📍EEA: Transforming Dreams into Profits with Stuart Webb

RJ Redden:

Oh, yeah, we're going we are live. Everybody out there. Welcome to the epic engagement adventure. My name is RJ Redden, but you know me already. I'm going to ask you to hold on to your goggles, because today we have Stuart Webb with us. Now, I could try to explain to you what he does, but he is so multi talented that it would be hard for me to contain the introduction within a half an hour. So I'm going to hand it over to you, Stuart. Tell us, who are you, what you do, where you're from, everything.

RJ Redden:

Start from the beginning.

Stuart Webb:

Okay. Hello, RJ. Hello, everybody. Yeah, Stuart Webb. So, yeah, where to start? I work as a mentor to a number of different interesting businesses, either sort of helping the business owner directly by being sort of engaged in part of his team or their team, or working with their advisors. But I've got a slightly different background to most people. I mean, most people who do this job, they're an accountant or they're a lawyer, and they came to this, but that wasn't me. I was a scientist.

Stuart Webb:

I spent the first ten years or so of my life working with persistent viruses, human viruses. I know I used to tell people this story and they'd go, do you mean computer viruses? And I'd go, no, human viruses, real ones that actually sort of make people sick. So I spent a lot of time doing that, but all the time I was doing that, I was always, always interested in, so how is this going to get applied to something? What's this going to do? How is this going to make things better for people? So I was interested in it, but I was attached to a hospital, and despite the fact that I was doing this research and getting all of those degrees, I was really sort of interested in sort of, how can we make things better for the patients in the hospital? So I got involved in working with some of the sort of the processes and things to help things move quickly and get results out to the hospital. And then I kind of came to a realization one day, do you know something? This is what I want to do. I want to spend my life doing things like that. So I left, joined a small company, worked there for a while, then started a business. We grew that and we sold it to a company that wanted to use it in the finance field. I then joined another small company with a couple of people I'd met along the way.

Stuart Webb:

We grew that up to a company of about 600 people. We sold that. And then I thought, well, I suppose I better get a grown up job now because I just keep starting these companies. I suppose I have to go and get myself a grown up job. So I worked as a corporate troubleshooter for about six years. And I thought, you know something, I really like this small business stuff, the smaller businesses I'm working with where you can have an effect. And so I went back to working with small businesses doing what I do now, which is sort of working with business owners and management teams. And that's where I've been for the last twelve or 15 years of my life.

Stuart Webb:

And I absolutely love it. RJ absolutely love the people I meet. My clients are fantastic. I meet some really interesting people networking, such as somebody with some goggles on the screen at the moment, and you just meet some really interesting people out there. It's fabulous.

RJ Redden:

I could not agree more. I couldn't agree more. There's so many fascinating things about what you do. So let's dig into that one question for you. You said that your clients are awesome. Do you get to pick the people you work with?

Stuart Webb:

I do now, yeah. There's no point in pretending that everybody works with everybody because you kind of mesh with some people and with other people you don't. So yeah, I pick the people. I pick the people for two reasons, one of which is we've got to have fun because we ain't going to enjoy ourselves if we ain't having fun. So what's the point of doing it if you're not having fun? And I do happen to think that you should be working to live. You should be using your work in order to better your life. If you are living and all you do is work, you're no fun at all. So we've got to have some fun along the way.

Stuart Webb:

We've got to be able to enjoy it. We've got to laugh, we got to make mistakes together. That is one of the big things. And I keep turning around to people. One of the things I realized as a scientist was I didn't know everything and I had to do an experiment to find out what I thought I was going to do. And if that experiment worked, I would then use that as the basis and the jumping off point for the next experiment. Well, there's a whole lot of business that's like that. People think that you get it right first time.

Stuart Webb:

You don't. You get it right five or six times after you try it. There are 100 different ways that you make mistakes. Now, if you're going to start moaning and turning around and saying, we've got to work this and we've got to make it right first time, the answer to me is no we haven't. We're going to make mistakes, so we better enjoy making those mistakes together. So yeah, I pick the people that I know. We are going to have a bit of fun, but we're also going to learn from each other. We're going to try out things and we're going to really enjoy each other's company.

Stuart Webb:

And if I don't enjoy working with you, you ain't likely to want to have me around in your life, are you?

RJ Redden:

Yeah, I consider it a long term relationship. I don't consider it a short term project.

Stuart Webb:

If we ain't working together for twelve months or more, we're not going to see the results together. Business is not like volcanoes. It doesn't explode and everything happen quickly. Business is like the movement of tectonic plates. It takes a long time to build a business. I had somebody not so long ago met in a networking event, and I told them that I helped business owners get ready to exit their business. And he turned around to me and he said, oh, great, I've been looking to sell my business. And I said, okay, terrific, we can work towards that.

Stuart Webb:

When do you want to sell it? And he said three months. I said, we should have had this conversation two years ago. You ain't going to be ready to sell your business in three months. It just takes too long. You have to start working to sell your business at least two years before you want to do it. So if we're going to be working together for two years, we darn well better enjoy ourselves.

RJ Redden:

Oh, we better. If every meeting is a slog, I got to go.

Stuart Webb:

That's the one.

RJ Redden:

And I assume yours do too. Kind of go through a process of screening, a heavy process of screening, before I will make an offer, especially the VIP offer. Are you the same way?

Stuart Webb:

Yeah, I'm not afraid. And we've just had the discussion, so I'm not afraid up front to say to somebody, look, two things. One, I'm going to be fussy and you're going to be fussy. But also I'm not the cheapest. So let's not sort of start by saying, well, I want a discount because that's the wrong foot to get off on. So, yeah, I have some screening questions which people go through, and we work out the details from that. But I think it's a value discussion because at the end of the day, as I said to somebody, if I'm going to save you $2 million, why are you quibbling over ten? And that's the sort of discussion that you should be focused on. I talk to people about the fact that we're going to make or save 210 $15 million.

Stuart Webb:

Why are we quibbling over 10,000 when we're talking about 10 million? It just isn't worth our time. If that's the sort of level of discussion we're going to have, there's no point.

RJ Redden:

Yeah, well, my screening questions are different, but it has a lot to do with chemistry. It really does. Long time ago, when I was in corporate slavery, imagine me in corporate it's weird, isn't it? Anyway, it was a position where I hired other people and I found out something stunning that credits on a resume mattered a heck of a lot less.

Stuart Webb:

Than chemistry in the oh, wow. Do you know something? I always used and I said this to one of the I was talking to you about one of the business owners that I was working with that we're currently in the process of growing a business and it's currently in Greece, in the UK. We've got it into Ghana, Liberia, Nigeria. We're just beginning to enter into the market in Cyprus. So we're going all over the place. And the one thing I said to Status when we sat down, he was talking about have to grow the team. I went, I do not want to pick the people that have got the skills that we want for today. I want to pick the people for the skills that we will need in the future.

Stuart Webb:

And the only way that we can do that is to have the people who we think have got the right attitude. I can always train them with skills. I can always give them new skills. But if they don't have the attitude, if they're not the people that we say they're us people, then don't bother. And you've got to have us people around you. That's one of the obstacles. I talk to people who are growing their business all the time. They are people that are constantly saying, I can't find the person with the right skills.

Stuart Webb:

And I'll go forget skill. You need the A Team. You need the Attitude Team around you. You want a team with the right attitude. Do not keep talking to me about the fact that they don't know how to do coding in Ruby on Rails or whatever the latest is react. I turn around and say, I want somebody who's got the right attitude, who will put themselves out for the customer, who will spend their days making sure the customer is the king. I can always give them the skills to go away and learn a new coding language or I can always give them the new telephone system, but I cannot give them the fact that they sit at a desk every day and go, I am going to make this day the very best for my customer. If you don't have the A Team around you and that's the Attitude Team, you are going to fail.

Stuart Webb:

And that's one of the first steps to overcome if you're scaling your business. Yes.

RJ Redden:

I had to give you the dojo. Yes, there, because it makes you unstoppable. Circumstances matter less than attitude.

Stuart Webb:

Oh, yeah, absolutely. This is where it's one of the great things that people will turn around to me and say, I can't grow my business because I can't find the right people. And I go, Talk to me about the people you want and they'll start talking about they've got to have done this job and they've got to and I went, no, tell me about the person. No, they don't. The person what's the person got to be like? What is the way they've got to think? Who do you want them to be? Who do you want to care most about? When they get up in the morning, they don't actually talk about those things. They talk about the fact that this person has a particular skill. It's just bonkers, RJ. It's bonkers.

RJ Redden:

It's bonkers. And the same wins. Choosing clients to work with. I mean, I do a lot of marketing. People talk about demographics. One time I was on this cruise and it was a marketer's cruise, so there were a bunch of people doing marketing and stuff. And this guy walked up to me and I have my cape and goggles, he had a pirate hat on. Of course he did, dude, the pirate hat.

RJ Redden:

And he approached me because I was also wearing something exciting. And we start having a conversation about marketing. And he's been a marketing professional for 30 years. And what he shared with me is that he does not care. The same analogy. You are not worried about skills those can be taught. You are thinking about who that person is. This guy came up to me and he said, I don't care for demographics.

RJ Redden:

I don't care that this person's a nurse and lives in this kind of neighborhood and has this kind of a house and all of this I care about. What made her make the decision? Become a nurse. There you go. That's Disneyland. The demographics are a signpost to Disneyland. Disneyland is getting in here. Who is that person? Why did they make the choices that they know?

Stuart Webb:

That's brilliant.

RJ Redden:

Oh, well, I wrote it down on a piece of paper. It was that brilliant. Yeah, absolutely. For me, it's really getting inside the head, wearing the shoes of that person and going, all right, how do we see the world? How do we make those decisions? You also covered the live to work versus work to live scenario. Where are you located, my friend?

Stuart Webb:

So I spend a lot of my time on the internet like this. But when I'm in the physical world, I'm sort of slap bang in the middle of the UK near a place that's called Birmingham. Except not the Birmingham, Alabama. I think we were the original Birmingham. I think the Alabama one probably sort of was stolen. Birmingham in the UK has been there since about 1100 and something. So it's been there a while, actually. Is it 1100? It might be a bit earlier than that.

Stuart Webb:

900 and something. Something to do with the Anglo Saxons. I can't remember.

RJ Redden:

Gosh, I love that place. I need to get back at some point and visit again. Well, I ask that because I know that over here, across the pond in the US. Over here we have a lot of that live to work thing. And especially entrepreneurs believe that they have to be working 70 hours a week, slogging it out to make something of something and all of that. And they get sucked into this whole lift yourself up by your own bootstraps type of thing. I spent some time when I was a grad student, I spent some time in Austria and an entirely different point of view. Own your own company, work 35 hours a week because you're not going to get this time again.

Stuart Webb:

Don't get me wrong, I'm not there saying that you shouldn't be working. You should be working, but you need to be working smart and efficiently. I know a bunch of people, and one of the companies that I've just been helping there, the management team there, is coming out of a publicly listed company. They're on the stock exchange and it's being bought by venture capitalists. So I'm in with the venture capitalists, asked me to come in and just help the management team get themselves organized. And one of the things I said to them was, let's change the default meeting in your Outlook calendars from 60 minutes to 30, and I guarantee you will have no fewer meetings. No more meetings, and you'll actually find some time back in your day to do some actual work. And they looked at me and they said, well, all of our meetings seem to take an hour.

Stuart Webb:

Do you know something? Every single one of their meetings now runs for less than 30 minutes. Because the one thing they discovered was when they started to think about what their meetings were actually about. Now, for me, a meeting is not to go in and talk to people. It's to say we have to make a decision. And we've already asked all the questions we need to ask before we get into the meeting. And we discuss the two, three, or four possibilities. We try and keep it to three. So we discuss the two or three possibilities that they are for this account, we go through them, and then at the end of it, we make a decision and we walk away from that decision, from that meeting having made a decision.

Stuart Webb:

And then we're going to go and do going to go and act upon it. Do you know that team has now that management team has dramatically changed. They are now saying to themselves, we can actually and they did this during the summer. We gave with all the staff were allowed to have Friday afternoons off with full pay. Why? Because they said, it's summer. Why don't we let everybody go and do things? Because they've managed to compress their five days work into about four and a half. Because they've released all of that time that they were wasting. I was really pleased when I sat down with the CNO and said, look, we spent a lot of time getting this right.

Stuart Webb:

We've now discovered that we've actually got people who have got time back. Let's not waste it by doing so. Let's give it to them. Let's get them to go out and spend time with their families. It's the summer. Why don't they go out to the park or wherever they need to go, have a long weekend with the family. So they come back in on Monday refreshed and wanting to go to work rather than exhausted because they've been working all weekend. And he said, well, we can give it a go.

Stuart Webb:

Do you know how much happier the staff are in that business? They've all turned around at the end of this summer and said, we're looking forward to next summer. In fact, some of them are so keen, they're already in the process of trying to convince the manager to take the whole of Friday off because they'll do even better and work even more efficiently. Hey, I'm all in favor of.

RJ Redden:

Know people. I actually have a client who is involved a lot with company culture, farron Turbrizi. She does their videography and stuff, and people do so much for company culture. She's doing a new podcast beyond the Ping Pong table. This is her title. Because it ain't about the ping pong table. It's about the Friday afternoon off. It's about listening to the people that you have and making a decision from there, not just grabbing some perks that other companies have.

RJ Redden:

I don't care what you're feeding me in the break room. I care that you let me leave in the afternoon so that I can go get something really important to me done that I can't get done at any other time.

Stuart Webb:

Absolutely right.

RJ Redden:

That's what's going to make me love you and stay with you.

Stuart Webb:

Absolutely right.

RJ Redden:

Yeah. Oh, man, this has been fascinating. Let me get to the question I always ask, and that is, how do you engage your audience, my friend?

Stuart Webb:

So I'm going to give you two answers to this RJ, so I'm going to be sneaky. So the first one is there's a podcast, and I think one RJ Redden is coming on that podcast very soon, as soon as we've managed to get that organized. So there's a podcast called It's Not Rocket Science. Five Questions ever coffee. Dead simple format. I just find interesting people and I ask them just five questions. So it takes probably between ten and 20 minutes. So it's a real short listen.

Stuart Webb:

We also go out live on LinkedIn like this, and it comes out on Apple podcasts as well. So if you go to LinkedIn and look for an event, five questions, have a coffee. Or if you look on Apple podcasts for It's not rocket science. Five questions. Have a coffee. You'll find me there really fascinating, interesting people. We've had people like Steve D Sims, who's a great public speaker on there, and Jen Duplesi. I don't know if you know Jen.

Stuart Webb:

She's a great sort of TV type host. We've had some really interesting people come onto the podcast. So go check that out. Second way that I engage people. I have got a free giveaway. Five steps to grow your business. So why don't you go to Scientificvaluebuildingmachine.com and you'll find a description there and a download on the five steps that you need to take in order to massively scale your business. And I've been talking to you about some of these businesses I was talking about.

Stuart Webb:

I'm working with a guy, the scientist turned entrepreneur, who's currently in the process of building his education software. We're applying those five steps. So he's gone from 30 clients to 66. He's on track in two years to have turned over $20 million. So he's gone from one man in his back bedroom. He's going to be turning over significant amounts of money in two years time.

RJ Redden:

Yeah. That is beautiful. Let me make sure that I know the link here because I typed it in scientific Value business value building.

Stuart Webb:

Scientific value building. Scientific value scientific value building machine. You had me going there for a moment when you said Scientific value business machine. I thought, no, there's something wrong there, but I can't think out what it is. Scientificvaluebuildingmachine.com.

RJ Redden:

Okay, the real link is going in there. Everybody. That's the one in there now? Yeah. Well, that is fascinating. So you said to go there, and there's kind of a little there's a.

Stuart Webb:

Download which just literally describes the five steps you need to put in. And those five steps are the five steps you have to start with a vision. But I've talked to you about sort of that vision. It can't be one of those sort of platitudes. It has to be something which is going to the Simon Sinek start with, why are you doing what you're doing? Then I talk you through sort of things like you need systems and processes so that you can scale. You cannot scale if the entire business is run on bits of paper. It just does not scale. You cannot scale a business.

Stuart Webb:

You have to get to the stage where you have a team. I talked to you about the A team, didn't I? The team around you. You have to build that team. If you can build that team, if you can make sure that team so that effectively you can go away for a three month break if you were to be ill and you disappeared for three months. Now, I know so many business owners in charge of really potentially big businesses who turn around and say, I can't take more than a week away on holiday. Well, that means you can never get out of your business. You are going to be there forever. So unless you can get to the stage where you have delegated all of your responsibility to your entire team and you have made sure that you have got everybody working to the same standard and you know exactly what they're doing, you cannot then sell that business.

Stuart Webb:

You can't get out of it. So if you want to start thinking about exiting your business, you have to get to the stage where you can go on holiday for three months. If you can go on holiday for three months, sell your business. So you have to get a team that works for you. And then you have to do things like you have to put your lead generation on autopilot. You have to have a machine that just generates leads and puts yourselves on autopilot. We work through and we make sure we've got all of those things in Pros. We make sure that you've got a profit machine that generates and understands.

Stuart Webb:

Once you've got those five steps, your business will rocket. It will just rocket propel you. And I've just managed to knock my PC.

RJ Redden:

Yeah. Well, that's exciting.

Stuart Webb:

That's the download.

RJ Redden:

I'm going for the download. I just need you to know because I need to know what is in that brain of yours. And so everybody out there go take advantage of that, because, hey, there are a ton of people out there who will charge you $2,000, $5,000, $10,000 a pop. But when people give you something that you can take in and implement quickly, those people are the value. Those People.

Stuart Webb:

Yeah. And I'm with you. This rachel. There are a lot of people out there that will turn around and give you the pointers and then charge you a lot of money. Personally, I would prefer to see somebody who's really struggling get what they need to do and get it, and I give it to them. And then they'd just be grateful and pay it forward because somebody somewhere will benefit from it. I'd much prefer people benefit from some of the stuff I've learned. I've made a lot of mistakes.

Stuart Webb:

I don't want other people to make the same mistakes I have.

RJ Redden:

Yes. I go out there and get bruised so you don't have to. That's always my line. But I do think that and looking at the amount of businesses that you've grown and sold over the years, there is something that says, okay, you can get into business and make a profit and make a living and do all that kind of thing, or you can get into business to get rich, which wow, that's a tough plan nowadays. Or you can get into business to build a legacy, to pay it forward. Because someone will benefit. When your bottom line is legacy, you get paid every day.

Stuart Webb:

Do you know something? That's really good advice, RJ. I love what you just said then, because you're absolutely right. There are a lot of people going to business to make money. If you go into business to make money you will not make money. If you go into business to solve somebody's problems because you care more about solving their problem than you do about making a profit, you'll make a massive money. I said this to one person who came to me. He's a student. And he said tell me how I could become a business owner.

Stuart Webb:

What do I need to do to build a big business? And I said, have a good idea. And he said, oh, I thought you were going to tell me the secret to how I go and find money to raise money. I went, no, I'm going to tell you you need to find a problem you want to solve that you're so passionate about solving that you cannot go to sleep tonight. Once you found that, once you're that passionate, you'll make a ton of money. It's not about finding an angle or finding a source of money that you can use to grow a business. It's about being so passionate about a problem that you can't sleep until you've solved it. And that was my first business was I really, really wanted to find a way of solving one particular business problem. It ended up solving a number of different businesses problem but I hadn't solved that one.

Stuart Webb:

I only focused on the one. The second business I really got into, I was really, really interested in helping business people to make use of this thing that I was calling at the time, Ecommerce. And I said, this is a brilliant it's just the best thing since sliced bread. And people would turn around and say, why are you so passionate about it? Because this is really interesting. It's going to help people. I said at the time, who haven't got access to normal traditional shops, they can find it in their computer, they can find what they want. And people kept looking at me. He is just insane about this stuff.

Stuart Webb:

I don't know what's wrong with him, but it was just something I was really passionate about. Have a passion. Use your passion.

RJ Redden:

Yeah. Oh my gosh.

Stuart Webb:

I'm sorry. I did say to you, I did tell you you will have difficulty shutting me up, didn't I did warn you of this? Sure. You will not be able to shut me up. So I will try and shut up in a couple of hours. Just give me a little bit of landing space.

RJ Redden:

Exactly. Well, and I tell you that last point about being a compassionate and passionate problem solver, that I didn't know that I was an entrepreneur when I was a kid. But what I did know was this. And this is what, this is the secret that my mother used a lot of times to get me out of her hair. And it was this. She would hand me a ball of string and she would go, I need you to denote this and make it one string. Quiet for hours because I will find it. I will find this answer.

RJ Redden:

I've always been this way. Like, people approach me and they say this problem is impossible to solve. Watch me. And it may take a while and I may need to study from a lot of different angles, but watch me. And I do think that that's something that unites a lot of entrepreneurs.

Stuart Webb:

Pretty much every one of them. The ones that. Are really interested in growing their business are the ones that have said, there's a problem out there that I want to solve. Now, I don't want to reign on other people's parades, but there are a lot of people out there at the moment who are talking about bitcoins and AI things, and you look at them and go, I would prefer you were trying to solve a problem. Now, there are some AI tools and there are some great things that people are doing, but if you can help solve a problem using AI, brilliant. But don't just turn around and say, I can apply everything to AI. To everything. You can't.

Stuart Webb:

AI is another great tool which, if you use it properly, will make loads and loads of things better. But don't just turn around and say, you can make everything better with AI. You can't. You have to really be passionate about solving a problem. Your lump is back.

RJ Redden:

RJ yeah, the lump. I've got a hoodie on everybody, and it is causing me to look like a humbacked whale over here. So I was trying to surreptitiously fix that. Let me see if I can do this.

Stuart Webb:

Own your hump. That's good.

RJ Redden:

I'm still humping. Okay. I still have this thing. Okay, great. Well, that's all right. My people still love me, I hope, anyway. Yeah, that's it. I get angry when people say that because I'm a person who uses AI a lot.

RJ Redden:

But here's the deal. You never walk into a restaurant. You look at the menu, you go, what kind of food are they going to serve? You read the descriptions of the foods you avoid, the ones you're allergic to. Hopefully you do all the things. You talk to the waiter, you ask for their recommendation. Maybe you kind of get this sense of the food that you're about to eat, and you kind of start getting hungry. You know what I mean? You never once ask, what kind of pans are the chef using in the kitchen? You never go, I wonder if it's a really good whisk though, because you don't care. You care about the food on the other end.

RJ Redden:

You don't care about the process of everybody. My friend Tom Ruich and I got to introduce you guys. I think you'd like each other. My friend Tom and I, we talk about people AI wash stuff all the time. They take their product and they smack AI onto it, and then they go, $20 more a month, please. Wrong approach, my darlings. Yes, it can be used, but unless you are specializing it in a direction, unless you are working deeply on that thing I've seen people out there, too. I'm just ranting now, I hope you're okay with this, but I've seen people out there with, hey, get my category of 1000 prompts for $20.

RJ Redden:

Don't buy those. Just don't buy them because none of it is specific to you. It's not going to give you what you want until you learn how to tell it what you want. And frankly, my clients, they don't really care about seeing the GPT interface. Some of them are a little bit more adventurous, geeky wise, tech wise, but most of them, they don't care that I'm communicating with GPT on the back end to get them what they need. They just want to get what they need. Yeah. Okay, that was a rant.

RJ Redden:

We're going to take a breath now and I'm going to ask you one final question, and that is a lot of coaches listen to this podcast. A lot of people who are in it more to transform people's lives than getting a million dollars. Now, we love getting paid and that is important stuff. But more important is turning the lights on for somebody else. What are your words of wisdom for people who are working on their coaching business? Maybe they've been in it a couple of years trying to build and scale. Give me some words of wisdom.

Stuart Webb:

And it's applicable to anybody who's currently building any sort of business. Value yourself. I know so many people who in desperation give their time away for nothing. Now, that's great if you go into it with your eyes open and know that I give time away for nothing because there are people out there that have needs. But when there is somebody who I know, as I said to you, I come to you and I say, okay, we're going to work together and after we finish this problem, you will have made $2 million. I will be honest with you and say, and I'm worth 10% of that because I value the time and expertise I'm going to bring in. There are so many coaches I see who will turn around and go, I will turn your life around, but I dare ask you for more than $50 because I don't want to make you feel uncomfortable. That is not valuing yourself.

Stuart Webb:

In fact, that is insulting yourself. Now, you wouldn't insult your best friend. You wouldn't turn around to your best friend and say, you're not worth my time and effort. You just wouldn't do it. So don't do it to yourself. Value yourself. If you bring a value to somebody, if you make somebody's life better, then just be honest with them and say, I need you to value me in the same way that I value you. I have my own self respect.

Stuart Webb:

I have my own self worth. So let's honor it and let's not try and fool ourselves that for some unknown reason we don't want to charge people money. We have a value. Put that value on yourself and allow yourself to be paid what you are truly worth.

RJ Redden:

That's amazing. Do you mind if I steal that and make that rule of epic engagement number two? I will credit you. Thank you. I'm going to write more deeply about this later on, but that value yourself that just so many of my people who are just starting out don't value themselves nearly.

Stuart Webb:

RJ, you're absolutely right. And it is something which so many people are afraid to have that conversation, are afraid to ask that question of their clients. And it is insulting to you. It's insulting to them. You have a value. So let's just honor it. Let's be honoring of our own self worth. I had to say this to somebody who recently said we can't possibly ask that much.

Stuart Webb:

And I said, look, you are in the process of saving this person $20 million. How dare you not turn around and say I'm worth a part of that?

RJ Redden:

Well, there it is, my friends. If you do truly value yourself, then you truly value your time. And if you value your time, you love a good shortcut to wisdom, which is, again, it is available at and I can't read that. Can you say the link again?

Stuart Webb:

Yeah. Scientificvaluebuildingmachine.com.

RJ Redden:

Scientificvaluebuildingmachine.com.

Stuart Webb:

Let's break it down. Let's break it down. It's a scientific way of building the value in your company through installing a machine which basically does exactly that. It's that five step machine.

RJ Redden:

Yes.

Stuart Webb:

Scientific value building machine.

RJ Redden:

That's beautiful. So go get some value, my friends. And if you don't value yourself yet, keep hanging around and go to that same link. Act like you value your time that much. Go and grab that PDF and get some wisdom. Because if you won't take it from me, you should take it from a man who's built and sold what, five businesses?

Stuart Webb:

Yep. To date.

RJ Redden:

Five businesses to date, my friends. Well, that was the epic engagement adventure for this week. That was truly epic. And I just want to thank you for being here, stuart with us. I know we're going to continue this conversation with Stuart because that is some time well spent, I know. And I hope you consider this time well spent as well. Join us next week, same bot time, same bot channel, and join us in a couple of weeks for power networking. That is a networking event especially for coaches, consultants, trainers, people who teach things for a living.

RJ Redden:

We're going to have some great stuff on networking for you. We're going to have some cool stuff on AI, too, if I can work it in there. And and it's going to be a great time. So please do join us. And until then, value yourself. Take care of each other and we'll see you later. Bye.