. Buy or build the next big product.
Try this: List three acquisitions or builds that could double the business.
Your planYour big bet: what you'd buy or build, and why.
Founder Role Ladder
Your job changes at every level: Researcher, Starter, Doer, Trainer, Manager, Director, Leader, Executive, President, Chairman.
Try this: Your rank in this game follows this ladder.
Your planYour role today, and the work you need to stop doing to reach the next rank:
The Many-Sided Die
Every attempt is a roll. Wins make you better at rolling, and the game only ends when you stop.
Try this: Keep rolling: come back tomorrow and check off one more quest.
Your planWhat you'll keep doing every week, no matter what:
Three Stages of a Money Model
Build your offers in order: first get cash (attraction), then more cash (upsells and downsells), then the most cash (continuity). Add one offer at a time so each stage pays for the next.
Try this: Write down which stage you are in now and the one offer you will add next.
Your planWhich stage is your business in (get cash, more cash, most cash), and what is the next offer you will add?
Four Steps to Picking the Right Offer
Before adding any offer, check four things: right stage, right problem, right way, right time. Timing matters most — offer it when they need it, not when it suits you.
Try this: Pick your next offer and score it on all four. Fix the weakest one first.
Your planYour next offer: what stage it serves, what problem it solves, how customers like it solved, and when you will offer it.
Ultimate Offer Stacking
Line up one of each offer type — attract, up-front cash, upsell or downsell, continuity — then repeat the loop to keep stacking profit from the same customer.
Try this: List every nearby need your customers have that you could solve for money.
Your planLay out your offer stack: attraction, up-front cash, upsell/downsell, continuity — then what comes after.
Offer Fatigue
When an offer stops working, change the light stuff first: ad images, then body copy, then the headline wrapper, then length, then the free part, and only last the pricing.
Try this: Before you rebuild a tired offer, swap the ad images and copy and test again.
Your planYour offer is slowing down. What will you change first, second and third before touching the price?
Attraction Offers
Offers that turn strangers into buyers with something free or cheap. The goal is to win the customer and collect enough cash up front to pay for getting the next one.
Try this: Pick one free or deep-discount offer that leads straight into something paid.
Your planWhat free or discounted offer brings strangers in, and how does it pay for getting the next customer?
Win Your Money Back
They pay now and earn the money back (cash or credit) if they hit a goal, do set actions, or both. Pick actions that are easy to track and that your best customers already do.
Try this: Write three simple, trackable actions your best customers always take.
Your planWhat goal or actions will let a customer win their money back, and what will you offer them next?
Giveaways
Run a contest for a big grand prize in exchange for contact info. One person wins; everyone else gets a "you qualified" discount on the same thing, with a short deadline.
Try this: Pick a grand prize that is the exact thing you want everyone to buy.
Your planYour giveaway: the grand prize, what entrants share to enter, the deadline, and the offer everyone else gets.
Decoy Offer
Advertise a basic, cheap version. When leads show up, put a far better premium version right beside it and ask which will get them the best result.
Try this: Strip your offer down to a bare-bones decoy and list what the premium adds.
Your planDescribe your decoy (basic) offer and your premium offer side by side.
Buy X Get Y Free
Instead of a percent off, sell one thing and give more things free. Same money, but "free" grabs more attention. Give away more than they pay for.
Try this: Rewrite your next discount as "buy one, get two free."
Your planWhat will customers buy, what do they get free, and what is the total price?
Pay Less Now or Pay More Later
Offer two paths: start free and pay full price later only if happy (under clear conditions), or pay less today and get extra bonuses. Either way the card is on file.
Try this: Write the one simple, measurable result you can show in your trial window.
Your planYour pay-later option and its conditions, and your pay-now discount and bonuses.
Discount Offers
Small discounts barely move people; big ones (half off or more) do. Discount one slice of your offer, never the core thing, so buyers don't learn to wait for sales.
Try this: Pick one piece of your offer you could sell at half off to start the relationship.
Your planWhich slice of your offer will you discount heavily, and what do you sell after?
Two-Step Sale
Sell something small and cheap first to get their card and a set time. People show up for what they paid for. Then sell the big offer at the second meeting.
Try this: Design a low-price first visit that naturally leads to your main offer.
Your planYour cheap first step, what they get from it, and the bigger offer you make at the second meeting.
Free Presentations
Teach a captive group long enough to fill in what they don't know, then make your offer when they care most. The bigger the price, the longer the runway.
Try this: Outline a short free class: three beliefs to break, then your offer.
Your planYour free presentation: format, length, the beliefs it breaks, and the offer at the end.
Free Pick Your Price
Market it as free, then at checkout let them choose what to pay. Add bonuses at small, medium and large levels. Explain the setup at the start so it isn't awkward.
Try this: Set three pay levels and the bonus each one unlocks.
Your planWhat will you market as free, and what do buyers get at each pay-what-you-want level?
Free With Alternate Revenue Stream
Give one thing away free and make money on a different thing — either tied to it ("free A if you buy B") or just recommended after.
Try this: Name the low-cost freebie and the natural next thing they will need to buy.
Your planWhat will you give away free, and what different product or service will make you money?
Freemium
Give a useful product away free forever so it spreads by word of mouth, then upgrade a small share. Risky: it suits near-zero-cost products and usually needs funding.
Try this: Before trying it, check: is it nearly free to serve, useful every day, and capped?
Your planCould freemium work for you? What would be free, where is the limit, and what does the paid upgrade add?
Premium Offers
Sell your best offer alone at a high price. You get fewer leads but far more profit per sale and better customers. It needs a truly great offer and a sales process that shows it.
Try this: Price out a premium version of your offer and who would buy it.
Your planDescribe your premium offer: what is included, the price, and who it is for.
The Classic Upsell
Your offer solves one problem and creates the next. Sell the fix for that next problem the moment they notice it: you can't have X without Y.
Try this: Finish this line for your offer: "You can't have ___ without ___."
Your planWhat problem does your offer create, and what upsell solves it right away?
Menu Upsell
Tell them what they don't need, then what they do need and how to use it, then ask which of two they prefer, then offer the card on file.
Try this: Write one "you don't need that, you need this" line for your top add-on.
Your planYour menu upsell: what they don't need, what they do need and how to use it, and the A or B choice.
Prescription Upsell
Don't ask if they want it. Tell them exactly what they need and how to use it with what they bought, like they already own it. Detailed beats vague.
Try this: Write step-by-step use instructions for your add-on, right on the order form.
Your planWrite the exact instructions you'll give for your add-on, as if the customer already owns it.
A-B Upsell
Ask "this one or that one?" instead of "do you want it?" Any pick is a sale. Works for size, flavor, start date, time slot and more. Add a gentle nudge toward one.
Try this: Turn your next yes-or-no question into an A or B choice.
Your planWhat two options will you ask customers to choose between, and which one will you nudge?
Anchor Upsell
Show a premium option 5 to 10 times your main price first. After the gasp, offer your main offer as the rescue. It feels like a deal, and some still buy the premium.
Try this: Build a premium version you would be happy to deliver, and pitch it first.
Your planWhat is your premium anchor offer and price, and what main offer do you present after the gasp?
Rollover Upsell
Credit some or all of what they already paid toward a bigger offer. Keep the new offer at least 4 times the credit. Great for winbacks and upset customers.
Try this: List past customers you could invite back with a credit toward something bigger.
Your planWho will you offer a rollover credit to, how much credit, and what bigger offer does it go toward?
Guarantee & Warranty Upsells
After they say yes, sell the guarantee or warranty as its own add-on, about 5–30% of the price, set at or above your cost to redo the work.
Try this: Work out your cost to redo or replace one sale, then price a warranty above it.
Your planWhat guarantee or warranty could you sell as an add-on, at what price, and what does it cost you to honor?
Downsell Offers
Whatever you offer after a no. Change how they pay or what they get — never the same thing cheaper, which is just a discount. Many offers for one product.
Try this: Write two backup offers: one that changes the payment, one that changes the features.
Your planWhen someone says no, what will you offer next — one change to how they pay, one to what they get?
Rules of Downselling
A no is to this offer, not every offer. Treat downsells as trades, personalize instead of pressure, reuse what you have, and never just drop the price.
Try this: For each thing you would give in a downsell, name what you get back.
Your planWhich downsell rule do you break most often, and how will you fix it?
Payment Plan Downsell
"Too expensive" often means too much today. Same product, same total, but split it up. Reward paying in full, then step down: financing, half now, smaller deposits.
Try this: Ask your next hesitant buyer how much they can put down today.
Your planYour payment plan steps, from paid-in-full down to the smallest deposit you will take.
Seesaw Downselling
A simple payment-plan script: ask if they want big or tiny monthly payments, show the prepay deal, then raise or lower the down payment until the monthly fits.
Try this: Write your seesaw: prepay price, then three down-payment levels.
Your planYour seesaw script: full prepay price, then the down payment and monthly options.
Feature Downsells
Take something out, lower the price, and ask "how about now?" Remove what they don't care about first. Seeing what they lose often makes them pick the full offer.
Try this: List your features from most to least valued and price a version without the top two.
Your planWhat features could you remove to make a cheaper version, and at what price?
Trial With Penalty
Offered last, after a no: start free if they follow your rules, and pay small fees only when they don't. Always get a card. Rules match what great customers do.
Try this: Write the three rules a free trial customer must follow and the fee per miss.
Your planYour free trial rules, the fee for each missed rule, and what you offer when the trial ends.
Continuity Offers
Ongoing value for ongoing payments until they cancel. Sell once, get paid again and again. Less cash today, so the playbook puts it last in the sequence.
Try this: Name what ongoing value you could give that people would pay for monthly.
Your planWhat ongoing value could customers pay for every month, and at what price?
Continuity Bonus Offers
Give a great bonus, often worth more than the first payment, if they join today. Advertise the bonus, not the membership. Keep it related to your core offer.
Try this: Pick a bonus you already have that is worth more than one month's fee.
Your planWhat bonus will you give people who join your membership today, and what is it worth?
Continuity Discount Offers
Give free time when they commit to a longer term. Add it up front, at the end, spread over time, or after the first payments. Extend the term instead of shrinking it.
Try this: Write a "12 months plus free months" version of your membership.
Your planHow much free time will you give for a longer commitment, and how will you apply it?
Waived Fee Offer
Charge a big startup fee for month-to-month, or waive it if they commit to a year. Cancel early and the fee comes back. Fees help them start and stay.
Try this: Set a startup fee of 3–5x your monthly price and a term that waives it.
Your planYour startup fee, the commitment that waives it, and how you will explain it.
Discount + One-Time Fee
A cheap first term plus a setup or enrollment fee. The fee covers the cost of getting the customer, and a bigger start fee tends to mean lower churn.
Try this: Name your setup fee and the clear reason it exists.
Your planYour discounted first term, your one-time fee, and the reason for the fee.
Automatic Continuity
Add a stripped-down, low-work version priced at 5–20% of the main offer that rolls on automatically when the main purchase ends. They agree to it up front.
Try this: Design a small "keep access" plan that starts when your main program ends.
Your planWhat small, low-work plan will customers roll into after your main offer, and at what price?
Annual Renewal Fee
Keep the low monthly price people look at, and add a yearly renewal fee of 1–3x the monthly rate. Give it a helpful reason why.
Try this: Pick a renewal fee and write the benefit it pays for.
Your planYour monthly price, your yearly renewal fee, and the reason why.
Lifetime Discounts
A lower price they keep only while they stay subscribed. Add a real deadline, a real cap and a reason. Only works if you truly charge more after it ends.
Try this: Write a founding-member price, its cap, and the date it ends.
Your planYour lifetime discount: the regular price, the locked price, the cap and the deadline.
Lifetime Upgrades
Bonuses that keep members around. Pick when they get it (after a wait or a milestone) and what (one-time, rotating, or a permanent upgrade).
Try this: Plan the first bonus a member unlocks and when they unlock it.
Your planWhat bonuses or upgrades will members unlock, and when (time or milestone)?
30 Day Cash
The gross profit a new customer brings in during their first 30 days. If it beats what you paid to get them, new customers fund the next ones.
Try this: Add up what a new customer paid you in month one, minus delivery cost. Compare it to your CAC.
Your planWhat gross profit does a new customer bring you in their first 30 days, and how does it compare to your CAC?
Levels of Customer Financed Acquisition
Level 1: month-one profit is less than CAC. Level 2: it about equals CAC. Level 3: it is more than double CAC, so cash stops limiting growth.
Try this: Find your level today, then name one offer that could move you up a level.
Your planWhich CFA level are you at (1, 2 or 3)? What would move you up one level?
Three Levers of CFA
Three dials make customers pay for growth: lower what it costs to get them, raise the profit each one brings, and get paid back faster.
Try this: Pick the lever you can move the most this month and set one target number for it.
Your planYour CAC, gross profit per customer, and payback time. Which lever will you pull first, and how?
Payback Period (PPD)
How long until a new customer's gross profit pays back what you spent to get them. Shorter payback means you can reinvest and grow faster.
Try this: Count the days from first spend to break-even on your last new customer.
Your planHow many days until a new customer pays back what you spent to get them? What could make it shorter?
Value Grid
Lay out all your offers against everyone who came in. Customers skip around instead of climbing a ladder, and the grid shows your real 30-day cash.
Try this: Draw a grid: prospects down the side, offers across the top. Fill in who bought what.
Your planList your offers and what share of new people buy each one in their first 30 days.
Instant Profit Pricing Playbook
Ten small pricing plays that add revenue with little or no drop in sales. Most of the extra money lands as profit, because costs stay the same.
Try this: Read the ten plays and pick the one that is easiest to do this week.
Your planWhich one or two pricing plays will you try first, and when will you start?
Rules of Pricing
Price for the most lifetime profit, not the most sales. Closing too many deals or being full means you are too cheap. Bill less often to cut churn.
Try this: Check your close rate. If you win most of your pitches, test a higher price.
Your planYour close rate, how full you are, and what that tells you about your price.
Three Models of Pricing
Cost plus, copy the competition, or value based. Value based is the goal: test prices and keep the one with the best total lifetime profit.
Try this: Write how you set your price today, then list what a customer would pay for the result.
Your planHow do you set your price now (cost, competitors or value)? What price will you test next?
Rules For Raising Prices
No grandfathering or lifetime deals. Raise at least once a year. Test on new customers first. Meet people one on one for big jumps. Do the math.
Try this: Work out what share of customers you could lose after a raise and still make more.
Your planYour planned price raise: how much, who sees it first, and what share of customers you can afford to lose.
RAISE Price Raise Letter
A five-part letter for raising prices on current customers: Remind them of value, Address the raise, Invest in their future, Soften it, Explain away worries.
Try this: Draft your RAISE letter and list three wins you have delivered for customers.
Your planDraft your price raise letter: value delivered, the change, your future investments, the loyalty discount, and the PS.
Annual Price Increases
Write a small yearly price bump (the playbook suggests 5–15%) into every new contract so rising costs don't eat your margin.
Try this: Add a yearly increase line to your next new-customer contract.
Your planWhat yearly increase will you write into new contracts, and how will your team explain it?
Four-Week Billing
Bill every four weeks instead of monthly. A year has 13 four-week cycles but only 12 months, so the same price brings in more each year.
Try this: Change "per month" to "every four weeks" on new sign-ups.
Your planWhat do you bill on a monthly cycle today that could switch to every four weeks?
Annual Billing
Offer to bill yearly or quarterly with a prepay discount. People who pay for longer tend to stay longer. Lead with the full yearly price.
Try this: Add a prepaid-year option and offer it first on every sale.
Your planWhat will your prepaid yearly and quarterly options be, and what discount comes with each?
Processing Fees & Second Form of Payment
After the price is agreed, add a small card fee. If they push back, waive it for a backup payment method. That backup saves you from failed cards.
Try this: Add the card-fee line to your checkout script and ask for a backup payment method.
Your planYour card fee percent and the exact words you'll use to offer it and to waive it for a backup payment.
Round Up
Change prices ending in 7 to 9, and add .99 to fees. The playbook saw no drop in sales. Skip it for luxury goods, which use round numbers.
Try this: Rewrite your price list with 9s and .99s for new customers.
Your planList your prices now and the rounded-up versions you'll use for new customers.
Sales Tax
If you owe sales tax, don't pay it out of your margin. Agree on the price, then add tax as its own line on the invoice. Ask a pro about your setup.
Try this: Check if your sales tax comes out of your price. If so, list it as a separate line.
Your planDo you owe sales tax on what you sell? How will you show it on invoices from now on?
Card On File
Close an upsell by asking if they want to use the card you already have. No hunting for a wallet means fewer reasons to say no.
Try this: Add "Want to use the card on file?" as the closing line of your upsell script.
Your planWhere in your sales flow can you ask to use the card on file? Write the line you'll say.
Four Ways To Display Discounts
Show the same deal four ways: percent off, amount off, a relatable comparison, or just the sale price. People react differently to each.
Try this: Write your current deal all four ways and test two of them.
Your planWrite one of your deals four ways: percent off, amount off, a relatable comparison, and just the price.
Four Ways to Advertise Discounts
One discount, four labels: percent off, dollars off, time free, or the whole package price. They mean the same thing, so test which sells.
Try this: Turn your yearly deal into "months free" and compare it to your current wording.
Your planWrite your best discount as percent off, dollars off, time free, and package price. Which will you test first?
Hyper Buying Cycle
When people start something new, like a hobby, a move, or a baby, they buy a lot in a short time. Keep making offers while they are excited.
Try this: List three things a brand-new customer will need in their first two weeks.
Your planWhat new start puts your customers in buying mode, and what will you offer them during it?
10x The 10%
Get 1 in 10 customers to pay 10 times your price and you double revenue. You already paid to get them, so most of that is profit.
Try this: Design one ultra-premium option at 10 times your normal price.
Your planDescribe a 10x-price option for your top 10% of customers: what they get and what it costs.
Unscalable Value
Premium extras that don't scale: personal attention, speed, access, status, custom work, events, and secrets. They justify a much higher price.
Try this: Pick three unscalable extras you could offer a handful of top customers.
Your planWhich unscalable extras (attention, speed, access, status, events, secrets) could you add to a premium offer?
The Bigger The Head, The Longer The Tail
The more a customer pays up front, the longer they stay. A big setup fee plus a small monthly fee keeps people around.
Try this: Test a one-time start fee that lowers the monthly price for life.
Your planWhat up-front fee could you charge, and what lower monthly rate or perk would it unlock?
Product Delivery Cheat Codes
Six questions for new ways to deliver: how much attention, who does the work, live or recorded, what format, how fast you reply, and the 10x / 1/10th test.
Try this: Ask: what would I deliver at 10 times the price? What about at a tenth?
Your planPick one customer problem. List a 1-on-1, a small-group, and a one-to-many way to solve it.
Sales to Fulfillment Continuum
Doing more makes selling easy but delivery hard. Doing less flips it. Over-deliver first to get cash flowing, then make delivery cheaper.
Try this: Mark where your offer sits today: easy to sell, or easy to deliver?
Your planWhere is your offer on the sell-easy vs deliver-easy line? What will you do more of now, and trim later?
The 4Rs
At the end of every Fast Cash play, collect four things: Reviews, Results, Referrals, and Resells.
Try this: Make a four-line checklist and run it with your last batch of buyers.
Your planHow will you collect reviews, results, referrals and resells after each promo or project?
The 5 Horsemen of Retention
Five habits shared by low-churn businesses: track usage, reach out twice a week, send handwritten cards, host regular events, and do exit interviews.
Try this: Start with one: flag anyone whose usage drops and reach out the same day.
Your planWhich of the five retention habits will you start first, who owns it, and how often will it happen?
Two Parts of a Hook
Every hook does two jobs. First a call out makes the right person think "that's me." Then it promises a payoff if they keep watching or reading.
Try this: Rewrite your last ad's first line so it names who it's for and what they get.
Your planWrite one hook: who is it calling out, and what payoff do they get for paying attention?
Hook Types
Hooks come in many shapes: labels, questions, if-then lines, commands, bold statements, lists, stories and shouts. Sounds and visuals can hook too.
Try this: Write the same hook five ways: a label, a question, a command, a list and a story.
Your planWrite your best hook in three different types (for example a label, a question and a command).
70-20-10 Hook Rule
Spend most hook effort on what already works (70%), some on ideas that won in other niches (20%), and a little on wild tests (10%). Let results decide.
Try this: Start a sheet of your top hooks with views and links, and check it before every batch.
Your planWhat are your top proven hooks, what idea will you borrow from another niche, and what wild test will you try?
Hook, Retain, Reward
Good content is built from small units: grab attention, keep it with lists, steps or stories, then pay it off. Long content is just many units in a row.
Try this: Check your last post: did it keep the promise its first line made?
Your planPlan one piece of content: the hook, how you'll keep them watching, and the payoff.
Five Levels of Awareness
Audiences range from "ready for the deal" to "has no clue there's a problem." Match the hook: offer, proof, promise, pain, then curiosity as you go colder.
Try this: If most of your hooks are offers, write three pain or curiosity hooks to reach colder people.
Your planHow aware is your main audience of their problem and your product? Write a hook for that level.
Five Ad Formats
The middle of an ad tends to fit one of five shapes: demo, testimonial, education, story or faceless. When stuck, pick one from the list and mix.
Try this: Film one ad body in a format you have never tried.
Your planWhich ad format will you make next (demo, testimonial, education, story or faceless), and what will it show?
Call To Action
A good CTA says exactly what to do and gives a reason to do it now — a real limit, a deadline, or even a fun made-up reason. Clear beats clever.
Try this: Add a plain "do this now, because…" line to the end of your next ad or post.
Your planWhat exact action do you want people to take, and what reason will you give them to do it now?
Alex Hormozi Writing Guidelines
Eight copy rules: write very simple, use present tense and active voice, swap adverbs for strong verbs, keep sentences short, say it positively, cut extra words.
Try this: Take one paragraph of your sales copy and cut every word that adds nothing.
Your planRewrite your main sales line so a kid could read it: short, simple and active.
Advertising Checklist
A one-page plan: pick who you want (customers, affiliates, staff or agencies), commit to a daily ad action, do it until you can pay someone else, then repeat.
Try this: Spend five minutes filling out a one-page plan for your daily ad action.
Your planWho are you trying to get (customers, affiliates, staff or agencies), and what will you do every day to get them?
Engaged Lead
A lead is anyone you can contact. An engaged lead is someone who shows interest. Engaged leads are what advertising is really for.
Try this: Count how many people raised their hand last week — that's your real ad score.
Your planHow do people show interest in your business, and how many did that last week?
Five Lead Stages
Leads move from not contacted, to contacted, to engaged, to qualified, to sold. Each step happens because you did something. Hiring works the same way.
Try this: Write how many people sit in each of the five stages right now.
Your planHow many leads are in each stage right now, and where are most of them getting stuck?
9-Word Email
To wake up a warm list, send one short question asking if they still want a result. No links, no pictures. Whoever replies is hot.
Try this: Send "Are you still looking to…" plus your buyer's 4-word goal to your list today.
Your planWrite your 9-word email: what 4-word result are your old leads still looking for?
Marketing Machine
Set up spots in your business — calls, events, reviews, chats, contests, deliveries — that hand you fresh customer proof each week to use as ads.
Try this: Pick one spot, like reviews or support chats, and start saving the wins weekly.
Your planWhere in your business do customer wins already happen, and how will you capture them every week?
6-Point Testimonial Script
Six questions for a testimonial: how it felt before, the numbers before, their doubts, why they bought anyway, the numbers now, and how life feels now.
Try this: Ask one happy customer the six questions on video, and grab a few hook lines first.
Your planWho is a customer you could record using the six questions, and what was their before and after?
Affiliates
Other businesses that already have your buyers tell their audience about you for a reward. Find them, make them an offer, get them invested, pay well, then launch.
Try this: List ten businesses whose customers look just like yours.
Your planWhich businesses already have your ideal customers, and what would you offer them to promote you?
Agencies
Use an agency to learn a new method or platform on a deadline, not forever. Have them teach your team, then drop to cheaper consulting once you win.
Try this: Before hiring an agency, write when your own team should be able to take over.
Your planWhat skill or platform would you hire an agency to teach you, and by when will your team take over?
Whisper Tease Shout
A three-phase launch: whisper to spark curiosity, tease to show the value and date, then shout with clear calls to act, bonuses and deadlines. Works for any launch.
Try this: Plan one whisper, one tease and one shout post for your next launch.
Your planFor your next launch, what will you whisper, what will you tease, and what will you shout?
Four Pillars of Lead Nurture
More people book and show when you have lots of open times, reply fast, make it personal, and reach out many times before giving up.
Try this: Add more open time slots to your calendar this week.
Your planHow could you open more time slots, reply faster, make it more personal and follow up more often?
Push and Pull Incentives
Get more shows with a small gift before the meeting (push), or by letting them pick between two things waiting for them when they come (pull).
Try this: Text tomorrow's bookings: "I set something aside for you — A or B?"
Your planWhat small gift could you send before a meeting, and what A-or-B choice could you offer when they show?
BAMFAM
Book-A-Meeting-From-A-Meeting: never end a meeting without booking the next one, with a clear why and when. More meetings means more chances to sell.
Try this: End every call this week by booking the next one before you hang up.
Your planWhat is the next meeting you'll book at the end of each customer meeting, and why do they need it?
Proprietary 5 Min Appointment Method
Let staff run the first visit (forms, tests, setup). The expert pops in for five minutes, then sells at the second visit. You can take new bookings all day.
Try this: List the first-visit tasks a helper could do instead of you.
Your planWhat parts of a first visit could your staff handle, so your expert only does the selling visit?
Three Buckets of Prospects
Ads split people into yes, no and maybe. Yeses buy anyway. Noes are an ad problem. The money is in the maybes, so that's who you train to close.
Try this: Sort last month's calls into yes, no and maybe, then study the maybes.
Your planWhat are the main worries your "maybe" prospects have, and how will you help them decide?
Yellows Are The New Gold
Don't skip the less-qualified "yellow" leads. They are free practice, people misjudge them, and they close more than you think.
Try this: Ask your team for the leads nobody wants, and work them.
Your planWhich leads do you or your team usually skip, and how will you start working them?
Decision Maker Sequence
When they need to "ask my spouse," walk through: what if they say no, what would they object to, why stop your fix — and ask for support, not permission.
Try this: Ask on every booking if the other decision maker can join the call.
Your planWhat do you say when a prospect needs to talk to their partner first?
Push To Consult Sequence
A seven-day email and text plan for a Fast Cash offer sold on calls. Open it on day one, book consults all week, and add a new bonus with each message.
Try this: Map out seven days of messages, each with one new bonus.
Your planFor a 7-day consult promo: what is the offer, how many spots, and what bonuses will you add along the way?
Push To Automated Checkout Sequence
A five-day build-up for an offer sold by online checkout. Build tension, open the cart to everyone at once, and let first come, first served create a rush.
Try this: Pick your cart-open time and plan the countdown texts that lead up to it.
Your planFor a checkout promo: what is the offer, how many are available, and when does the cart open?
Winback Campaign
Reach out to past buyers (six months or more) and offer to credit part of what they paid before toward a bigger offer if they come back.
Try this: Pull a list of buyers from 6+ months ago and decide what credit you could give.
Your planWhich past customers could you win back, how much credit would you give, and toward what offer?
Affiliate Products
Sell other companies' stuff for a commission. It fills gaps in your money model and they handle delivery.
Try this: Name one product your customers buy elsewhere that you could refer for a cut.
Your planWhat other company's product could you sell to your customers for a commission?
Reach, Influence, Direction
Reach is how many people know you. Influence is how much seeing you changes what they do. Direction is whether it pulls them toward you or away.
Try this: Rate your brand high or low on reach and influence — which one needs work?
Your planHow many people know your brand, how much does it sway them, and is the pull toward you or away?
Onion of Blame
People dodge a buying choice by blaming three layers: circumstances (time, money, fit), other people (a spouse, past burns), or themselves (fear). Peel one layer at a time.
Try this: Sort your last 10 objections into the three layers and see which one shows up most.
Your planWhich layer do your buyers blame most — circumstances, other people, or themselves? List the top objection in each layer.
Decision-Making Power
Closing is not forcing a yes. Learn what they want, set it next to their options, and make sure they truly decide. A clear no beats a maybe.
Try this: On your next call, ask one question that makes the prospect pick a side.
Your planWhat does your buyer want, and what options do they have to get it? How will you help them make a real decision either way?
All-Purpose Closes
A small set of closes that work on almost any objection: ask their main concern, the 1-to-10 scale, "if it were perfect," and best case vs worst case.
Try this: Learn the 1-to-10 close: ask how ready they are, then what it would take to get to a 10.
Your planWhich all-purpose close will you use most, and how will you say it in your own words?
Time Closes
When they say "too busy," show them busy never ends. Starting while busy is the best test, and it is about priorities, not timing.
Try this: Write one calm reply to "I don't have time right now" that starts with "Totally understand."
Your planWhen a buyer says they are too busy, what will you say back?
Money Closes
Money objections come in four flavors: not enough value, can't afford it, others charge less, or haggling. "Too pricey" usually means "value too low."
Try this: Next time price comes up, ask which of the four it really is before you answer.
Your planWhich money objection do you hear most (value, afford, cheaper elsewhere, haggling), and what is your reply?
Self-Blame Closes
For buyers who say "not for me" or "I need to think." Find out exactly what makes it a no, and show the cost of staying stuck.
Try this: Ask your next fence-sitter: "What specifically would make this a no?"
Your planWhen a buyer says "not for me" or "I need to think," what question will you ask, and what does waiting cost them?
Guarantee Closes
These only work if you offer a guarantee. They show that not buying is the riskier choice, since trying it costs them nothing if it fails.
Try this: If you have a guarantee, practise saying it as "both options are risk free."
Your planHow will you use your guarantee to show that buying is less risky than not buying?
Nudges
Short one-liners that tip a buyer who is right on the edge. They are not full closes; they are the last little push.
Try this: Write three one-line nudges for your offer and keep them by the phone.
Your planWrite three one-line nudges you can use when a buyer is right on the edge.
Three Core Limiting Beliefs
Every presentation should break three beliefs: results must be easy, I must get the best result, and results must bring respect. Match all three and sales go up.
Try this: Check your sales talk: where do you show it's easy, that it works, and that people will notice?
Your planHow does your pitch show results are easy, that they'll get great results, and that people will notice?
Four Ways to Sell
There are only four ways to sell: online checkout, online with a salesperson, in person with a salesperson, or in-person self-checkout. Good principles work in all four.
Try this: Name which of the four ways you sell today, and which one you could add.
Your planWhich of the four ways do you sell today, and which one will you test next?
Unselling
Tell customers what they don't need and cross it off. The trust you earn makes it easy to sell what they do need.
Try this: On your next sale, point out one thing the customer can skip.
Your planWhat can you tell customers they don't need, so they trust you on what they do need?
Delicate Dance of Desire
Raise demand and limit supply. Sell fewer spots than you could so people stay hungry. The longer you wait to ask, the bigger the ask can be.
Try this: Cap your next promotion below what you could sell, and see if it sells out.
Your planHow will you limit supply on your next promotion so demand stays high?
Divergent Thinking
Most business problems have many right answers. Brainstorm lots of ways to solve one problem — like listing 20 uses for a brick in two minutes.
Try this: Set a 2-minute timer and list every way you could deliver your main result.
Your planList at least 10 different ways you could deliver your main result to customers.
Employees
Train staff to get leads the way you did. You trade hours of doing for a few hours of managing, and the business starts to run without you.
Try this: Pick one lead-getting task you do and train someone using Document, Demonstrate, Duplicate.
Your planWhich lead-getting task will you hand to an employee first, and how will you train them?
What-Who-When Framework
Make ads people care about: What value you give (and the pain you remove), Who notices the change in their life, and When — past, present and future.
Try this: Rewrite one ad line to show how a spouse, boss or friend sees the change.
Your planFor your offer: what pain do you remove, who in their life notices, and how do their past, present and future change?
Open To Goal
Instead of doing a set number of actions, keep working until you hit a set number of results that day — however long it takes.
Try this: Pick one daily result, like 5 booked calls, and work until you hit it.
Your planWhat daily result will you work toward until you hit it, and when in your day will you do that work?
Levels of Authority
Three levels shape your brand, weakest to strongest: what you say, what others say, and what buyers live through. Keep your promises so the cycle works for you.
Try this: Collect one thing a customer said about you and use it in place of your own claim.
Your planWhat do you say, what do others say, and what do customers experience? Where is the gap?
The Bouquet Metaphor
A brand is a bouquet of products, values, experiences and people. Narrow it, broaden it, or shift it — and drown out one bad flower with lots of good ones.
Try this: List the "flowers" in your brand and circle any your best customers don't like.
Your planList the products, values, experiences and people in your brand. What will you add, and what will you prune?
Five Market Directions
To grow your market, move up (bigger buyers), down (smaller), adjacent, broader or narrower. Each move changes your brand, so make sure you gain more than you lose.
Try this: Write one example customer for each of the five directions.
Your planWhich of the five directions (up, down, adjacent, broader, narrower) is your best next move, and who would you gain or lose?
Internal Core Four
Hire the way you get customers: ask your network, recruit cold, post job openings, and promote them with ads. Referrals and staffing firms work too.
Try this: Post your next opening in two places at once: your network and a paid job ad.
Your planHow will you use your network, recruiting, job posts and job ads to find your next hire?
High Performance Communication Framework
Great teams talk well in three ways: energy (how often), engagement (does everyone speak up), and exploration (talking across teams). Grade each 1–10.
Try this: Grade your team 1–10 on energy, engagement and exploration, then fix the lowest.
Your planGrade your team 1–10 on energy, engagement and exploration. What will you do to raise the lowest score?
Maker or Manager
Managers work in short blocks. Makers need half or whole days. One meeting can wreck a maker's morning, so guard maker time.
Try this: Block one meeting-free morning this week for your deepest work.
Your planAre you mostly a maker or a manager? When are your maker blocks and your meeting blocks each week?
Four Systems
Businesses get stuck for four reasons: not enough leads, not enough sales, delivery jams, or not enough profit. Find your stuck spot and fix that system first.
Try this: Rank leads, sales, delivery and profit from weakest to strongest.
Your planWhich system is your biggest problem right now — leads, sales, delivery or profit — and what will you fix first?
The Roadmap
Seven levels of advertising growth: friends know, everyone you know knows, staff help you advertise, referrals flow, more places, then hire top leaders.
Try this: Find your level and write down its main action for this month.
Your planWhich of the seven levels are you on, and what is the main action to reach the next one?
Get Flow, Monetize Flow, Add Friction
In a new market, get demand first (often free or cheap), then work out how to make money from it, then add friction to raise lead quality. In that order.
Try this: Ask: do I have steady demand yet? If not, stop tweaking price and get flow first.
Your planHow will you get flow, how will you make money from it, and what friction will you add later?
Meta Book
Sell your thing using the very ideas it teaches. The way you launch becomes proof that your method works.
Try this: Pick one idea your product teaches and use it to sell the product.
Your planHow could you sell your product using the same ideas the product teaches?