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What you’ll learn in this episode:
If your business feels heavier than it should — like you’re doing a lot but not seeing the level of growth you expect — this episode is for you. In this conversation, I break down one of the most overlooked growth strategies: what to stop doing. Because in established businesses, growth doesn’t always come from adding more — it often comes from removing what’s no longer serving you. This episode is part of a special series where I’m walking you through the highest-leverage ways to simplify your business and grow your revenue without doing more.
In this episode, you’ll learn:
- Why adding more offers, content, or strategies can actually slow your growth
- The most common low-leverage behaviors (and how to recognize them in your business)
- How over-posting, over-customizing, over-explaining, and over-building create hidden complexity
- A simple way to audit your effort versus return and identify what’s actually driving revenue
- What to focus on instead so you can grow faster with less effort
This Episode Is Part of a Series:
In this high-leverage growth series, I’m guiding you through the most impactful ways to simplify your business and increase revenue with more ease. If you missed Lever #1 (The Buyer Moment), Lever #2 (Your Offer as a Profit Lever), Lever #3 (Existing Proximity), Lever #4 (Strategic Partnerships), or Lever #5 (Messaging as a Signal), I recommend going back and listening — these episodes are designed to stack and build on one another.
Mentioned in this episode:
What to Stop Doing If You Want to Grow Faster Worksheet
Work/Connect with me:
Jessica Miller (00:01.87)
Hello everyone and welcome back to this week’s episode of the It’s Your Offer podcast. I’m so excited to be here today to talk to you about something that doesn’t get talked about enough when it comes to growth. And you know on this podcast, we are talking about growth all day long and not just any growth. We’re talking about simple, efficient, powerful growth where you can do less and make a whole lot more money and a whole lot more impact with your business and with the gifts that you have in the
world. I want to talk about something, as I mentioned, that people don’t talk about enough. And that is what to stop doing. When we think of growth, we think of all the things that we can add, that we can do more of. But most business owners, they don’t have a problem adding things. They don’t have a problem thinking this idea that doing more actually leads to better outcomes. And as a result, what many of them actually have is like an accumulation problem.
They’re doing all the things in the name of growth, but actually instead of speeding up the results that they want, it’s actually slowing them down. They’ve added things like more offers, more content, more platforms, more ideas, more things to manage, all the things. And at some point, all of it starts to just really slow them down. It starts to slow you down. Growth doesn’t always come from doing more. In fact, in this world, in this corner of the airwaves,
we actually talk about how it comes from doing a few intentional things really well and actually needing to do fewer things. And in that same vein, growth often comes from removing what is not working. It is leaning into the stuff that is working for you and actually doing that better versus doing more. We are in the middle of a high-leverage growth series. And if you have been following this series,
we’ve been talking about this idea of leveraging the things in your business that not only help you grow faster, but they help you make more money that you keep in the form of profit. So we talked about a variety of things during the series, and I really recommend if you haven’t listened to it, no worries, go back and check it out though, because every single one of these high-leverage points that we’re talking about so that you can grow with ease actually builds on each other. So we talked about
Jessica Miller (02:25.816)
finding the right buyer moment as a leverage point in your business. We talked about having an offer that is on point. It is a hell yes offer and it’s clear and it’s made for somebody very specific that they recognize. We talked about existing proximity in your business and the people and the assets that are in that are your lowest hanging fruit and the easiest places to convert people into paying clients. We talked about strategic partnerships and how
borrowing that trust from people and leveraging that know, like, and trust factor from people that are strategically partnered with you is really, really powerful. We also talked about what you say in your messaging, not as this, you know, megaphone, but actually as a signal to your right buyer, to the person who’s looking for you, as a way to call them in. It’s like a homing device. All of those things are about doing the right things. And sometimes,
that means doing less things. Today, we’re gonna talk about something just as important, and that is stopping doing the wrong things. It’s about subtraction as a strategy for success. So I wanna just kinda take a pause here, and I wanna tell you, first of all, I’m gonna have something to walk you through this later on in the episode, so stick with me, because we’re actually gonna work through what this looks like in your business. And I want to
just dig in one step deeper to make you understand why adding more stops growth. And first of all, it sounds counterintuitive. And when people hear it, they’re like, I kind of like the way that sounds. But I want to really dig into, like, why is this true? Why is this the way we should be thinking as business owners if we want to simplify our life and grow faster? So this concept of more is not better
comes from this place of, and you can think about this in any part of your life or in your business. Think about the times where you tried to do a lot of things. You had a jammed calendar. You were trying to talk to seven people at the same time. Your kids are talking from both sides of your mouth and you’re trying to listen to what they’re telling you. It is very, very difficult. There is tons of research around multitasking and doing lots of things.
Jessica Miller (04:48.918)
and whether or not you can do them well. And the answer is you can’t. You have limited energy, you have a limited focus. And when you try to spread that all over the place, you end up doing a lot of things mediocre and not very many of them well. In this corner of the world, well is king. It is, you know, doing it better, doing it well, doing it optimally is where it is at. Because when you do that for every ounce of energy, money,
that you put in, you get times more, there’s a bigger ROI in doing something really well. When we try to spread ourselves so thin, we actually dilute what’s happening. And when we think about trying to do more, when we try to do a lot of things like that, what ends up getting pinched is our focus. We dilute and fracture that focus. And when we do that, we don’t have as much leverage. So more often creates things like decision fatigue, we can’t,
we’re making decisions all the time. We’re trying to keep all these balls in the air. It’s exhausting. Inconsistency, because we can’t hold up these things forever and we end up dropping these balls. We also get operational drag because things are super, super inefficient. So every time you add something, you are also adding complexity. It’s not just a work stream. You know, we’ve seen this, you know, when we think about, just like launch the offer. And then you realize like, it’s not just about throwing something out there.
Like even if you think you’re just gonna do that quickly, all of the work streams, all of the decisions, all the people, all of the stuff that has to happen to make that even get off the ground, never mind do it well, is so much harder. And as a result, complexity is really expensive. It is expensive financially and it’s expensive energetically and in your sanity. Complexity also, it’s like that little devil, let me tell you, because it feels productive.
It feels like you’re going somewhere. But intentionality and simplicity is what creates profit. When you do things and you can leverage it, you can create more by doing less, less inputs, less decisions, less fracturing your energy, you get more out of the backend. And because you can hold the inputs constant, guess what? That delta gets bigger and you get to keep more of that money and that time and that energy. So that is what I’m talking about here.
Jessica Miller (07:11.288)
There are four common, what I call like low-leverage behaviors, like things that we need to stop doing and subtracting out of our life as a high-leverage CEO. Somebody who wants to have high-leverage growth needs to subtract these things out of their business. Because these things feel productive, but it’s actually not moving you closer to the result you want. And it’s not helping you grow more quickly.
So I will give you some examples of what that looks like. The first thing is what I like to refer to as like over creating, over posting, like over-contenting. There is this badge of honor that we wear as business owners when it comes to like pushing things out of our business. And by content, I mean, you have to create something that you push out into the marketplace, push out to people, okay?
It looks like constant content creation. It looks like trying to stay consistent and not being able to do that. It feels like constantly feeling like you are behind the eight ball of being visible. We feel like in order to grow, we have to have this huge volume of stuff that we are pushing out. And we’ve heard this so many times, like show up everywhere, like do all the things, right?
Make sure you have like posts on this and blogs over here and you got your newsletter and you’re doing your speaking gig. It is this constant content barrage. And if you’re honest, it is so difficult to do that. Never mind create it constantly being on the hamster wheel, but also pushing it out like logistically and practically like actually getting it out onto these platforms. The truth is you don’t need more content.
You need clearer content. You need content that is on point. You need to tailor what you’re saying and what you’re doing to some of these levers that we talked about before. Things like saying the things to the buyer in the moment that they are ready to buy. The person who is bought in and looking for you. What do you need to say to them? You don’t need to say everything. You need to say something specific to that person.
Jessica Miller (09:36.631)
and you need to message to them in a clear way. That is a lever in your business. We talked about it in another episode. That should reduce volume. When you do that on point, you don’t need to be saying all the things all the time, talking about everything, right? It’s using your words for your right person and the positioning and the messaging around that to be on point. Everything that comes out is strategically created for this person. No more over-contenting.
It’s actually contenting exactly where you need it and only that. It’s going to the places where your buyers are and talking there about the things they care about and not about everything all the time. It is not a megaphone. It is an intentional focused message that cuts through the noise, okay? Let me give you an example of what I mean by this. Pretend you’re a marketing agency, okay? And you are out there
trying to post on LinkedIn five days a week. There are people that I have talked with, just had a conversation with somebody this week about this. There was a woman-owned marketing agency. She has constant content, I want to say Constant Contact because we’ve all used that. Constant content going out, tips, frameworks, ideas, all the things, all of it good. I am not here to suggest that like what she was saying wasn’t good. But when we looked a lot
closer at what she was doing, none of it was anchored in a specific buyer moment or a clear offer. Meaning if this person walked in and they knew exactly what they wanted and they’re just looking for you, what would you say to them? Would you be saying all of these things? No. And what was happening was she was trying to generate engagement and she was doing that through volume. And so she’s saying all these things, but what it wasn’t creating
were conversions. And we all know when it comes to growth, all roads lead to the sale. Like that is where it is, the conversion to the sale. So she was working really, really hard to stay visible, but she was not making it easier for her right person to say yes to her. And therefore she’s over-efforting around all this content. It’s robbing her of a ton of time. She had people like helping her create it, but even then you’re still in it, right? She did not need more content. She needed clearer
Jessica Miller (12:01.13)
on-point content and she needed a lot less of it. That is an example of over-contenting, feeling like I need to sort of drum up this momentum and I need to do this in a volume game. It’s not a volume game, it’s a quality game. And the less you do with high quality, the less you need to lift. And that is what it’s really about. The next place that I see this where people need to dial this down, subtract this, is in over-customizing, over-customizing. So what does this look like?
This looks like every client that comes in is getting a different experience. They’re either like coming into your onboarding process, it’s totally different. You’re like baking and negotiating different contracts all over the place and not just like tweaking the contract, but what are you offering them, right? You’re baking bread every single time. You have constant scope shift. Who is guilty of this? I definitely was.
It’s like, oh, this person needs this, so I’m going to change this. And then I have to change my contract. And then I have to do all these things. The back end of your business becomes super complicated because you’re not putting people into a streamlined process anymore. Offers feel like quote unquote, like they’re sort of flexible in a very costly way. So maybe you have a $5,000 program, but now like this person maybe doesn’t want that. So now you’re only charging $2,500. You know, you start to get into this like
again, negotiating place. So you’re not delivering value in this way, right? You’re not standing for something and showing the value of what it means to buy that thing to get the result people want. You’re creating inefficiency because you’re constantly needing to shape shift to everybody’s whim and to what they want because you’re not standing in your value. And the way that you do that is around having clear offers
and you’re reducing the customization and you’re getting clear on who is buying this thing, what do they need, what is that solution, and you are committing and owning it. It does not mean that there is no flex in the delivery. There could be flex, there’s a standard deviation of that. But for the most part, everything is locked in because it is clear what your solution is to a problem of the buyer that you are clear on. So here’s an example that is near and dear because
Jessica Miller (14:24.314)
I was a coach and I’m a consultant now and I talk with a lot of people, but I see this all the time and I see it a lot with coaches and consultants. So I worked with a business coach who had strong demand. Like people were always saying yes to them, but every client engagement felt different. They were constantly being pulled in all of these different directions, different scopes, different cadence, different deliverables, different pricing. You know, their accountant was probably like pulling their hair out like,
what are all of these things? And therefore they couldn’t really nail anything down. So even though the revenue was coming in, everything felt really heavy because you’re constantly needing to lift this, right? This over-customization requires you to like break the things that you have made and remake them. I mean, think about this just from the perspective of you have a contract that talks about what your offer is. If you change that, you need to go back into the nitty gritty of that and now change that up.
and then your welcome email doesn’t jive. And then the packaging of the thing on the back end doesn’t and the time commitment change. I mean, we could go on and on with the different work streams. So she was constantly recalibrating, adjusting, managing expectations, like negotiating, even convincing people because it was shifting all over. And then what we realized is like, she’s not exhausted because she has a capacity issue. People are coming in and she’s making money.
But what she really needed was something clear and valuable. And the offer wasn’t defined enough to create this consistency in her business that streamlined all of that backend work and all the energy that needed to come out. Because the other thing is that when you customize everything, the messaging gets really messy, right? You’re not talking about the same thing to everybody. You’re fracturing that message and fracturing what’s going on. So it’s a very big lift.
delivering more value by customizing. And I think that’s a part that people get wrong a lot of times. They think, if I just make this perfect for everyone, it’s actually going to be more valuable. But actually what’s more valuable is the thing that you know that’s going to help them get what they want. And those results, doubling down on that and making it simple, both for them and you so that they know what they’re buying. It’s clear and they can say yes to it. And you’re dialing down all the complexity, both on the intake
Jessica Miller (16:49.428)
and the back end of your business so that things run smoothly and it’s like the million-dollar word, more profitably, okay? The third area which kind of dovetails with this, I was just alluding to this, is over-explaining, over-explaining. Like when you need to over-explain and you’re doing that, it’s robbing you of your energy, okay? It results in a lot of inefficiency in your business. When we stop over-explaining, when we stop
dragging this out. So things that come out of over-explaining are long sales conversations, needing to repeat yourself, needing to convince people, clarifying constantly, just feeling like you’re pushing this boulder uphill and it takes a lot of effort and it’s not highly
convertible, right? The conversion rate goes down because people are confused and you’ve heard this, Don Miller says this all the time, confuse you lose. It’s true. You want it simple, you want it clear
and you wanna move forward. And so over-explaining is usually a signal that something isn’t clear upstream. When you feel like you are pushing, it is because it’s not clear. And when we talked about this in a previous episode, as far as one of our levers and the fact that messaging is a signal, when you have your right buyer and you are clear in your messaging, you’re not over-explaining, it is a signal to the person who is waiting to hear that. It’s like a lock and key.
And so if you’re over-explaining things, you are not signaling clearly. And people can’t hear that, it’s noisy, it’s unclear. When you get on point and you make your messaging simpler, you make it on point, you don’t have to over-explain. And we see this a lot. I see this a lot with my brick-and-mortar clients. And I’ll give you an example for one of my med spa clients. This shows up a lot of the time in consultations, people will come in.
You’ll get a lot of phone calls from people. They’ll be asking a million questions because it’s not clear about, you know, what do they buy when they come in and that sort of thing. So an example of this was I was working with a med spa owner who told me that she was having these consultations that were really, really long and people weren’t converting and they felt like they weren’t getting it, that she couldn’t get them over the line and they weren’t coming in with a clear understanding of things. So this was kind of happening everywhere, but it was
Jessica Miller (19:09.528)
specifically happening at the sales conversation. So she was walking clients through all the treatment options. She was explaining all the differences. She was answering a lot of questions, but she’s like, you know, at the end of the day, people would just say like, okay, I have to think about it. And how many people have had this like, let me think about it. Let me do this thing before I can say yes to you. It’s like this barrage of information, like all of this explaining actually raises objections.
You know, one of the best things you can do in a sales conversation is keep it simple and locked in and then shut up. You know what I mean? So all this over-explaining was actually like raising these objections. And when we looked closer, you know, again, the issue wasn’t that like people weren’t coming in. It wasn’t a lead-gen problem. It was really about there was no clear client journey. There was no clear understanding of this is my client and this is the
journey that they need to walk through in order to get to the sale and what do I need to tell them and how do I need to structure this conversation so that they will easily convert and not be in this place of over-explaining. Offering all the options is not a good sales strategy. Again, when you confuse people, they opt out. So she was offering all of these options instead of giving them a clear direction. And this is so important with pretty much everybody. But again, I see this
often where we’re giving all these options, we’re giving all this information, we’re over-explaining, and service providers like brick and mortar, med spa, different practices where they have a lot of different options, they think more options are more valuable, and actually they’re not. Your client wants you to know them so well that when you interface with them, you can ask them a few questions,
you know pretty much what they’re gonna say because it’s so dialed in, you’ve been working with these people and you get them, that you can then advise them and guide them to exactly where they need to go. They are looking for you to streamline it and give them some answers, not give them 45 different options, because that’s overwhelming. So instead of giving them directions, she was giving them all these options. And so at the end of that, clients had to process, compare, decide, think about it.
Jessica Miller (21:26.232)
Like over-explaining is often a sign that your messaging and your offers are not doing their job in the way that they need to. When they are clear and they are on point, you don’t need to over-explain. The offer speaks for itself. The messaging is dialed in and you can actually, when that person comes into your office, it’s a simple clarification. They wanna get to know you, there’s a trust factor and then they just move through because the offer is the lever
and the messaging surrounding that offer is the leverage, that it’s doing the work for you before they walk in there. Right nestled up against this is this idea of overbuilding. And this is kind of, again, tying to this like multi-pronged, I’ve got all these options. Overbuilding means instead of just like having a bunch of options or having some options, but not working, people often go to this place where they need more. I’m gonna build
new offers, more offers, more funnels, more systems, more ideas constantly being added. We think something is not working, so I’m going to either like scrap it and add something else, or I’m gonna add something on top of it. Here is my plea to everyone. A new offer will not make up for a bad one. It will not make up for a bad one. So if there’s an offer that’s not working, I beg of you, don’t add another one, fix the one that you have
and take the data that you have collected from the offer that is sitting there and use it to actually iterate on it in a way that’s going to be stronger. You don’t need more infrastructure, you don’t need more offers, what you need is more focus. You need to lean into your business, collect the data, look at the things that are there and leverage them with what you have. Because adding more and starting from zero or giving people more options in the name of value
is actually not where it’s at. The place where I see this all the time, and it just like pains me to the core, is with spas or luxury resorts or places where there’s experiences. And if any of you have ever gone to a luxury resort or spa, you’ll go to the maybe the services page or the spa page. For me, I’m always going for the spa, so I go to the spa page. And, you know, this is a
Jessica Miller (23:49.743)
I see this all the time where there’s so many things listing there. So the other day I actually opened up a spa in the Northeast. And what did I see? I saw that the resort had built like this incredible list of menus and services. There were multiple treatments, there are seasonal offerings, there are specialty packages, there’s wellness add-ons. Like it was impressive with all of the things that they had available. I mean, that part was awesome.
But from a business perspective, it was unbelievably fragmented. And I’ve seen this a million times where I’m standing there thinking, I want to go here. I am ready to spend some serious money. And I cannot figure out how to do that on your website. So what do I do? I get totally overwhelmed. And either I’m like, my gosh, I will deal with this later. Or I just pick like the one random thing that might be in front of me, which with a better offer and a better setup and a
better dialed-in message and speaking to the buyer, me, I would have probably spent seven times as much. So there is no clear hero offer. There is no primary pathway. There’s no central experience that they’re all like known for or flowing to. It’s just a bunch of offers. So the marketing feels very, very scattered and people buy based on like what sounds good and, you know, that jumps out to them.
but they’re not being guided to a high-value signature experience. And again, like I said, it is often that they will buy something and they will end up spending so much less money with you because it’s not packaged in a way that is speaking to them and knowing them as a buyer with what they want. And I always like joke about this with friends because a lot of times the people that go to these sites are
often like people buying a gift. Like my husband would go to the site because he knows that I love going to the spa and maybe I’ve gone to this place before and he wants to get me a birthday gift and he opens this up and there is a 50-page PDF with all the offers and he’s like, I have no idea what to even do about this. Like I can’t see my wife anywhere in here. If there was even a package that was like
Jessica Miller (26:10.444)
the your husband will love you forever spa package. Here’s what it’s going to create. It’s going to create your wife being thrilled and they’re going to tell all their friends about this and you’re going to be man of the year. They would buy that. But there’s no path to that. So, you know, not only is it confusing for the buyers and it’s not, it’s not really calling this person in. There’s all of this stuff in the name of value, but it’s actually less valuable.
It is also creating an operational nightmare for the staff and the scheduling and the inventory on the back end. I mean, think about what it takes to actually leverage a 50-page PDF worth of services and the staff to support that. So people don’t come to these places for more offerings, more things. You know, they need one core experience that anchors everything or one core persona, which is them, that they can see themselves in and then you guiding them
to where they should go, where they should start, what they should consider, what is the signature thing for the time being and why. That is what people buy. So the overbuilding and adding is not better. And we need to subtract that out if we want to have a high-leverage and easier business. So, okay, this raises the question of how do you really audit
your effort versus your return. Like what is happening there? And how do you know what that looks like in your business? So, I created what I like to affectionately call the stop doing list. And this is really like a high-highest leverage audit. If you go to the show notes, you can grab the link to this. If you are someplace where you can do that, I highly recommend it. You can pause this. If not, I’m gonna walk you through it. You can go back to it later. No worries.
But what this is gonna do is it’s gonna help you audit your business to find out where your highest-leverage things are and what you need to stop doing that is not high leverage. Okay? So here’s essentially what this is. So I want you to ask yourself, what are you doing right now that takes time, energy, or attention, but isn’t directly tied to revenue or high-leverage growth? I want you to think about
Jessica Miller (28:31.264)
some of the things that we talked about in the last five minutes that people are often doing that are low yield as far as leverage. They are not driving the revenue. So are you creating more content all the time where you don’t have to? Are you over-customizing things? Are you doing that where you’re negotiating with people and constantly changing your contracts? Like what is going on there? Are you in a place where you’re over-explaining?
This is showing up in sales calls that feel like they’re going all over the place and they’re like an hour and 15 minutes. Are you doing things like overbuilding, where you’re constantly adding new things? You feel like it is in the name of innovation and it is a badge you wear, but actually what you’re doing is adding complexity in a way you don’t need to. So where is this showing up in your business? I want you to write that down.
And then I want you to think about what actually moves the needle for you. And this ties back to the levers that we have been talking about. So where are you showing up in the buyer moment? Where are you connected to people who talk to your avatar in the moment that they also now need you? Where are you iterating on your offers that already exist and making them tighter by leveraging your data and making the offer stronger?
Where might you be looking into your audience and to the people connected to you that are in close proximity where you’re spending time with those people and not out there trying to create things for the cold market that doesn’t even know you exist because we’re constantly in the idea that we need more traffic? Where are you locking arms with other people in partnerships where they’re actually driving revenue and more clients for you? Where is your message on point where you see that it’s converting and pulling people through?
If it is not connected to one of these leverage points that I just mentioned, like a buyer moment, an offer, your existing proximity close to you, high-value partnerships that are talking to your buyer in the moment right near your buyer moment. If it’s not the messaging that is speaking to the person who gets it and gets you, it is likely not your highest-ROI activity. Okay, and we want to subtract that out. So we wanna think about
Jessica Miller (30:54.022)
where are we going to double down? When we uncover these things, we then uncover where we should spend more of our time. And here’s what I want you to think about in this vein. Instead of, for example, being on all the platforms, pushing out the content in all the ways, trying to roll that boulder uphill, instead of doing more of that, I want you to think about deepening your conversations,
having more what I like to call intimacy with the people that are warmer and closer to you in your orbit. Instead of having more offers, adding more offers, adding more things, offering more stuff, right? Giving more options. I want you to think about how can I have less offers that convert more powerfully, that speak to my ideal client, that really put the stake in the ground for the thing that I know
is actually gonna get my clients the results that they want full stop. Instead of having more leads, meaning that there are more people coming in. If I only had 10,000 people show up on my doorstep kind of a mentality, you’re going to lean into the better proximity around you. The people who are warmer, lower-hanging fruit.
You’re going to foster the conversations and lean into the people that are already in your business and in your audience. Instead of trying to chase more leads or more messaging, right? You don’t have to say more. You don’t need to take a megaphone and have this breadth of stuff that you’re talking about. It’s actually about clearer on-point messaging. The less you say on point to the person who’s waiting for you, the more
people you will convert more easily. So you wanna double down on those things. Growth gets easier when your energy, your time, your money is concentrated, right? This is like diffuse light versus a laser, right? Light comes in your window and like lights up your room. You concentrate that into a laser and it cuts through glass. It’s a whole different ball game. So it is much stronger. Doing less things better is not
Jessica Miller (33:15.278)
it’s just a mindset. It’s not just a tagline that sounds great, although I love it. I think it sounds great. But it’s actually a strategy that works. It’s a strategy that is about ROI. That is what it’s about.
So if you are listening to this and realizing how much unnecessary effort you might have been carrying, this is not a judgment. It is not a failure. It’s actually a really good sign because it means that you are close to optimizing this. You see it and you can make it better. Because the shift from effort to leverage, because it doesn’t come from learning more,
actually comes from refining what you already have. If you’re hearing this and it’s resonating with you, it’s because there’s a sign of truth in this. It’s because you can feel it to your core that there’s something that you can do better. And the beauty of this is that the better actually costs you less time, energy, and money. And what is better than that? Nothing. Because what happens is you get so much more white space, you get so much more impact.
It generates more money. It makes more people happier. It helps them like love fest, all the things, okay? Each one of these levers that we are talking about in this high-leverage growth series are related to this. Subtraction as success is the key. And we work through this all of the time in the work that I do. This is exactly the work that we do inside of my profit accelerator and in private consulting. It is not about adding more.
It’s about refining what already exists. It’s about taking what we are talking about here and we apply it to your business in a custom fashion. And things that come out of this type of work is freedom, it’s ease, it’s clarity, it’s more profit. It’s actually being able to enjoy the work that many of us got into entrepreneurship for. So if you’re ready to simplify your business in this way and focus on these highest-leverage growth opportunities,
Jessica Miller (35:25.772)
you can book a profit strategy call using the link in the show notes. You can find it there. The purpose of these calls is that we’ll look at your business and we’ll identify where tightening and not adding things will create your biggest shift. I also invite you to go back to each one of these episodes in the series. If you missed it, go back and check it out. Each one of them builds on each other and you don’t want to miss them because they all give you the tools to use subtraction as a strategy.
Right? To stop doing the things that are not bringing you closer to what it is that you want and helping you grow with ease. You do not need more to grow. You need to do less, but you need to do it with more intention. And often the fastest path forward is deciding what to stop doing. Until next week, everyone, I am cheering you on. Have a wonderful week.
