All language subtitles for Day01_Part03

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.