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Getting clear on your strengths and weaknesses can really help you understand

what role to play in your business.

For example, if you're only creative and

not interested or great with money, then perhaps you want a partner or first

employee with a strong financial background.

Nobody's great at everything.

And a big red flag of early founders is

that they think they can do it all.

So I'm going to save you a lot of

personal frustration and some frustrated employees by telling you this now you

don't know it all.

None of us do.

If you're not technically savvy, you may want to find a partner or team member who

is, because all businesses have significant technical components, from

your website to marketing tools to accounting and more.

After working through this, the role you should play in your organization will

become clear. Is it creative, financial, technological,

marketing related, or all or some of the above?

Let's take a look at part two of my worksheet.

So for what are you best at? I wrote manifestation, marketing and

copywriting. Manifestation means a lot of different

things for a lot of different people.

For me, I'm just very willful.

I like solving problems.

I see the end before happens, and I work

towards that and trust that it's going to happen was a manifestation isn't

something I've thought a ton about, but processes like these, thinking about

what's possible, has helped me build into that vision.

It's courses like this one that helped guide us to the kind of clarity we need

to manifest what we want.

Manifestation isn't some magical sprinkle

of Stardust.

For me, it's a deep willpower.

And the next question is what do you suck at?

Because we all suck at something.

And I wrote finance, patience, as you

could guess, an organization.

So I've talked a little bit about being

impatient and taking risks, and that can help me manifest things, but it can also

bite me in the ass.

It can take time to do things the right

way, but I like to rush through them or have this fantasy that I can just will

them into existence.

It actually takes more time and often

more planning to do it the right way.

You can get it done quickly, but the

longterm framework may not be there.

When you put the time in upfront, you'll

have a clear plan and can create something sustainable like what we're

doing here today.

Finance has taken me so long to pick up

profit and loss statements, balance sheets, cash flow projections, really the

financial basics.

I was lucky that my first company

exploded and we had cash in the bank, so I didn't feel like I really needed to

manage that stuff.

We were a profitable business and just

didn't spend a lot of money, which sustained us.

But as the business grew, it became a lot more complex.

If I had had more of a finance foundation before I hired a head of finance, I would

have been able to hold that person accountable.

I would have understood what they were doing.

I would have been able to make recommendations and have the

conversations that I just didn't have the experience to have.

I also just glaze over when spreadsheets in my inbox.

The things that I'm really good at, creative marketing, writing is all very

right brain stuff, and just because finance is something I may want someone

else to do, I still know that I need to know enough about it to hold people

accountable. And in terms of organization as a

weakness, this fits squarely with being impatient and wanting to shoot from the

hip. I shoot off a lot of emails, a lot of

messages on Slack, I have a lot of ideas, and I can really devolve any meeting into

a brainstorm, and I need people to keep me on task and on topic.

I have to outline clear timelines and deliverables for myself.

I have to really set what I'm going to do for the day, because if I'm left to my

own devices, I'll just start another project that isn't really a priority

right now. So how does this translate to what I'm

doing now for business class today I have one fulltime employee who's a master

project manager. There are all these moving pieces for

creating an online course, shooting video, brand identity, newsletter list,

social Media. So there's a lot of work and planning

that goes into making those nuts and bolts happen.

For finance, I'm not at the point where I can have a full time finance employee,

but I have my long time personal accountant who I trust helping out with

business class. This is an extra set of eyes on all my

finances to keep me accountable as I go.

Ok, now it's time for day one's final

exercise writing your clarity statement.

Every day of this course you'll end with

a clarity statement.

Your clarity statement draws from all the

personal inventory work you've already done today.

It's really a summary of who you are in relation to your business.

To keep you concise, I've organized many of the clarity statements.

Mad Lib style.

I love mad Libs, so before you jump in

and write your statement, I'm going to share some of mine to give you some basic

parameters. Here we go.

Please don't judge me.

This is scary to put out into the world.

My name is Sophia Amoruso.

My top three priorities for my life and

business in order are aligning work with my passions, freedom, and having impact.

I am passionate about being creative, maintaining a loving and healthy

relationship, and my personal development, and I feel I can make a

positive change in the world by empowering and educating people to start

their own businesses.

Honesty and empathy are both important to

me and my business.

I'm willing to take a lot of risk and

have some money to try and do this.

My strongest suit is marketing and

manifesting, and even though I could probably figure it out, I could use some

help with staying on track and organized.

I do want to partner at this time.

A digital operations manager would probably be my first hire.

Ok, it's your turn.

I'll see you in a minute.