Consultoria com Aluno

[00:00:01]Good morning, everyone; good afternoon, good evening, depending on what time you're watching us. We're here for another consultation with students from the mentorship program. Whether you're one of my students or not, leave a like for this consultation. If you're lost, you don't know what these consultancies mean. Well, when my mentorship students reach a turnover of €1000, they win a consultation with me here on YouTube.

[00:00:27]On YouTube. So, I'll be here doing a consultation with the student, and it's an excellent opportunity, both for you as a student, to learn a little more, and for the person who's here, as they 'll be able to ask me their questions, okay? So I'm going to call Telma up here on stage, whether you're watching live or the recording, you can leave your comments here, and take advantage of the entire consultation to also ask your questions to those who are here with us live or not. If you're watching the recording, leave your question here, and I'll ask the screen to answer you if you have any doubts. And now I'm going to add Telma to the stage. Telma, welcome.

[00:01:14]Hello, welcome. Thanks.

[00:01:16]All good?

[00:01:18]Yes, with you too.

[00:01:19]Everything's going smoothly, everything's going well, everything's going well, everything's going well. Great, Telma, tell us a little bit about your journey, why you got into traffic management, what you wanted to start doing in traffic management, what your career path has been like? Tell me a little bit about it.

[00:01:31]So, I joined the biologists last year, in February, if I'm not mistaken, but then I immediately joined the actor. Okay, I joined that program soon after, but as you know, last year I was practically off for personal reasons, for other reasons.

[00:01:52][snoring] And then I renewed the no, I also decided to renew the accelerator epis at the end of the other past year and I passed well, if it's to be overlooked I have to actually get my hands dirty and so it was and that's it. In short, that was pretty much it. After doing this, I started making money, and quite a lot of it.

[00:02:16]Good. Okay, how are your billing going?

[00:02:19]I'm in the 2000s, and any 2300s, 2400s.

[00:02:22]OK. Excellent. Excellent. Hey Telminha, I'm just asking you to close your WhatsApp, please, because it keeps beeping with notifications, and it might be distracting.

[00:02:33]Perfect. So, let's get to your questions, and as a reminder to the audience, if you have any questions, leave them here in the chat and I'll pass them on to Telma later. OK? Good one, Telminha.

[00:02:46]Send me your questions that you have prepared.

[00:02:50]Okay, I have a few questions prepared. Ready.

[00:02:55]That's what I like.

[00:02:56]Ready. Well, right now, before I came here to do ads, social media, and this digital area, my previous profession was PT, I was a personal trainer. And at the time I decided, I was here, and I thought, look, I'm going to go into the personal training area, I'm going to niche down the personal trainers, I'm going to niche down the gym and studio area. And what's been happening lately is that I have all the clients except PTS.

[00:03:26]OK. And here the question was, I have several, several sectors, I have construction, I have fashion, I have to continue in this more random range or start now that I already have a good range of clients coming to PT, given that it is my business at the design level. Come on, look, I [clearing throat] like PT to start with because you don't have a soul, but I don't think that's going to leave you there for a very simple reason. PT is someone who is a one-person business, is n't it? And everything that's business, I'm talking about studying, I'm talking about gyms, I'm talking about this fitness area.

[00:04:06]Okay, if it's a little bit more geared towards gyms, then I see more sense in it, right? But I see more sense in it now. Well, it 's never a very big deal, it's very unlikely to be that kind of business, unless you partner with a franchise chain or something like that, but it's very unlikely to be a business that will earn you, I don't know, a €1000 profit, for example. It's difficult to fit a lot of services in there. Well, so it 's a business where you can make some money. Alexandra, for example, has grown a lot in that part of the gym. Well, I wouldn't say wow, it's a huge niche, because I don't know how many gyms there are in Portugal.

[00:04:49]A few hundred more, but still a few hundred. Hey, let's think about stands.

[00:04:55]How many stands are there in Portugal?

[00:04:58]Several tens of thousands, probably.

[00:05:01]Yes, yes, yes. and then they work. And I'm just giving the example of the stand; it doesn't mean it's a big business, especially since the type of customers who work at stands are generally a bit problematic, but it's just a matter of comparing the level of business. P, you have the gym, maybe a few hundred, I don't know, a city. Let's do a quick calculation here. Wait a minute, let me do an exercise here. How many cities are there in Portugal? Okay, let's do a quick calculation here.

[00:05:25]How many cities are there? 159 cities, okay?

[00:05:28]Let's imagine, let's be very positive.

[00:05:31]Okay, let's imagine a city has five gyms, okay? On average, 159 x 5, we're talking about 795.

[00:05:42]Oh, but Lisbon might have more Porto. Come on, let's be positive, let's put in 1500, okay? If you have 1% or dominate 1% of a specific market, that's already a lot, right?

[00:05:54]Because then, within those 1500, you have those tiny little gyms with those old machines, packed with students, etc. So, your typical potential audience is 750. Look, if you control 1%, that's 7.5, meaning if you control 2%, that's 15.

[00:06:12]So, you don't have a huge scale, but at the same time you don't have a very high ticket price. So, I'd say it's a kind of average client, but I wouldn't say it's a wow thing, you know?

[00:06:24]Wow, this is it!

[00:06:26]Ah, Luciana, but PT, can I think about an infoproduct? OK. And for me, that's a different story, right? That's a whole other story. If you're going to work with PTS at Infoprutos, then the scale is already enormous. Well, thinking about studios, consider this: there's a limit to the number of people a studio can have inside.

[00:06:44]Exactly.

[00:06:45]And I'm bringing this up for you because this is very important, okay?

[00:06:50]Business knowledge. Oh, they mentioned 100 gyms in Portugal, right? Imagine if you control 1%, that's 14. You can control 1% of a market, that's a lot, right? So, here's something I want to bring up with you all: when we think about a business, if it doesn't have a huge scale, it has to have a large profit margin. So, uh, I don't know, I'm going to work with hair implants, OK? Hair implants – there are far fewer hair implants than in the gym, but each hair implant clinic might pay me 1000, 100. So, if I have 15, well, we're already thinking about €15,000 a month, which somewhat compensates for the lack of scale.

[00:07:36]OK. OK.

[00:07:37]So, this is always the calculation that needs to be done.

[00:07:40]OK.

[00:07:43]Well, the other issue also has a little bit to do with scale.

[00:07:47]So, how do I know when to increase my price? In other words, at this moment we are asking the client for a retainer. How do we know when it's time to change this agreement with future clients, or even with existing ones?

[00:07:59]Yes.

[00:08:01]How did we, how did we arrive at this conclusion? There's no single answer, so I'll be working with average ticket sizes, okay?

[00:08:15]OK. Well, if you already have people working with you, right? When you start having people working with you, you have to aim for an average ticket price, especially if you have two services, an average ticket price of around €400. Okay? Average ticket price.

[00:08:35]OK. Well, we're talking about if you provide two services, say, traffic and networks, for example. OK, now you need to be aiming for an average ticket price. Why? Doing a back-of-the-envelope calculation here, if it costs you to deliver it to that business, then it's a bit more complex, but I'll try to simplify it for you. Well, imagine, when you start to grow, you have to start thinking: how much does it cost me to deliver this service? Because when it's just you, you don't have to do this calculation so much. Why? Because pretty much everything that comes in is for you, isn't it?

[00:09:07]Because you're the only one working. From the moment you start growing, you have to consider the following: "OK, I'm now delivering this service to a few people, to my team. So there's a delivery cost. Your cost when you're alone also exists, which is your salary. But since everything is delivered by just one person, it's easier to do these calculations. When more people come on board, it gets a little more complex, but it's not that complex. The calculation you need to do is: OK, how much does it cost me to deliver this? I'll give you an average, okay? An average, OK? Ah, the traffic manager and network manager, each one will cost you about €100 to deliver. So, that is, if I charge, for example, €500 for my client, and I deliver traffic and redistribution, I know that it will cost me about €200 and I will pay about €100 to the manager, €100." € for traffic, €100 for the network manager, that's going to cost me €200.

[00:10:13]OK, €500 minus €200, €300 is €300 profit, no, because after that €500 I have taxes, I have software expenses, etc. So, that's why I say to aim for an average ticket of around €400.

[00:10:24]If you start aiming for an average ticket, well, that's OK. And why do I say average? Because there are clients who will only have one service and you will charge € 300. For others who will have both, you will charge €500 or €600, okay? So, if Luciano's average ticket, how do I calculate the average ticket? I take my revenue, I take the number of clients, I divide my revenue by the number of clients and that will give me my average ticket.

[00:10:49]OK?

[00:10:50]Hmm, if your average is far from that, it's a sign that it's time. Perhaps you should increase the value of your commission.

[00:10:57]Okay. Okay. Hmm. Any idea how much it is today?

[00:11:03]Uh, it's a little higher. Uh, at the moment I don't have any, I only have one service for each client.

[00:11:12]Okay. That is, I don't have any client who has both services, uh, social media and ads. They all have one. Uh, and the average ticket is probably around 350. The average ticket is around 350 for just one service.

[00:11:28]Uh, at the moment I 'm taking 250 from ads, OK?

[00:11:34]And 450 from social media.

[00:11:38]OK. So, it's the social media that's raising your average ticket, let's say, right?

[00:11:42]Yes, yes.

[00:11:44]Okay, okay, okay. It doesn't seem like there's a problem at first glance.

[00:11:51]Well, the ads should be a little higher, but since I don't, well, it's not what I'm most comfortable with, uh, so no, I don't feel comfortable with that either, because I think I need to trust. In what I'm doing, I'm also asking for a return, let's say. Oh, but think about this: it 's not about your confidence in the value you charge, it's about the return you can give the person.

[00:12:17]Exactly.

[00:12:19]Yes.

[00:12:20]So, be very careful, because that's very much the employee mindset, right? Yes.

[00:12:25]Ah, so it's about the value you deliver, not how comfortable you feel doing something.

[00:12:33]Yes. Right? It's like this: if you advertise and sell a property to someone, even if you don't feel comfortable, selling a property to a real estate consultant, I don't know, earned €10,000.

[00:12:44]So it's not about how comfortable you feel.

[00:12:46]In this case, the client I have, the client I have for ads, is doing quite well; it's an e-commerce business and is selling a lot after starting to advertise.

[00:12:55]Yes.

[00:12:56]Okay, so far so good, actually all the clients are doing well. Hh, another question I had was... It had a little bit to do with Luciano, you were saying that it was me, since I'm alone managing all this, that is, managing the growth part, the operational tasks, uh, when I delegate, what's the first thing I should delegate?

[00:13:19]Social media.

[00:13:22]OK. And why?

[00:13:25]Because [clearing throat] it's what consumes the most of your time?

[00:13:29]First, in terms of time, it's much easier to launch a campaign and monitor a campaign than to define a social media strategy, do design, and track metrics. So then, when you start to grow, your most valuable asset as a business manager is your time, OK? And your time needs to be allocated to the most important things.

[00:13:53]And social media, you might say, Luciano, but social media is what brings me the biggest revenue right now. OK, I agree with you, but it's also what will consume the most time, because then when you start to grow, you'll need time for management. And what is management? Management is training people, it's monitoring business indicators, it's Holding meetings with the team and managing networks consumes a lot of your time. So, generally the order I recommend, okay, that I recommend, is first networks, then traffic, OK?

[00:14:34]And network first for the design part, or networks already deliver, that is, hire social media as part of the strategy, part of everything.

[00:14:43]Ah, generally when we have a small business, we need to hire people who have various skills, who have various capabilities. So the ideal world would be the following, right? We have a social media professional for strategy, one for design, and one to monitor metrics. This would be the ideal world, because they are really different skills, but in the beginning we have to hire Swiss Army knives. So it will be someone who will do everything, okay? Who will do everything.

[00:15:21]OK? So you will be someone who will think about the strategy, develop the design, and monitor the metrics.

[00:15:28]Of course, the person will be a little better at one thing or another, okay? Uh, but that's part of it.

[00:15:36]OK. Let's see what the next question was.

[00:15:39][snoring] Ah, I know. HH in terms of positioning, what So, what do you consider to be the strongest positioning for growth? And working with, for example, Shilits, which is the brand I created, or creating a personal brand, or working on a personal brand, sorry.

[00:15:59]Oh, Anders, that 's a good question.

[00:16:02]I think you don't have to choose one or the other, okay? I don't think you need to say, "Oh, I'll either do one or the other." I think your personal brand will require more content than an agency brand, for example.

[00:16:21]Exactly.

[00:16:22]Okay? So, thinking about pure content, you'll have more content in your personal brand and some occasionally in the agency, but when you present yourself and when you sell the service, it's important that you sell the idea that it's being delivered by the agency. Why?

[00:16:43]Because if you create the relationship of "this is being delivered by Telma" and " you're hiring Telma," later on when you want to put together a team it's more complicated.

[00:16:55]So if you can start now... Selling as if you're looking at Lucir, but it's me, done, OK, no problem. You sell as an agency, you don't have to say it's my team, they're different things, you don't have to include it, it's delivered by the agency.

[00:17:09]Perfect. It's just you, you're the one in contact with the client, you're the one who develops, etc. So, sell as an agency, generate traffic as an agency, uh, do everything as if it were an agency. In your personal brand, you'll want content, then at the agency you put " managed by Telma" or "CEO Telma" and then on your Instagram profile you put " Telma and owner of agency X". There you go, to see this relationship. Otherwise, I would do it that way.

[00:17:38]OK. Uh, OK. That was the other part, that is, when is it, even, if you want to transform Shiladits into a company and not just self-employment, what will be the next three steps?

[00:17:54]Repeat, please.

[00:17:56]If I wanted to transform Shiladits into a company, that is, and not self-employment, that is, As a freelancer, what are the next three steps I need to take to become, I mean, to build a company?

[00:18:08]In other words, when does it make sense to be a company and not continue as a freelancer?

[00:18:14]You're talking about it from an accounting point of view or from a positioning point of view. [snoring] I think it's like this: if you want to position yourself as an agency, all your ads have to be for the agency, all your presentation has to be for the agency, all your contact with the client has to be positioned as if it were an agency.

[00:18:39]And from there, it starts to become in the clients' minds that it's an agency.

[00:18:46]Period. There's not much more to it. The difference between being perceived as a freelancer or as an agency has everything to do with my communication. So, you 'll never communicate, "Look, Telma, they're hiring Telma," or "I work this way." No, our agency works this way. OK.

[00:19:08]Our agency will develop your plan to be for our agency. Our agency. Our agency.

[00:19:13]OK. OK. OK. Okay. H. Another question is, an opportunity arose with a client who even proposed a partnership, that is, for him to be the investing partner, that is, for him to invest capital and together we open the agency company. How do I assess whether this person has the profile to add value to the company, right, the future company, without just contributing capital? Great. It's like this: there are partners with, let's say, different objectives. There are partners who will contribute over time, that is, they will contribute their time, and partners who will contribute capital.

[00:20:01]Okay, perfect. So the question is, will he only contribute capital? Right, right, right. He obviously already has some experience, since he has several companies, he already has some management skills, which I don't have, right? And that's also something he can add. And how can I know how I can assess this?

[00:20:26]Great.

[00:20:28]So, honest questions, do we have values on the table, Telma?

[00:20:33]Yes. And Regarding capital, he's putting in 5,000.

[00:20:38]5,000 at what rate? What percentage?

[00:20:41]Uh, 35.

[00:20:42]35. Oh, let's do some simple calculations, okay? He's going to put in 5,000 at 35%. Great.

[00:20:50]Let's imagine you're growing, okay? Uh, and in the space of a year, okay? You 're making €5,000 a month. OK? So, let's imagine in a year that you make €5,000 a month, right? Great. Uh, and that you take, I don't know, literally into your pocket, okay? Uh, €500. OK?

[00:21:18]Every month you manage to take out an average of €500. That means that at the end of the year you put €6,000 in your pocket.

[00:21:25]Okay? If it's 35%, it means that at the end of that year it's practically halved. It practically falls by half.

[00:21:36]So it's So, 5000 for 35% seems like a very small amount for a very large percentage for someone who's going to be involved.

[00:21:46]And what's the agreement? Will he always be a partner or is it for a period of time? And the idea is to always be a partner. Yes.

[00:21:54]You're giving away 35% of your business, your time, for only €5000.

[00:22:00]OK.

[00:22:01]Yes.

[00:22:03]If you told me: "No, no, Luciano, he's going to be my mentor." "I believe I'll go 10 times further than I would on my own." OK. That's a different story.

[00:22:13]Because that's what I really wanted to understand.

[00:22:15]But that's always an unknown. It requires a lot of trust because you're literally handing over 35% of everything you're going to do to him.

[00:22:32]OK.

[00:22:33]35% is peanuts for someone who isn't going to work and is only going to put in €5,000.

[00:22:40]OK. It would make sense if the capital was different.

[00:22:44]No, imagine. Oh, no. I'm going to invest € 50,000 here. I trust you. We'll hire people, we'll buy traffic, we'll set up an office. I believe this is the way to go, etc. No.

[00:22:55]OK. Now €5,000. €5,000 is nothing.

[00:23:01]I think, there you go, I thought small.

[00:23:03]What I thought was €5,000 is enough to open the company, the costs of the share capital, the day-to-day costs, and for a year it's not enough for anything. You hire an employee and it's all over in six months.

[00:23:16]Exactly.

[00:23:19]That's a huge percentage for such a small amount and for someone who won't actually work.

[00:23:25]OK.

[00:23:25]If he said, "No, I'll do 35%, but I'll be with you every day." I 'm a great salesman, by the way. You generate leads, this will double.

[00:23:33]OK, not now. I'll just tell you, I'll put in 35% and only €5,000. The thing is, mentoring is very relative, isn't it?

[00:23:41]Exactly.

[00:23:42]Oh, I'll reply to your WhatsApp message, dude, for 35%, damn it.

[00:23:48]OK. It does n't seem that way at first glance. Obviously, I don't know the person, I don't know their expertise, but it seems like a very small amount for such a large percentage and for someone who isn't going to get their hands dirty, because when you're small, unless you're talking about a traditional business, right? Oh no, I own a factory. I'll never have the money to open that factory.

[00:24:14]OK. I need someone who will consume a large percentage. But man, without this person I can't do it because I can't get a loan from the bank. I have no capital, and my parents are not rich. Pa, pa, pa. Okay, now seriously, 5,000.

[00:24:26]If you keep going at the pace you're at, you'll reach that value in 6 or 7 months of billing.

[00:24:34]That's the goal, that's the goal for the end of the year, 5 to 7.

[00:24:38]If you have a 30% margin in your agency, 5000 will arrive quickly.

[00:24:45]OK. It doesn't seem like a great proposal to me.

[00:24:47]That idea that people arrive faster than one, right? Basically, it's better to have a little of a lot than a lot of nothing. Sure, but 35% because I agree with you, but 35% because I don't work.

[00:25:02]Yes, I received it, it does n't seem like much, no.

[00:25:08]Yes, I realized that's what you wanted, so it makes sense thinking from that perspective, it makes perfect sense. Okay. Ah, OK. The next question was: if I have to invest in new knowledge, what would make the most sense to achieve scalability once again? Artificial intelligence?

[00:25:25]So, what knowledge should I delve deeper into to bring more value, so to speak?

[00:25:33]Listen, Telma, right now you need to, OK, maybe learn how to deliver other services, okay? This could potentially increase your average order value even further. It was in that case, maybe yes. I don't know, I'm going to learn how to develop websites, learning pages, customer service via email—those are possibilities.

[00:26:01]But my experience tells me this: what separates someone from the "how much is it?" barrier? 2300.

[00:26:12]Yes, on average. Yes, yes, yes, yes.

[00:26:15]2,300 out of 5,000 are commercial.

[00:26:19]Okay, commercially speaking, because honestly, you can, imagine you doubling, in practice, let's think practically, to double what you need to do, what you invoice, you only need one thing, double the number of clients.

[00:26:36]If you provide the exact same services to twice the number of clients you have, your revenue doubles, right?

[00:26:46]Okay, mate, the commercial, you're gonna hit that part, right?

[00:26:51]Exactly. I knew, I know the students, they start trying to escape what they were going to be doing by learning other things, [laughs] because I had, well, I don't know if it's luck, I do n't know if it's also my way of talking to people, people, all the clients, it was what I said at the beginning, I started to take this series at the beginning of this year, more or less at the end of January, and I closed with NASA, maybe in less than two months, three at most, I closed seven clients, right? I went from zero to 2300, of course, in two or three months. Ready. Uh-huh. And that was all, in other words, it was all in person, meaning I've never done that part they tell you to do, like calling, doing the in- person headshot part, and then the first clients started to like my work and started recommending me, and with that came other clients.

[00:27:51]Ready. I even realized that I really enjoyed this commercial aspect, this part of talking to people, helping them and seeing what was good for them. In other words, all of this came a little bit with the fact that I was also going to do this, which is because I also have little time, it's because of my little one. If I had 5 hours a week, where would I look, where should I invest my time to gain new clients? Perfection, right?

[00:28:21]Take a little bit of that money you 're earning and invest it in traffic.

[00:28:26]OK.

[00:28:28]Get a basic understanding of CRM, but don't think, "I'm going to study CRM, not generate traffic, and learn CRM through the process." He handles the commercial side of things perfectly.

[00:28:38]OK. Now starting to prospect more, what is needed from 2300 to 5000, 6000, 10,000? It's a constant commercial process. And that. And my question here is: should I go for pure prospecting, or since I'm comfortable with one-on-one prospecting, should I start doing in- person prospecting?

[00:29:04]I think you're having to choose one thing or another unnecessarily.

[00:29:09]OK.

[00:29:10]Because imagine this: you're doing a one-on-one in- person meeting and your ads are running. OK.

[00:29:16]And keep comparing.

[00:29:19]Oh, but online meetings might steal time from my sales work. Yes, but distribute the two and see which one converts better.

[00:29:28]Oh, there's no reason for you to have to be in just one, because sometimes imagine, oh no, I'm not going to do the in-person part and I'm just going to do the ads, and you're there for a month and it doesn't develop that well, and then you go to the sales part and boom, it goes well. You wasted a month for nothing, go for two and get a feel for it.

[00:29:48]OK? It doesn't have to be one or the other. It's the same as the question of one's personal brand. It doesn't have to be one or the other. Sometimes we have a bit of that black-or-white view, right? It doesn't have to be one or the other. OK. Well, of course, I'm not talking about achieving perfection in five different ways, I'm talking about two. It is good too?

[00:30:08]OK. In other words, it's effectively about putting time on the agenda.

[00:30:14]For example, I now also know that I made a mistake that most people think, that is, I started to feel a bit overwhelmed in terms of clients and instead of immediately not. And then I finished, uh, for this part, Rutzita even said: "No, continue with the commercial, continue doing another one."

[00:30:35]Ruth went through this, don't worry.

[00:30:40]And that's it, I stopped because I felt, look, if I'm not, if I feel, like, in delivering on the clients I have now, how am I going to close more deals?

[00:30:50]But that's a flawed line of reasoning. That's how an employee thinks. You think of everything, I'll solve it, but no.

[00:30:56]Exactly. It's about delegating. Yes. Do you understand? You've got the deal. This is a personal thought, and I want to share it with you all. You always think when you have the brains to function. And once again, it's a normal process.

[00:31:09]You always think: "Oh, if I do this, how am I going to do it?" It's not the head, it's not that one. The thought process is: "Okay, how can I assemble a team that will deliver this?"

[00:31:20]And I'm going to say this 3, 10, 20 times until it gets into the dear little heads of my students. [laughs] OK? Well, normally these people are around the same age as me, meaning, in the 2000s or 2300s, what opportunities do we sometimes have that we don't see?

[00:31:40]Ah, look, opportunities to sell more services to the clients you already have.

[00:31:47]So, have you already exhausted all possibilities with the clients you have? Have you ever tried selling a landing page, email marketing, or a website to your existing customers? Is it for those who have traffic to sell networks, or for those who have networks to sell traffic? This is an opportunity that usually allows you to leverage an attractive average ticket price or sometimes a specific service. Everything's fine. Ah, does this client need lead generation? OK, I can subcontract someone and earn a little extra from the lead generation. This will also lead to better content. By providing better content, it facilitates network management, the possibility.

[00:32:21]Well, about what you already said, why do n't people see it? They're fading from the commercial, okay? They leave that behind.

[00:32:29]Well, and most importantly, what is it that people don't see?

[00:32:35]Hiring and delegating isn't rocket science. We have a lot of things, a lot of preconceived notions in our heads about hiring. The thing is, when we think about hiring, what do we usually think about when we've never hired anyone before? A contract.

[00:32:51]Ah, the person will have a contract for I don't know how long.

[00:32:54]Well, and if I can't get a client, I'll still have that expense.

[00:32:59]Exactly.

[00:33:00]Yes, that's what often holds us back. That's a silly thought, okay? Well, that 's not how things work in practice. That 's not how things work in practice. So, Telma, these are some very common points I see for someone at your billing level, okay?

[00:33:19]In other words, when it is and it's much more, and here's a message, Telma, sorry to interrupt you, here 's a message mainly for mothers, okay? For mothers. Mothers are very much like, what happens is the fact, for example, you have a daughter or a son and you take care of him alone, right?

[00:33:39]Yes, without realizing it, you've been training yourself to believe that there are no problems I can't solve, so give it to me and I'll solve it. Give it to me, I'll take care of it. But this also creates something else in our minds, another addiction, which is that nobody will do it as well as I can.

[00:33:56]This creates a problem of distrust when it comes to bequeathing.

[00:34:00]So, in other words, there are other areas of life where I see this pattern, okay? I don't see it as often; men are more assertive in that regard. I don't know if it's due to social or biological habits, I can't explain why, but I see this behavior very commonly, and I'm bringing it up because I understand your situation.

[00:34:15]Ah, you have to be very careful about thoughts like "I don't trust them," or "I think it won't be done as well as I'd like," or "I'm afraid the person won't do it well and I'll lose clients."

[00:34:24]You have to let go because that's the only way, there's no other.

[00:34:30]Well, there's one thing that I think is a flaw, but at the same time a quality, which is that I approach the client's business as if it were my own.

[00:34:38]So, I often want to deliver results to the client based on their life story, what they've been through, their dreams—in other words, not in the same way that I want to grow my business, but in the same way that our clients feel the same urgency, right? They also want to grow their businesses, and I always have an affinity with them, and then I live so much off their business that they want to hand over their baby, so to speak, to other people, which also makes me hesitant. Go ahead, but I know you're right, I know that I'm there to deliver the quality to them, I have to delegate. And that.

[00:35:10]No, there's no problem with you having that principle of wanting to get a feel for the clients' business. Uh, uh, no, no problem. Okay? Well, what you'll need to do is bring this into your company culture, to the people you hire. This is what you're going to get.

[00:35:28]Oh, Luciano, but that's difficult. Yes, the business has grown, it has its challenges, and that's okay.

[00:35:34]Yes.

[00:35:34]But now look, you gave Telma a year, almost two years of learning, and sometimes we want someone to come to our company and in a month already be doing everything like we did. You took two years.

[00:35:45]So we also have to have that patience, right, to train people, etc. Everyone has to want to learn, but then, well, we get into other hiring topics, but that's it.

[00:35:56]OK. Well, in terms of time, or rather, time management, and a little bit on the subject you mentioned, I have, you know, since I have a little baby, my Dinis, and my useful time is from 9 am to 5 pm, how do I manage my time, what percentage should be allocated to each part, let's say, of the business – deliveries, meetings, prospecting, content production – in terms of percentage, where and how should you do it, let's say?

[00:36:30]Ah, well, I can't give you advice on managing time with children, okay? Because, as far as I know, I'm not a father, so I don't have much to give you in terms of advice. But if I had to give advice about thinking about the 9-to-5 workday, well, I'd say that at least 50% or 1/3 of your time shouldn't be allocated to prospecting.

[00:36:58]OK, we have a [laughs] and thinking in this sense, it doesn't mean the day has to be split up. Sometimes it can be the day of the week split.

[00:37:11]So, I don't know, for me Monday is just about prospecting, it's another path. It doesn't mean you have to do the same thing every day. Sometimes you might say, "No, this day of the week X is for perfection." I interviewed André Guerreiro on the podcast, and he said the following: "Look, Monday and Tuesday are prospecting days for me.

[00:37:27]All day long, at the end of the day, I work with clients, and Wednesday, Thursday, and Friday I deliver things. Now, Monday and Tuesday are sacred days for in-person visits. It's one way.

[00:37:39]OK.

[00:37:40]OK.

[00:37:43]Or you divide all days by hours. There are two possibilities. It's like training.

[00:37:49]So, Chico.

[00:37:51]Uh, in terms of, and another question that I think, and it's the last one I think I have, uh, in terms of Instagram, social media, that is, what is the main reason someone wouldn't hire us if they saw our social media?

[00:38:08]Look, uh, not having client case studies.

[00:38:13]I think it's very important to have client case studies. The person goes there, they can see, okay, but they create content here and so on, uh, but I haven't seen any, okay? That could be a possibility.

[00:38:24]Social proof, that's it.

[00:38:27]Social proof, like results, screenshots of clients, even if they are yours." Highlights on Instagram, for example, right? Uh, it has to be there. So, maybe the person will get there. Sometimes people approach me saying, "Oh, I'm a video editor and stuff, what do you think about hiring my services?" I go there and the person doesn't have any examples of edited videos.

[00:38:48]So, I think your case studies and work are important. Uh, Telma doesn't exist as a person, so I think some content of yours should exist, because there are always those fears of scams, of the person disappearing, etc. So, having a video of you on social media, not an image generated by you-know-what, is important for clients to gain confidence and agree to talk to you.

[00:39:17]Uh, and I think it's a bit like that, that Telma is present in video.

[00:39:26]OK. Another thing that's not happening is that. I think it's very important.

[00:39:30]I think it's very important.

[00:39:32]Yes. It's, it's, it's that kind of story, It's like, like with personal training, if we say that a person needs to train and we don't train ourselves, like, " Yes, exactly, exactly." It does n't mean that someone, I don't know, overweight, can't be a great personal trainer. They might be, but that person, to prove it, might even be a better personal trainer than someone who isn't actually a personal trainer, effectively a thin personal trainer. Okay, but it's different. Yes. They can, but my barrier to proving that is much higher.

[00:40:07]That's it, that's it.

[00:40:07]So, if I can make my life easier, all the better.

[00:40:12]OK. Let's see if I have any more questions here, I had several, uh, that I already asked about in the personal brand section, about time delegation too.

[00:40:38]Wait a minute.

[00:40:44]OK. But anyway, there aren't any. But very briefly, now here, probably the next step, although Ru also said this, I think it's this, is to delegate, then by delegating they are investing in sales and so on. Yes, I think if you lack time for delegation, in this Right now, you can, for example, hire a first person for a few clients. You delegate one, two, three clients, and you start to understand an important warning. In the beginning, it won't free up your time; it will steal more of your time, especially at the beginning, because you have to hire, you have to explain things to people, you'll have a lot of insecurities, so you'll want to see the posts they make, you'll want to be very involved. So, for the first month or two, it won't free up your time; in fact, it will consume a little more of it, but it's a necessary step.

[00:41:32]Okay?

[00:41:32]It's a necessary step that requires freeing up time so you can start having time for other things. Yes, because right now, as I feel I don't have time for the delivery part, nor the operational part, I end up leaving more important things like prospecting behind.

[00:41:50]Yes, yes.

[00:41:52]But even when you're hiring, having the person attentive for at least a little while, an hour a day on average, is very important for prospecting, Telma. Very important, very. That's really important.

[00:42:06]OK.

[00:42:08]Okay, okay. I think I've already cleared up all my doubts.

[00:42:17]Good, good, good, good, Telminha. Thank you.

[00:42:21]Thank you. I appreciate your time.

[00:42:23]Congratulations again on your achievements and on to 5000 now.

[00:42:28]To five or seven.

[00:42:30]Ready.

[00:42:31][laughs] Good, good, good, good. That's right, Telminha.

[00:42:35]Thank you very much for your time. Okay.

[00:42:37]Thank you, Luciano. Thank you.

[00:42:40]A little kiss. A little kiss. A little kiss.

[00:42:41]A little kiss.

[00:42:43]Good group. Thank you very much for your presence here too. And if you've already reached €1000 in revenue and you're my student and have n't had a consultation with me, tell me I'm navigating and ask to schedule the consultation because you're entitled to it, and when you reach €1000 please ask for the consultation so I can help you take the next steps. I hope you've already left your like.

[00:43:02]If you haven't If you leave a like, you know, meta will curse you with a 7-year account ban. So leave your like just in case. If it's true, you've already guaranteed yourself a place in heaven. If it's a lie, well, at least you left your like, okay, guys? Very good.

[00:43:17]I did three days of consultations here. You can find several consultations with students on my YouTube channel. So, you can see other consultations that can help you too, okay? And I'll see you soon. Kisses and hugs to you all and good luck to Portugal in a little while.

[00:43:32]Bye.