Transcript
A (0:00)
What are the three most important metrics in your business? What are the three most important activities that lead to improvement in those metrics?
B (0:08)
In this episode, I sit down with Chandler Bold, CEO of Self Publishing.com. this is my first time visiting his office in Austin and seeing firsthand how he's built his team and his culture.
A (0:19)
Your talent development framework, it's attraction. Do you attract great candidates? Then there's recruiting, which is kind of your outbound recruiting. Then there's hiring. How does that look like? There's onboarding. It's a really important piece that a lot of people screw up. Then there's the development and retention pieces, which is, I think, where you really got to obsess over.
B (0:36)
We dig into the metrics you need to run a sales organization and unpack what it truly takes to build a scalable company.
A (0:42)
Creating demand versus channeling existing demand. So what's the pain that they have that they know that they have? What's the promise that you're making with your product? And then what's the price? I think you got to nail those things to have product market fit. But most simply, it's from lessons he Learned.
B (0:57)
Scaling from zero to a million in revenue to what changes from one to 10 million, and then what shifts again beyond eight figures?
A (1:05)
There's only three ways to grow the business. You can get more customers. You can increase your average order value, or you can. That's it.
B (1:12)
I think that's really good. All right, Chandler, we've taken over your office. I want you to break down what. What works from 1 million to get to that stage, and then to go to 10 million in revenue and then from 10 million and beyond. But before we do that, when I walked into the space, the. There's one thing that really stood out to me. I mean, first it was. Your team was wonderful. They, like, greeted us. Everyone was very warm and welcoming. The other thing that I noticed is you have metrics everywhere. I saw YouTube metrics on the TV. I saw sales metrics on the whiteboard right outside this room. Talk to me about why you have metrics so visible everywhere in the office.
A (1:51)
I remember going to an event one time with Vern Harnish, who wrote the book Scaling Up. Oh, yeah, Rockefeller habits, all that stuff. And he said, why do people get so excited about sports? Cheering on a random team that they're not even involved with, and yet you can't get them to crawl out of bed in the morning to work at your company? Okay. His whole premise was, because there's a scoreboard and when you have a scoreboard, it becomes interesting because now I know if I'm winning or losing. So for me, that always stuck out to me. And his thing was, why can't you make business as fun as sports? And, and, and so how do you do that? Well, you need to have a scoreboard. People need to know if they're winning or losing. That scoreboard needs to be visible. It is like all these kind of core components. So I just think if you don't know the score, you can't win the game. And if you, if you don't know if you're winning or losing, you can't get excited about playing the game. So that's why, you know, we, we, we talked about this, but, you know, we went 0 to 75 million all remote. Now we're going all in on office in office, which is very, I think, counterculture to how most people are thinking. And so when I said, all right, now we finally have the ability own space, which we've always been obsessed on metrics, but now we can put them in the physical space. So as you've seen, there's rocks. What are our most important things? What are the, what is the benchmark? And so I want everyone to know the score and know if they're winning or losing.