Join Vicki Noethling on her Find Your Confidence Podcast as we discuss these key points:
- Learn how David started his career at 22 and how listening carefully to prospects and solving their most important need will make you successful.
- You should expect growing a business to be an emotional journey. Behind every successful business is a lot of ups and downs.
- While sailing for two years in the Mediterranean with his family was one of David’s most fulfilling experiences of his life, returning to Canada and establishing a new career was the most challenging and unfulfilling.
- How David got sober.
- Get back to enjoying your business, by remembering why you started your it in the first place.
- Saying “no” is how you avoid being overwhelmed.
- Three things to do to successfully plan your business.
Audio
Vicki’s podcast: https://www.findyourleadershipconfidence.com/david-greer-3-actions-to-acceleerate-your-business/
Spotify: https://open.spotify.com/episode/0If0kB9GmiKDR6YAt0cwnV
Transcript
Announcer (00:00):
Welcome to the Find Your Leadership Confidence podcast with Vicki Ling. You are about to discover impactful lessons that help you grow as an individual, grow your confidence and find the positive and good within you so you powerfully and authentically become the best version of yourself. Be sure you visit our website at www.findyourleadershipconfidence.com. While you’re there, subscribe to us via your favorite network. Now tune in, get ready, and enjoy the journey of emerging as a leader of exception in the 21st Century tree.
Vicki Noethling (00:40):
Welcome everyone to the Find Your Leadership Confidence podcast. I’m your host, Vicki Noethling, coming to you from Roswell, Georgia. The goal of this podcast is to bring topics and guests that will empower you to become that confident leader and take your business and your life to the next level. Today, I am excited to talk with David Greer. Let me tell you about him. While still attending the University of British Columbia, David joined Robelle Solutions Technology as the first employee. After the founders, after joining Robelle, he got permission from his fourth year professor to take a week off so that he could fly to an international conference to give his first ever technical presentation. During David’s tenure as co-owner and president of Robelle, he traveled the world giving new presentations every year, creating a multimillion dollar product line while building Rochelle into one of the world’s leading providers of HP 3000 solutions.
(01:51):
Since successfully exiting Rochelle, so sorry, Robelle, he has been an angel investor, director and senior executive always working one-on-one with entrepreneurs to define strategy, increase the value of the company, and define formalized processes that drive outcomes. David now works directly with entrepreneurs to coach them to the next level of success or with entrepreneurs and their senior management team to create high growth strategies. He specializes in working with entrepreneurs challenged by alcoholism and addiction. Today we’re going to talk about something that he promotes on his website and I thought is a really good topic, which is three actions to accelerate your business. So please join me in welcoming my guest, David Greer. Hi David. Excited to be talking with you today.
David Greer (02:54):
Yeah, excited to be here. Thanks for having me.
Vicki Noethling (02:57):
Oh, it’s my pleasure. And we always start out with a couple easy questions, although sometimes people tell me they’re not that easy, but the first is where do you live? Where do you call home?
David Greer (03:09):
I call home Vancouver, BC Canada,
Vicki Noethling (03:12):
Another Canadian. I love interviewing Canadians and I have not been, well, I’ve been to Vancouver, I’ve been to Toronto and Calgary. That’s the extent of my Canadian visits, but I love Canada. I love the people, so happy to have Thanks.
David Greer (03:35):
We’re happy to have you here. Yes.
Vicki Noethling (03:39):
We gave this wonderful insight to some of your journey and so exciting to be that first employee as working with the founders of a company. A startup is always exciting, but I’m sure you didn’t come out of school right then and do all this. Talk to us about what this journey was like for you to really go from employee to someone that was leading the company and now what you’re doing today.
David Greer (04:12):
Sure. So looking back and the intro, you talked about my going down to San Jose where I attended my first HP International user group meeting and giving my first paper, and I was actually leading at that time. I just didn’t really realize it.
Vicki Noethling (04:30):
Oh yes.
David Greer (04:33):
My then boss [and] eventual partner was a specialist and I had done worked with him for two years as a student on a project that he was leading. And we were working on this computer system that was virtually brand new and was a leading edge computing system. And I remember standing up in the San Jose convention floor giving demos 22 years old, and no one told me 22 year olds don’t do that. I just did it. And probably by the time I was 25, I remember we were in San Antonio for the same convention. It happened every year and I probably gave 80% of the demos because I was really good about listening, asking people questions and listening for maybe five minutes, and then I would show them maybe 5% of the product, but the exact 5% that met,
Vicki Noethling (05:31):
It’s related to their question,
David Greer (05:32):
Their particular way they develop software and the way they did things. And I was an important, and I was part of my former partner, Bob and I both each wrote a new paper every year and travel the planet, creating belief in this obscure BC based software company you were going to trust your whole company too. All of that really was, and then we started an R and D subsidiary and I was president of that. And then 10 years in, so Robelle comes from Robert and Annabelle, it’s a concatenation of their names and it’s a made up name. It actually Googles, it’s very unique. Google’s very well even today, although I don’t think they knew that when they founded it in 1977 and Annabelle wanted to retire and I ended up buying her out. But I borrowed most of the money from her and had to be paid back in three years. And if I missed a quarterly payment, she had the option to demand back all of the shares. And I remember I’m in my probably early thirties, mid thirties, I’ve got a 4-year-old and a 2-year-old and leaving the
accountants meeting in downtown Vancouver. And I literally standing outside the elevator with tears in my eyes. So people look back and say, oh, you’re 20 years in a big success. There’s still a lot that happens behind the scenes. There’s still a lot of emotion that’s involved. Fast forward 10 years, Bob and I got along pretty well, but in our 20 year relationship we had one disagreement and that one was a doozy and ended in divorce. He ended up buying me out in early 2001,
(07:31):
And I’m busy not even noticing that there’s a dotcom meltdown and it’s not a good time to be starting new things in the tech sector. And someone smarter than me, there’s some networking I did, sat me down and said, David, your kids will never be 11 nine and five again. Do you need to work right away? And I’m like, no, I just got a really big check in my jeans. I do need to work. I do want to and will work again, but I don’t need to do it right away. And so my wife and I hatched this plan where we commissioned a sailboat in the south of France and we took our three kids and we homeschooled them for two years while sailing more than 5,000 nautical miles in the Mediterranean.
Vicki Noethling (08:12):
Oh my goodness.
David Greer (08:14):
And I wouldn’t have had that opportunity if Bob hadn’t bought me out
Vicki Noethling (08:19):
Or had the courage to do that.
David Greer (08:22):
Yes. To leave the business for a year say to do that kind of adventure, I don’t think I could have envisioned it even.
Vicki Noethling (08:32):
And your kids will remember that forever.
David Greer (08:35):
Yeah. It’s a legacy we have as a family. It’s a woven into the fabric of our family, right? We went 18 months without being in an English speaking country. It’s all of those experience, and you still got to get groceries. I got to feed three growing kids.
Vicki Noethling (08:58):
I got to make sure you manage that money well,
David Greer (09:02):
That and get boat projects done. I mean, they’ve watched dad struggle to try and find a part for the boat in a place that hardly anyone spoke English. But we muddled our way through and figured it out.
(09:19):
I came back, I did three years of angel investing, which you referred to in the bio. And then eventually I went to a training event with a guy Verne Harnish. His books are the Rockefeller Habits and Scaling Up. And he’s built a framework which I actually now specialize in. It’s the framework I use in my strategic planning. And at that event, he had two coaches that were trained in his framework and how he did things. And I ended up talking to both of them. And one of those coaches made me more uncomfortable than I’d been in half a dozen years. And I had tears in the corner of my eyes. He really just shone a light on how unfulfilling this angel, like angel work, and working with people that were 12, 15 rungs down the ladder from me.
(10:13):
And it took me a year to try and get him up one rung. Anyways, it was coach Kevin Lawrence, a great guy. I had his card next to my phone for probably three weeks, and once a week I’d look at the card and the look at the phone. The phone seemed to weigh 10,000 pounds. And then after about three weeks, Kevin called me and he said, “Hey, it’s coach Kevin.” He said, we met at the Verne Harnish event. He said, “do you remember me?” I said, yes. And my brain’s going, well, I haven’t thought about much else in three weeks, but yes, I remember you. And I hired him and our first coaching session was on my 50th birthday, and Kevin is my kind of guy. He’s all in or all out. And all in with Kevin at that time meant that your first coaching session was two eight hour days. We went hard the second day. We were both feeling restless, so we probably walked about 10 miles in our dress shoes.
(11:21):
That’s why I knew he was the right coach for me, and he knew I was the right client for him. We were just crazy entrepreneurs. I worked with Kevin for nine years and did amazing things with him. But the most amazing is that 18 months in, we’d cleared all the clutter and we’d kind of got my career restarted. And the only thing left was the elephant in the room. And on January 26th, 2009, the way I worked with Kevin is the night before I’d send him an email with the positive things that had happened since the last call and then the topic for the conversation. And I had my last beer. I had actually kind of planned it all out. And about 10 o’clock at night, I sent him an email message and I said, the topic for our coaching call tomorrow, Tuesday is my drinking. And the next afternoon I admitted to Kevin that I had a drinking problem and he was probably the first human being that I admitted that to.
Vicki Noethling (12:19):
Wow.
David Greer (12:21):
And Kevin coached me to go to 12 step recovery, and that was a Tuesday afternoon. He made me, or he asked me to commit to go. Coaches don’t make you do things. They ask you to do things and you can choose to agree or not. Anyways, I committed to going by that Friday to a 12 step meeting, and later that afternoon I knew I had an event downtown, a technology networking event and presentation that I was attending. I knew it finished at 8:00. I went online and I looked for meetings that night. And lo and behold, at 8:30 there would be a meeting, a quarter of a block off the road I would be driving on to go home.
Vicki Noethling (12:58):
You meant it is God’s way.
David Greer (13:01):
It was the Universe meant for this to happen. Yes. And I went to that meeting and towards the end of the meeting, the chairperson asked, is there anyone new to the program that wants to stand and introduce themselves? And I sat on my hands for probably 20 seconds, but the chairperson was very patient. And then I stood up and I said, “I’m David. I’m an alcoholic.” And I think the first time I really ever admitted my truth, and I don’t even think I knew what it meant when I first did it, and I don’t know, a few weeks later, I made that my home group, which is a group you commit to going to every week and you’d be of service at. And this week on Tuesday, I was at my home group, same one, 15 years, four months, and some odd weeks days later. That’s still my group. And when I took my 15 year cake there, I think there was four people at least in the room who were there the night I came in. Anyways, with Kevin’s help, I got into some executive gigs doing senior leadership roles, usually marketing and sales, but usually helping a CEO friends consulting.
(14:16):
And behind the scenes I’d be working on strategy work. The last one of those was VP of Marketing for a company called WebTech Wireless, which is in the telematics space. That’s devices that get bolted to trucks and cars and track where you are in real time. And I came out of that gig and I realized I’d probably worked harder in the three years at WebTech than I had my whole career. And I’m in my mid fifties and I finally decided I did not need to prove to anyone that I can work hard. Anyways, I worked with Kevin and we worked on a transition plan, and I just eventually came to the conclusion I wanted to give to other entrepreneurs, the gifts that Kevin had given to me. And I made the decision to become an entrepreneurial coach and a facilitator.
Vicki Noethling (15:05):
Awesome. It’s funny, when I turned 50, I had that same kind of realization that I no longer worried about what people cared about what I did. As long as I knew I did a good job, I was pleased, I was happy, and life was so much better.
David Greer (15:27):
It turns out the not working hard part for me is really, really hard. I am super hardwired to do a lot of stuff.
Vicki Noethling (15:38):
I guess same thing for me. I mean, I’m 66 and I’m still working hard, but it’s what makes me, it’s what fulfills me. And so some people retire and that’s what they do, just hang around. But for me, I like to you, I want to give back all the things that were given to me.
David Greer (15:59):
Yeah. We’re actually the same age.
Vicki Noethling (16:01):
Yeah. January, baby. What are you?
David Greer (16:04):
August.
Vicki Noethling (16:05):
Oh, awesome. I’m older than you. You are. Alright, well let’s get into this. You talked about the strategy. That’s really where we’re going to go for the beginning of this, but why do so many businesses get stuck when it comes to making that decision to accelerate their business? It’s kind of like you sitting on your hands. I think in that meeting,
David Greer (16:34):
I think there’s a variety of reasons. I think that a business grows to a certain level and then it reaches its natural ceiling, which can be because they’ve saturated the market, they’re now become the dominant player in their market. Or you hired a bunch of friends when you first started the business and you all worked hard and you did a really good job. But it gets to a point where those people can’t grow more or they can’t grow fast enough. You can grow them eventually into what you need, but they can’t grow fast enough. And as an entrepreneur, you’ve hired your friends and then having to let them go or move them into other positions, this is really hard stuff. I don’t want to sugarcoat it. Right. It’s hard, hard stuff. And then I think many entrepreneurs, me included, get so entrapped by being in the business, responding to the next fire, the next email, the next sale, and we lose sight of the bigger picture. Oftentimes with new clients, one of the things I asked them early on is, why did you start the business? And they’ve lost sight. Oh, I started the business I could, any number of reasons.
(17:58):
It’s like, and are you still living that today? And maybe they don’t want to, maybe it’s changed, that’s fine too. But oftentimes they actually have got so embroiled in the operation of the business, what they actually is developing new markets and coming up with new ideas. They’re not doing any of that anymore because they’ve had so much success. It’s just feeding into the success. And it’s what I call the business has the tiger by the tail. And yeah, that’s a case where you’re a victim of your own success.
Vicki Noethling (18:41):
And you also see that too. I often talk to people about, you hire somebody for an operational job and they do really, really good at it. And then you think, well, I need a manager or I am going to promote you to leadership management. And they still are in that operational mindset. Either they didn’t have the opportunity to learn how to be a leader or they just don’t want to do that.
Vicki Noethling (19:13):
Exactly.
Vicki Noethling (19:14):
Somebody I interviewed yesterday, it was interesting. They said something that I’ve heard so many times. It’s like, I love my job, but I hate the people part. Like, okay, well
David Greer (19:25):
Another classic one is you take a really good salesperson and then you promote them to sales manager. It’s not that it can’t happen, but the skills, what makes a really great salesperson is someone who’s kind of coin fed, kill, eat, hunt, kill, eat. That’s the way they’re wired. That’s what they love. That’s what they’re really good at. And being a sales manager is strategic and people and management and bigger picture, and there’s no hunt, kill, eat that reports and forecasts. And so you promote that person and then they’re not successful. Well, you didn’t set ’em up for success and you didn’t groom them over time and make sure that that’s where they wanted their career path to go.
Vicki Noethling (20:17):
Yeah. You didn’t listen to them.
David Greer (20:21):
All of those, and then also another area that oftentimes people bring me in because they feel like their senior leaders are not listening to them. And then I dig around for a little, and it’s like they hired really good people, but as owner founders, you grew the business and by the seat of your pants, you figured everything out and you quote know how to do everything. But then when you hire someone better than you, they probably know how to do that marketing or maybe sales probably know how to do it better than you, but you’re not ready to let go because you develop the whole business and you know how to do it. It’s your baby and it’s your baby.
Vicki Noethling (21:03):
And
David Greer (21:04):
A lot of it is you have to set the what needs to happen and how you got to turn it over to them. And if they do it completely different than you do it, you just got to let ’em do it. That’s right. It probably will go better actually. But that letting go piece and the letting go of the micromanaging piece and the not sticking your hands back into the steering wheel and saying, this is exactly how it has to happen. That’s really hard when you’ve built the business from scratch because you’ve had to do all the hows and figure them out. And it’s part of your growth as an entrepreneur is to move to that next level. And so that’s often where the stuck is. The entrepreneur doesn’t realize it. My belief is businesses grow at the rate that the entrepreneur can grow.
Vicki Noethling (21:50):
Right? Right. So saying all that, what have you found or why does it make sense to hire a facilitator for strategic planning? Maybe that isn’t your forte, you created this business, but to really be strategic about how to grow, when to grow, why to grow, what does a facilitator bring to that?
David Greer (22:20):
I actually have a video on my YouTube channel around that. If you want to facilitate your own planning sessions, go for it. I’ve done that and I’ve done it with outside facilitators. I will say that doing it yourself is a, it’s the part that you talked about. Maybe you don’t have the skills to be a facilitator. It’s really confusing for your senior leadership team. You have to be so clear in every conversation at the front of the room, am I being facilitator right now or am I being CEO and participating in the discussion? Whereas when you hire an outsider, those roles are really clear. There’s the facilitator who’s helping move all this forward, and I co-create plans with my clients. Don’t hire me just to facilitate because I’m going to be in there pretty deep. Right,
Vicki Noethling (23:18):
Right.
David Greer (23:19):
It’s still your plan at the end of the day, but I’m going to dig around quite a bit and question and challenge you.
Vicki Noethling (23:26):
Yeah, I was going to say you bring different perspective too. Right?
David Greer (23:29):
Exactly. And then that’s the other thing is now I have all of my entrepreneurial experience over 40 years, and now I have an almost decade of experience working with all sorts of different clients in all sorts of different industries. Plus all my angel experience where I worked, I was director of multiple companies, multiple markets, multiple strategies, go-to-market strategies, business models. I have all that experience, but it also brings, I ask different questions
Vicki Noethling (24:04):
Because
David Greer (24:05):
I’m not so close to it and I have this experience. And I think that that’s where the value of the facilitator being an outsider is that they can bring a completely different perspective and they can bring clarity to the group about the CEO can fully participate as a member of the group creating the plan and doesn’t have to worry about the facilitation part and keeping people on track and keeping an agenda on track and keeping everything moving to actually come up with the plan.
Vicki Noethling (24:35):
We also talk about feeling overwhelmed. A lot of entrepreneurs or even small business owners have that moment of feeling overwhelmed, but you say there’s being overwhelmed and then there’s being in control. Talk to us a little bit about those two dynamics where, how is it,
David Greer (24:59):
At the end of the day, we all have 24 hours and not many. You might be able to work 24 hours once in a while, not, can’t not, well
Vicki Noethling (25:15):
Suck up for you
David Greer (25:16):
And all of those things. At the end, that overwhelm. At the end of the day, if you just keep down the path of saying yes and doing more, you will be working 24 hours a day. At some point you have to say what is reasonable? And then the hard part is I got to say no to a lot of stuff. And so then the part I work with when I’m coaching clients, if I’m doing one-on-one coaching is why is it so hard to say no and you don’t have someone to delegate to? Is it because you always feel like you have to respond to clients in this timeline? Again, there’s lots of reasons why it’s so hard to say no. And then my job as a coach is to just explore that and explore your beliefs around why it’s so hard for you to say no. Oh, because they’ll never buy from me again. It turns out most of these beliefs are not true. Some are, but many of them aren’t. And I just help clients explore those. And so that’s I think where it starts with the saying no. And then a lot of the stuff that comes out of the Rockefeller Habits is a weekly team meeting with the people who you work directly with and coming up with the who, what when list.
(26:44):
That discipline. A lot of entrepreneurs don’t do that, and it’s kind of loosey goosey and everyone’s kind of just doing their own thing and you don’t have this meeting. And there’s a very specific structure we recommend for this meeting. If you take the most expensive, brightest people in the company and put ’em in the room, you don’t want you all reading reports that you can do that before the meeting. What do you want to be doing? Debating what you should be doing this week, and then when you leave the room, you got to be in agreement for what you’re going to do for the next week. Then you get back together and you might have more debate, but you also, the benefit, I can’t overstate the benefit of writing things down.
Vicki Noethling (27:27):
Oh yes.
David Greer (27:29):
Seriously. My facilitated planning is to come up with four or five things you’re going to, big goals you’re going to achieve for the year, and then every quarter get together and decide on the four or five things you’re going to get done this quarter. They’re going to lead you to those things you want to get done this year.
Vicki Noethling (27:46):
Who’s going to do them when they’re going to get done,
David Greer (27:49):
And
Vicki Noethling (27:49):
How are you measuring the success?
David Greer (27:51):
Who’s in charge of them? What are the finish lines and are they clear? A lot of my work and facilitation is just helping clients to get the finish lines, the goals that are, it’s like we meet from three years, three months from now, how will we definitively say whether you achieve this or not? Because the way you’ve written it right now, I have no idea how we’d figure out whether you achieve this or not. And so then it’s the right goal in the right direction, but it’s not the right finish line.
Vicki Noethling (28:22):
Yeah.
David Greer (28:24):
So
Vicki Noethling (28:25):
You really need to understand your values of the company and the culture to really know is it the right goal?
David Greer (28:35):
And that’s part of having planning sessions is to, well, there is no Right. My belief is in business, everything is an experiment.
Vicki Noethling (28:41):
That’s a good thing. That’s a good thing.
David Greer (28:44):
Yeah. Yeah. Because that’s why I like a quarter is 13 weeks. I like to say in 13 weeks you can get some serious shit done, but if you’re totally off base and hitting in the wrong direction and the market gives you feedback, you still got time to recover the year, you won’t kill the company. That’s why I really believe in these weekly pulse points in this quarterly pulse point.
Vicki Noethling (29:09):
Yeah, that’s awesome.
David Greer (29:12):
And a limited set of goals. I mean, I’ve done this as an entrepreneur and have 18 goals for the year, and then their staff are like, well, yeah, which one do I focus on? Which one’s most important? Where do I start? And if you focus on a very small, it’s very hard sometimes to come up with that short list because there is a lot to do, but you’ve got to figure out what the top ones are, what are the ones that are really going to move the needle and then go focus on those.
Vicki Noethling (29:42):
So you also talk about, and it’s something that I heard often in my corporate world, sometimes you have to slow down to move fast. And so when things get tough, I think oftentimes people think, oh, well, we got to go fast. We got to make quick decisions. And yet not really understand the landscape and the big picture to really make good decisions.
David Greer (30:14):
You can go really fast in the wrong direction.
Vicki Noethling (30:16):
Yeah, that’s a good point.
David Greer (30:21):
And how will you know there’s a balance, but if there’s an immediate crisis situation and a client that’s all upset, you still can take 10 minutes to talk about it, can strategize about it, figure out a plan and figure out what you’re going to do about it and not go wildly off in all directions. And also in my experience, when clients are really complaining about something, there’s the client side of the story and then there’s my people’s side of the story, and I like to hear both sides before I come to a solution
(31:03):
Because the client has their perspective. But if my staff told ’em this was going to happen and that they should expect this and laid all the groundwork, then the person’s super upset. Well, that’s fine, but I mean, we did our best to let you know, inform you. Right? So my response is going to be different, but if I didn’t slow down and elicit some other inside perspective, then I probably am going to have, so if I’m on the phone, someone’s called me as the CEO to really complain. I honor them, I listen to them, I acknowledge what they’re telling me, and then I give some reasonable timeline to get back maybe 24 or 48 hours, but not like I’ll get back to you in an hour.
Vicki Noethling (31:52):
That’s not reasonable.
David Greer (31:55):
Not reasonable. Even though the client may be pushing for that. And alI don’t agree with them. I honor them. I recognize what they’ve said, but I don’t like, oh yeah, you’re totally right. We need to do X and Y and Z. I almost never will do that in the heat of the moment. It’s like even I want to sit back and process this. I’m probably activated by a really agitated phone call.
Vicki Noethling (32:27):
Emotions running.
David Greer (32:28):
Yeah, exactly. I think for all those reasons, there’s always some kind of opportunity to slow down. It may be pretty narrow, but it’s not just, and again, it’s the difference between reacting and responding.
Vicki Noethling (32:44):
We talked about a lot of action steps that an entrepreneur could take to really accelerate their business, but if we want to just narrow down what would your top three be would, and to get started, let’s just say that
David Greer (33:04):
To get started, and number one is find some way to step back from the business and work on the business. The bigger picture discussion where you’re going check in, I’m a sailor, so it’s like, do you still want to go to the island that you were aiming for? And is the ship actually going the right direction to get you to the island? There’s that pause to think about that. Also, I think that most entrepreneurs, if they have a strategic plan or if they have really strong strategic goals, I coach around a lot, you should be spending at least a couple hours of the best hours of your day working on those strategic goals
Vicki Noethling (33:56):
When your mind is the best.
David Greer (33:57):
Correct. Right? For some people, that’s the last couple hours a day some, it’s the first two come in and for the first two hours you don’t do email. All you do is, or you only do emails that are related to moving the key strategic directions forward. Now of course, if you don’t have any strategic directions, that’s hard. That’s why you got to have some clear goals of where you’re trying to aim for. But then if you have it, you need to be putting in the time. To me, as a CEO and a owner founder, that is the most value that will do the most to move the needle. And the value of your business is if you are focused on the strategic direction and much less on the operational
Vicki Noethling (34:40):
Day
David Greer (34:41):
To day, and depending on stage status of where you’re and how big you are, you may still have to do a lot of operational stuff. But I really challenge them to say, if you have a strategy for the business, then you need to spend time every day. And even if it’s an hour, but it needs to be some decent time where you’re focused on those strategic initiatives, what will make the most difference.
Vicki Noethling (35:05):
Okay, so we got that one.
David Greer (35:10):
Well, those are two. So you got to step back. You need to set goals, and then you need to make sure every day you’re working on strategy. Those are that I’m recommending.
Vicki Noethling (35:22):
That’s perfect. Well, for those in the audience that are just listening, if you haven’t been taking notes, you missed a whole lot of good stuff, but definitely you can rewatch this video to be able to get all those notes again, but quickly go grab a paper and pencil because I’ve got to share my slide that has the contact information for David. The website is coachdjgreer.com. Again, that’s coach D like David, J like James Greer.com, on Facebook, LinkedIn, he and well, Facebook and LinkedIn. You could search his name David Greer, but Facebook is coach DJ Greer. LinkedIn is David Greer, Twitter is DJ Greer, and Instagram is coach DJ Greer. I’m going to turn it over to Coach DJ Greer to be able to tell you what you should look for when you go to the website that might help you, any resources, any way to set up a consultation with him as well as in his social media, the different social medias that he spends the most time in, so you can get the best benefits. It’s all yours.
David Greer (36:42):
Okay. If you visit my website, every single page, I think it’s up on the top left, has my email address and my phone number. I want to make it easy for you to contact me. I want your listeners to know that I offer a free one hour of coaching to anyone that wants it. Just reach out to me. If you’re stuck on something and you want some help, I’m happy to put in an hour, if that seems too daunting to do the outreach and talk together, then Yeah, I wrote my book, Wind In Your Sails, Vital Strategies that Accelerate your Entrepreneurial Growth for entrepreneurs. In fact, I interviewed over 50 and I feature 10 entrepreneur stories. A third of the book is other people’s stories, and I designed it as a reference work. If you’re stuck, if you believe in old fashioned things like a paper book, you can actually look in the index at the topic you’re stuck with and go read somewhere between three and six pages and you’ll have at least a couple ideas to what to do next. And of course, there’s the Kindle and a Nook, and there’s also an audible version. That’s another resource that I specifically put together to be helpful to entrepreneurs on social media. I’m probably most active on Instagram. Instagram and Twitter. And so you can see me there on a pretty regular basis. So come hang out, look forward to meeting you.
Vicki Noethling (38:16):
Awesome. It has been just a pleasure hearing all about how we can, as entrepreneurs really get unstuck to grow our business, to really take it to the next level. You gave wonderful insights and it’s been such a pleasure to get to know you and be able to have a great conversation today.
David Greer (38:38):
Thanks, Vicki.
Vicki Noethling (38:40):
As always, I remind everyone that life is a journey, and it’s up to you to enjoy the ride. This is Vicki Ling signing off.
Announcer (38:48):
Thank you for tuning into the Find Your Leadership Confidence podcast with Vicki Ling, where we share impactful lessons that help you grow as an individual, grow your confidence, and find the positive and good within you so you powerfully and authentically become the best version of yourself. Remember to visit our website at www.findyourleadershipconfidence.com and enjoy even more great episodes like this one. Again, while you’re here, subscribe to us via your favorite network. We look forward to seeing you next time on the Find Your Leadership Confidence Podcast.
