April 14, 2025 • 35 mins
Colby Wegter shares his journey from burnt-out marketing agency owner to creating the Autonomy Agency, helping six-figure agency owners reach seven figures while working under 40 hours weekly. He discusses the essential elements of entrepreneurial success: passion, commitment, systems, and relationships.
• Transforming after experiencing severe burnout twice in one year despite reaching seven figures
• Creating the Autonomy Agency model to help marketing agency owners scale without sacrificing wellbeing
• Finding your passion through asking yourself difficult questions and embracing discomfort
• Committing fully to what you do - "I'm not willing to do anything unless I'm committing to it for 10 years"
• Understanding that money is impact, not the goal itself
• Developing grit as the essential quality for entrepreneurial success
• Building businesses on relationships and "emotional credit in the bank"
• Leading by example - "Make sure your audio matches your video"
• Simplifying your business model and messaging for clarity and effectiveness
Find Colby Wegter on YouTube or visit autonomyagency.com to learn more about his coaching program for agency owners.
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Just Make A Difference: Leading Under Pressure by Ron Harvey
“If you don’t have something to measure your growth, you won’t be self-aware or intentional about your growth.”
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Speaker 1 (00:03):
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:30):
Good afternoon.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for Global CoreStrategies and Consulting
Leadership Firm.
We're based out of Columbia,south Carolina.
For all you that are followingus, you know that's where we're
coming from.
You know, lately we've had somecolder weather than we
anticipated.
That's supposed to be where youknow.
My guess is that not in SouthCarolina, where we in 20 degree
weather in the morning.
But, but we're past that andwe're working our way towards
(00:52):
Christmas.
But you know, for us as anorganization, what we do every
day is really help peopleleaders be better connected to
the workforce, the people thatactually help them achieve
whatever their vision or theirgoals are.
But we want them to beconnected and I've worked in
organizations where sometimesyou felt like your leader was in
one room and you were in theother room and you were just
another number in theorganization.
(01:13):
We're trying to change that.
Our goal is to help leadersreally value everybody in the
organization and bring all thatuniqueness to the table.
So we spend all of our timehelping leaders be better at
connecting with their staff.
But we do a podcast and thepodcast is just honest
conversations called Unpacked.
Our leaders come on with noneof the questions in advance.
Only thing I have is their bio,where they're located, what
they're doing, but no questionsin advance and we just have a
(01:36):
real candid conversation.
So if you've been following us,you know we'll talk about
leadership.
Outside of that, I'm not surewhere we're going to go.
So hang on for the ride, don'tdisengage.
We'll be with you about 20 to30 minutes.
So hang on with us for 30minutes.
If we take that long, and we'dlove for you to tell your
friends and your family and allof the people in your circle
about the podcast.
We really want to changeleadership.
So I'm excited I get to bringanother guest on and Kobe is
(01:59):
coming from Milwaukee with us.
Let me give him the microphoneand let him do his thing and
introduce himself this up.
Speaker 3 (02:05):
Let me give him the microphone and let him do his
thing and introduce himself.
Yeah, ron, I appreciate it.
Yeah, thanks.
Thanks for having me on.
I appreciate being on.
I'm honored to chat with you.
So, yeah, just a quick bio is Icome from the middle of nowhere
and then kind of fell intomarketing.
I actually went to school to bea teacher and failed at that
pretty early, so fell intomarketing accidentally and then
created after several years init, created my own agency with a
(02:25):
couple of partners but did allthe wrong things in terms of
saying yes to everything andburnt out really, really hard.
So around the time we hit sevenfigures that was the same year.
I burnt out twice in the sameyear and it was pretty serious
stuff.
So what spawned out of that wasjust to get my life in order,
and so I started implementing abunch of systems and all that.
But I also started networkingwith a bunch of people.
It's kind of stuck in my ownbubble and so when I started
(02:47):
networking with those people, alot of them turned out to be
agency owners.
And then, as the systems I wasimplementing were doing really
really well and removing me fromthe business and the agency was
growing, I was alsosimultaneously talking to these
people who were like where I wasthe previous couple of years,
you know, years on their vergeof burnout and just doing
everything themselves and allthat sort of stuff.
So it became unignorable aftera while that that was what I was
(03:09):
meant to do is help thatpopulation.
And so I am currently I say itwith the most endearment kicking
and screaming into my newventure, because it wasn't some
grand plan or big idea, but Istarted this thing called
Autonomy Agency a few months agowith the intention of serving
six-figure ideally marketingagency owners, but any creative
agency owner who's in sixfigures, working over 40 hours a
(03:30):
week, doing everythingthemselves, hitting a revenue
wall or just burning out to helpthem get to seven figures,
working under 40 hours a week,because not only is it possible,
it's actually a systemized wayto do it and I call it the
autonomy agency model right.
So maybe we can dive into thata little bit more.
But so, yeah, that was.
It's been a calling thus far,because I had no intention of
(03:51):
being a coach and helping peopleone-on-one, but I just spoke to
over a hundred people whoneeded help and because I had
personally been through that, itjust seemed like maybe I'm the
one and so it's early stages forthe business, but I'm feeling
really excited about it and it'sdefinitely what I'm meant to do
.
Sometimes you don't, you know.
You make plans.
What do they say?
You make plans and God laughs,or whatever, whether you believe
or not.
So this wasn't in my plans, butit's definitely what I'm meant
(04:13):
to do.
So that is that's the gist.
Is autonomy agency helps sixfigure agency owners get seven
figures.
If you're working over 40 hoursa week, we'll get you there in
under 40 hours a week.
Speaker 2 (04:22):
Yes, yes, you're in the right place, man.
Thank you for coming on, kobe,but you gave us a whole lot to
unpack, even in his bio.
He just led in and I was like,man, that's a great question.
I'm more curious.
You gave me a lot to be curiousabout and definitely to unpack,
because we speak leadership,but we also think of business
owners and entrepreneurs andtheir journey and things that
they go through as this thingcalled life.
(04:42):
But you jump right in and youtried to be a teacher and that
didn't work out.
Well, you say, hey, I failedmiserably at that.
What did you learn from thatfailure?
When you think of leadershipBecause sometimes leaders don't
want to be transparent and saythey failed, they want to look
like they got it all togetherwhat did that failure really
teach you?
That can be helpful forlisteners.
Speaker 3 (05:08):
There's a bunch of different ways.
I could actually answer that,but just to kind of go with the
thread that speaks most to me isjust the thing is like leading
by example is not a cliche, it'sa truth, right?
And so if you have thoseinsecurities and you're not like
willing to admit that you fail,then the people you are leading
will be in fear of admittingthat they fail, right.
They'll have a lot differentmotivation than actually trying
to produce something amazing,which is basically signing up to
(05:29):
fail thousands of times untilyou get to amazing.
Thomas Edison failed more thananyone else, right?
And he's obviously a householdname and his product is in every
single home in America.
You know what I mean.
So it's like if you are tooafraid for yourself to fail,
that'll trickle down into yourstaff.
But in terms of my failure as ateacher, that was honestly what
(05:49):
I probably learned most fromthat run.
Is that, because I came fromthe middle of nowhere, all I saw
were like teachers and farmers,and I didn't want to be a
farmer, right?
So I was like I guess teachingis what it is, and of course,
you don't have a fully developedbrain until you're 27, 28
anyway.
So when I was going to college,it was like, all right, well,
I'm setting my path, not reallybeing that passionate about it,
(06:09):
right?
So actually I think I had adecent skill set in terms of,
like, new college grad.
I definitely put my all intoeverything I do, but the passion
wasn't there.
And so when push came to shoveand I got my first real big boy
job was teaching in Bed-Stuy,brooklyn, right, I was like the
only white person around andknew exactly like what I signed
(06:30):
up for.
But I got signed as anassistant teacher and then,
within two weeks, half the staffquit.
So I became a lead teacher tolike 100 plus students in my
first two weeks and didn'treally have any support, right.
So that was I definitely burntout then as well.
It was just a different kindand I didn't really have any
support, right.
So that was I definitely burntout then as well.
It was just a different kind.
So what I learned from that, Ithink in super hindsight later,
(06:50):
is like, as cliche as it may be,you need to be passionate about
what you're doing, like youhave to have full belief in it,
otherwise it's not going to lastforever.
It's either going to burn youout and you'll quit and you'll
start again with something else,or you'll just leave a life
that ends with that kind ofregret on the deathbed type
thing, right?
So I've been in constantpursuit of trying to find the
(07:10):
thing.
This is the first time I'm 35now is the first time in my life
where I'm like this is it forsure?
Right?
So it took me, you know, from18 to 35, it took me almost 20
years to get what I was lookingfor.
Speaker 2 (07:23):
Yeah, I mean phenomenal responses for those
that are listening.
Sometimes we think it'sovernight, sometimes we think
like the first thing you do, butunpacking the thing of you
qualify, you're certified,you're smart, you're educated,
but you were missing the passionCan you speak more to?
And that's in everything thatyou do.
That's whether it's a marriage,that's whether it's raising
(07:43):
your children, that's whetheryou're going to do something in
the community, that's whetheryou're going to be an
entrepreneur.
How important was it for you tosay I got to find out what I'm
passionate about and how doesthat actually help you having
the passion outside of justeducation or the credentials?
How important is having passionfor you to be successful?
Speaker 3 (07:59):
What I will say is I don't have all the answers
because, in terms of findingyour passion and those sorts of
things like I think it'sinherently difficult or you luck
out right.
It's one of the two.
So I ended up in the inherentlydifficult side of things and
knowing what I know now, if Ihad some of the mechanisms I've
learned in just the last coupleof years of like how to you know
(08:20):
kind of fine tune that andfigure out what it is Like.
I don't know if you've heard ofthe icky guy exercise, but
that's a good one to get startedand that kind of stuff.
I hadn't even heard of thatstuff until a couple of years
ago, right, so why?
Why is it a requirement?
I would say more or lessbecause nobody cares about you.
I know that sounds like reallyupfront and direct, but nobody
cares about you.
So if you don't care about whatyou're doing, no one else is
(08:42):
going to save you.
No one else is going toconvince you.
People will help you.
There's an amazing people onthis earth, but at some point
you have to be the one to decidedo I want this or not?
And so many people where I grewup, for instance, they've never
even asked that question and sothey are stuck.
They're very talented,high-level people that are not
(09:05):
fully satisfied, but it's notbecause they're not high-level
and talented and have thecredentials, like you said,
because they don't ask hardquestions.
And looking outwards forsomeone to ask you the hard
questions is not the way youshould be asking yourself hard
questions all the time, and so Iwouldn't consider myself crazy
successful just yet, because Iwill probably never feel that
(09:25):
way.
I have so much more to learn.
But when people say, like howhave you gotten to where you've
gotten, I say I'm uncomfortableall the time, like I just ask
difficult questions of myselfall the time, right, because
it's forcing me to get better.
So I don't know if thatdirectly answers the question so
much as just like finding yourpassion is.
I think if you are hoping it'seasy, you're a fool.
Speaker 2 (09:47):
Yeah, you're sharing.
I mean, you said somethingthat's really key is that you
are always uncomfortable, andthat's where the growth happens
at and that's how you can findit.
But if you're too comfortable,you may not find the passion you
know.
It just may not show up becauseyou're afraid to step out of
that box of being comfortable,you know.
So I'm glad that you're sharingthat.
And so, as you go on yourjourney and you continue, what
were the fundamental things?
(10:07):
When you start thinking of hey,I'm looking at six figure
companies becoming seven figures, I'm looking at as we're
talking in the green room youmade some conscious decisions.
Your wife is working and doingwhat she does and you're
supporting that.
How important is commitment towhatever that thing is,
regardless how hard it gets?
How important has yourcommitment played a role in in
just continue to never give upand never stop?
Speaker 3 (10:27):
Yeah, I love the question Cause again, a lot of
this stuff I've arrived at late.
It's one of the I'm in thoseweird paradoxes where I feel
really young still but I feelridiculously old at the same
time.
One of those things.
And so a lot of this stuff I'vearrived at later.
But now my, my current mode ofoperation in the last two years,
since my second major burnoutat the agency, was I'm not
willing to do anything unlessI'm committing to it for 10
(10:49):
years.
Right, which sounds like a veryblack and white and kind of
whatever.
But I'm either all in or Ican't do it Right.
And so if something the otherway you know people say it if
it's not a hell yes, it's a no.
Very similar thinking.
Right, Because whatever you'resaying yes to now means you're
(11:10):
saying no to something in thefuture.
And you mentioned kind of anoperative word of journey.
That's actually more of likewhere my passion lies is like in
the day to day, what I'm doingevery single day.
Passion is not a destination.
I don't really care at allabout results or any of that
stuff, because my mission everyday is am I doing what I want to
do that helps the most peoplelike that's it right and
(11:31):
everything will take care ofitself.
So the name of the game getsreally, really simple.
It's not what's the next hackor what's the next system or
blah like.
All that stuff is on theperiphery, where it's like no,
all I care about.
Am I doing what I want to do?
Do I have choice over that?
Can I keep doing it?
So the game is how do I keepplaying, Not how do I win.
Speaker 2 (11:53):
Yes, you mentioned something that's important as an
entrepreneur or anything inlife, is helping people.
How did you?
stay focused on that Because youknow you can do some things and
people may not always show youappreciation, but then again you
may not be paying attentionthat they appreciate it.
How did you stay focused onthat?
Because you can do some thingsand people may not always show
you appreciation, but then againyou may not be paying attention
that they appreciate it.
How did you stay focused tomake sure?
Because it's easy to chasemoney, it's easy to chase
trophies, it's easy to chasepositions and titles how did you
(12:14):
stay focused on helping people,regardless of title, position
or revenue?
Speaker 3 (12:25):
What I will say is just, my philosophy is like I
want to be incredibly wealthy.
I think we all do.
I don't think there's anythingwrong with that.
You should never think of moneyas a bad thing.
But I look at money more asimpact and I also look at it in
terms of the way to earn it, asin like a person I follow who I
really admire, he said once on apodcast he was on, he said
every time I wanted somethingreally bad and I didn't get it.
I now look back on that timeand say you weren't ready.
(12:46):
And so for me, if I don't haveit yet, it's just a clear
indication from the universe.
I'm not ready yet.
Which means, again, the game isreally simple Keep earning it
so that it shows up right.
There is no entitlement on thisside of the microphone, no
(13:07):
entitlement on this side of themicrophone.
It is hard earned, got to getit done.
But what I see with thoseoutward kind of metrics that
people are working towards andall that sort of stuff, I have
plenty of people in my networkwho are earning way more than me
, who are more miserable than Iam, because when you earn the
thing you realize, that doesn'tsolve all the other problems.
And so, unless you know whyyou're doing it, earning it is
(13:27):
great, go for it.
But what's it there for Everydollar I make is in tears right
now because I'm an American andwent to college and my wife has
a doctorate degree and we havekids and a house, I have a
mortgage, I have student loans.
So the first thing is, I believeyou have to feel good to do
good.
I don't feel as good when I oweother people things.
(13:49):
I want it gone.
So I need to earn enough to getthere.
If I don't have it yet, I'm notready right.
But when that happens, everyother dollar is impact to me.
How can it serve the mostpeople?
How can I help the most people?
Money is the most common thingon earth.
They just keep printing more ofit.
I want to be uncommon, yeah.
Speaker 2 (14:11):
Yeah, that's great.
I mean, when you're chasingdreams and you're doing things,
it's going to be uncommon.
That's going to help you getthere.
Tony Dungy wrote a book aboutuncommon leadership.
How do you be somethingdifferent than what you see all
the time?
So when you think about movingforward, you think about goals.
As an entrepreneur, what's thebiggest challenge you had to
overcome internally for you tostay on course?
Speaker 3 (14:34):
Probably just grit.
In my earlier years, I had noshortage of ideas and I would
throw them up there and then ina couple of months, if it didn't
work, I was like, oh, this isjust a bad idea.
And everything works.
Yes, right, 99% of anything I'mlearning and I'm still at the
early stages is just doing itfor long enough and doing your
best.
I would love to give you a moredetailed answer, but it's
(14:54):
honestly grit.
I think somebody saidentrepreneurship is like getting
punched in the stomach justover and over again.
It's like I just need to takemore punches, that's all it is
right.
And so I have plenty of peoplein my network right now who are
very stressed and at the samestage as me and wondering like
where is it?
Where is it?
Where is it?
It's just like you're lookingfor the wrong thing.
You're looking for the bonus,I'm looking for the punches.
Yeah, so it's just a differentmindset.
(15:17):
It's not because they're lesstalented or we're thinking about
it incorrectly that you canthink about it any way you want.
That's just the way I do.
Speaker 2 (15:25):
Yes, and I love that you say that too.
When you think about it, kobe,is they're not less talented Is
what is the grit, thedetermination, the commitment?
Do they know their passion?
Like?
What's keeping you, as I say,when you get up in the morning?
What's keeping you moving?
Because getting up, you'rethere now.
What do you do?
What keeps you going and whatkeeps you driving?
So, when you think aboutspeaking to leaders across that
(15:45):
are listening to us and payingattention to us, getting up as
an entrepreneur, putting inhonestly, 80 hours a week
instead of going to get a40-hour-a-week job, what's the
value of being a successfulleader in your organization that
people are watching?
I mean, you went into teaching,you did some other businesses.
What's the value of youunderstanding where you are and
(16:07):
being ready for what's coming?
Speaker 3 (16:09):
Man, that's a really good question.
Unpacked is a very good namefor this podcast.
I tell you, with questions likethis, I'll probably answer it
just more holistically, in thatsomebody asked me the other day
they're like who motivates you?
Answer it just moreholistically in that somebody
asked me the other day they'relike who motivates you?
And if you don't know me, you'dprobably be like, wow, what a
tool with my response.
But my response was me, if Iwas making no money, if I had no
(16:31):
advantage to progressing asidefrom just helping people, I
would do it.
Everything I'm doing isregardless of the actual reward,
aside from helping the mostpeople.
So what keeps me focused is andI'll give you just a really
visceral illustration is, asI've built this business, which
(16:51):
is only three months old, I'vechanged my offer four times.
The reason for it wasn'tbecause I was like, oh, this
isn't working.
That wasn't it.
The reason I kept changing itwas like this doesn't feel
exactly right and I kept tryingto have like these, you know,
the Alex Hormozy offer, or likehaving this extra stuff, or
complexity, blah, blah, blah,blah, blah, and I finally just
(17:13):
stripped it all away and saidwhat do I really like to do and
what do I do?
Well, I work really well withpeople one-on-one right.
Every single person I've workedone-on-one with has gotten a
result, and I was trying topretend I shouldn't say pretend,
but I was trying to besomething I wasn't qualified
enough to be yet.
I wanted to have a communityand I wanted to like have
(17:35):
in-person events and all thatsort of stuff Too complex, not
my core skill right now andthose things got in the way of
me just helping people boots onthe ground.
And so if I have any regrets inmy young business, it's that I
wasn't focused enough on what Ido and that may have impacted
(17:58):
helping less people.
But I'm also incrediblyrealistic in being like.
That was a valuable lesson andpart of the journey for me to
understand why my current offerwhich I don't see changing for a
long time is what it is.
I had to go through thisdoesn't feel right.
Iteration one.
Iteration two this doesn't feelright.
Iteration three this doesn'tfeel right.
(18:18):
Iteration four wow, this is thefirst time this feels right.
So it's like what keeps mefocused is how can I help the
most people?
And sometimes, instead ofsaying I have this massive mass
appeal thing, it's actually if Ican help one person get
outsized results.
That's why I got out of theagency world.
(18:39):
Outsized results that's why Igot out of the agency world.
I've had 1,100 clients plus inmy career.
I'd have probably another 1,000, 2,000 more if I did it for
another 20, 30 years.
I think at least this was mythinking at the time.
I had to exit my agency becauseif I can help one agency owner,
they have their own staff, theyhave their own clients.
That is a trickle down effectand impact.
(19:01):
I think that far outweighs meworking one-on-one with a client
on their marketing campaign.
If I can help a marketing owner, they fundamentally change as a
leader and that trickles downto all their environment and
ecosystem and that's what I'mafter.
So of course it was a lotharder to find because that's to
(19:22):
me a very powerful thing andyou don't just stumble across
powerful things.
I'm diverting a little bit, butthe focus is in help people in
the best way possible or death.
Speaker 2 (19:33):
I mean you're covering it well and unpacking
this.
You know, for everybody thatlistens and watches, everybody
that comes on.
They talk real, it's reallytransparent.
The questions are coming fromall the stuff that you're saying
and how you've navigated andthe focus shifted and how you've
matured over that time and whatyou've learned, because
sometimes we call it a mistakeand I just call it a valuable
lesson learned.
Yeah, there are no failures youdidn't learn anything, then it's
(19:56):
a mistake.
But if you just pause brieflyand what's the valuable lesson
learned in everything that youmay want to call a mistake, and
that's for all of our listeners,our viewers you're going to
take some risk and there aregoing to be things not go the
way you want to, but what didyou learn from it so you can
re-navigate?
How do you, as a leader, keepyour vision solid so everybody
that's watching don't getconfused about what it is that
(20:17):
you do?
How do you be really clear onyour vision?
Speaker 3 (20:20):
Yeah, yeah, I love that question, cause that was
that's literally what I wastrying to pursue for months and
months and months.
Right, like I was still at theagency up until three months ago
and I kind of was like againleaning into what I think this
could have been.
It came to a point around whereI was like the person who
chases two rabbits catchesneither.
So I had to make that decisionright, and so, yeah, the
(20:44):
business itself is only threemonths old.
The thought process behind itis a bit older, but in terms of
like, how do I keep that clear?
You're exactly.
You nailed it right.
That is actually my goal.
That's what I think about allthe time.
I'm constantly like I sleeppretty well, but if I am up at
night, it's like, how do I makethis more simple?
How do I make this more clear?
All that sort of stuff, right,so's taken me a good seven,
eight months of thinking of thisas a possible business to be
(21:04):
like what is the 10 secondspeech?
Right, what is the thing tookmonths and months.
Trust me.
It was just like painful, like Iwould cause I have a couple of
mentors.
It was like a running joke.
Every two weeks I'd be likethis is it, I think this is it,
and then two weeks later I'd belike that freaking sucked.
I think this one's it, you knowwhat I mean.
And it would just keep going.
And so I'm saying I think Ihave it now, but two weeks from
(21:27):
now, who knows?
A mentor of mine says slow issmooth and smooth is fast, and
also simplicity is the ultimate.
So it was one of those thingswhere I was like that's why my
offer is so simple.
It went from community with allthese bolt-ons to one-on-one
coaching for 16 weeks.
Right, one promise, oneguarantee, like all that sort of
(21:49):
stuff.
Instead of trying to maneuveraround now, I can say it in like
six seconds who I help, what Ipromise and what the guarantee
is.
I can say that all in like lessthan 10 seconds and I feel so
good about that.
But anyone who talks to me now,that's all they'll hear.
They won't hear the eightmonths of just agonizing over it
every day to try and get there.
Speaker 2 (22:11):
Yeah, because it can be very confusing and
distractions are happening asyou talk about it.
Yeah, I heard you mention acouple of times.
You have mentors.
You got people that you go to.
How important has feedback beenin your growth?
Speaker 3 (22:23):
Yeah, I think I would add a caveat to that, because
what do they provide?
They provide a shorter timedelay for whatever your idea is
and your action to the actualresponse Right.
So, like again, you know, I cantell just from the other side
of this, this computer, thatyou're a very ambitious person.
You have your own company, youdo a lot of things, you're
action-oriented.
Yeah, yes, if you're only doingthat in isolation, which is the
(22:46):
population I serve.
They're agency owners who havegotten to six figures.
They are talented MFers forsure, right, yes, but my mission
is not to convince them of anew system or to shove a new
tool down their throat.
My job and role is to shed lighton hey, you are an A player,
(23:08):
but you're operating at 20% whenyou're doing it alone.
And as a business grows, youadd complexity, and so then it
seems like I have to do more.
I have to do more, I have to domore.
Complexity, right.
And so then it seems like Ihave to do more.
I have to do more, I have to domore.
Doing more is not how to build abusiness.
Doing better is how to build abusiness, right.
And so I guess the importanceof feedback and mentors.
(23:31):
At worst it's a time-savingmechanism and at best it's
accountability, like springboardto be.
Oh my gosh, I can access allthis other stuff because how
easy is it for you and your roleto solve everybody else's
problem?
How difficult is it for you tosolve your own?
Sometimes it's just thatoutside perspective that
shortens the misery.
(23:52):
To get to where you want to goNow, you still have to put in
the work, but if you have anidea as a solo business owner,
it could be months before youknow if it worked or not.
Speaker 2 (24:04):
Yes.
Speaker 3 (24:04):
Right.
Speaker 2 (24:04):
Yes, when you talk to us because I hear a lot of
entrepreneurs they need to starta business for one or two
reasons, or probably multiplereasons, but one that I know is
they don't want to work foranybody.
That's the first thing they sayI don't want to work for
anybody.
Speaker 1 (24:15):
Wrong reason.
Speaker 2 (24:16):
Yeah, they go on to be an entrepreneur.
I say, yeah, you may want to doa little bit more research
around that.
Yeah, dedication and commitmentit takes to be an entrepreneur.
What do you say to those thatare contemplating being an
entrepreneur and the response isthey're doing it for the money
or they're doing it because theydon't work for anyone.
Speaker 3 (24:32):
Don't do it.
It's simple.
A business, by nature, is athing that solves a problem.
So if the first problem you'resolving is your own, you're in
it for the wrong reason,straight up.
You need to provide a solutionto someone else's problem and
you need to believe that it's aproblem worth your time to solve
.
So if you're already out theresaying my time's too valuable
(24:54):
for me to work with somebodyelse who doesn't get me, the
grass is never greener Get overyourself because you don't
understand too.
Sorry, I'm really direct, but,like you know, it's not about me
.
Speaker 2 (25:07):
No, when you're in the business I say it all the
time, I use the acronym and myaudience knows this Q-tip it
Quit taking it personal.
This is a professionalconversation, so oftentimes we
do have to get over ourselves.
We do got to get our egos andour pride and all those things
out of the way so you can focuson what you're really there.
So the most important thingI'll tell as I answer that
question for people is he'sabsolutely right.
It can't be about you.
(25:27):
If you're trying to be anentrepreneur, if you make it
about you, you're probably notgoing to be as successful as you
can be.
What's the requirement and whoare you trying to help and how
do you actually solve thoseproblems?
If it's just your problem, youcan stay on a debut too and your
problems can get solved.
Speaker 3 (25:42):
Well and that's the thing too is you just have to be
really conscious of what you'redoing, right?
So you always have to givesomething up to get something.
So if you're trying to getfreedom by not working for
somebody else, okay,congratulations.
You are also giving up safetyand adding a bunch of risk.
Okay, like someone who hasnever started their own business
, who's thinking about it,they're gonna listen to this and
(26:04):
be like, yeah, yeah, whatever.
Right, because that's who I wastoo.
But it is abundantly clear onceyou get into the business that
there are so many little thingsyou never thought about you had
to do, right?
A business is not getting anLLC and making a couple of phone
calls.
That's not what it's about.
You've got nobody to lean on.
You have all of the risk.
(26:24):
You realize that what you'restepping into is basically a
shark tank.
And that is exactly why I'mbuilding the business I'm
building, because when I get onsales calls, it is not by my
thing.
I'm qualifying them if they'regood enough to work with me.
So I don't make sales every day, I don't make sales every week.
(26:45):
Even I have a very high ticketprogram.
So it's fine and that's what Iwant to build my business around
, but if I'm going to solvesomeone's problem, I am testing
their metal and grit on thefreaking phone call to know that
they won't let me down, becausewhat I do works.
I know it works.
So if you want to start yourown business and you think it's
(27:05):
some sort of freedom, pass.
No, it's not.
You're stepping into a ring toget punched in the stomach over
and over and over again.
The reward for doing it longenough is freedom.
Speaker 2 (27:15):
Yes, how do you keep the confidence?
I mean because you've had somechallenges, you've had to figure
some things out, and when youdon't win constantly you're not
going to score all the time howdo you help people?
Or what have you done to keepthe confidence?
Because you show up, it'spretty confident, even though
you don't have all the answers,even though you still got a ways
to go and you got a lot tolearn, as you said earlier,
which I love because you're aconstant learner.
How do you stay confident whenyou really don't know what
(27:37):
you're doing sometimes?
Speaker 3 (27:39):
Yeah, I think, transparency.
I would always tell my staffwhen I was managing at the
agency.
I would say I can't say onething and mean another.
You can say emotions on yoursleeve and stuff.
I'm a very logical person,which is hard to be right now
because I have three young kids.
There's no logic in my normallife ever, but I stay confident.
I think probably the easiestanswer is because I believe in
(28:00):
what I'm doing and my entirelife's motto, ron, has been I'm
addicted to solutions, notfeeling good.
Entire life's motto, ron hasbeen I'm addicted to solutions,
not feeling good.
Yeah, right, and so solutionsare, even if this makes me feel
uncomfortable, so long as it'sethical and it's the right thing
to do, do it.
When I left the agency, trustme, every bone in my body was
(28:23):
like I don't want to start overagain, but I did it because it
wasn't up to me.
It was can I reach my fullpotential here or do I have to
do this thing to reach my fullpotential?
And I didn't apply any emotionto it whatsoever.
The answer was clear and it waslike okay, then what else is
there to discuss?
Do it.
So my confidence comes from anabsolute iron belief in.
(28:48):
I'm doing the right thing.
That's my mission every day.
Do the right thing and enjoyingit is a bonus.
Speaker 2 (28:54):
I love it.
The belief gives you theability to have the confidence
in what you're doing.
Speaker 3 (28:59):
Yeah.
Speaker 2 (28:59):
Is there anything that you want to share that I
haven't asked any questionsaround that has really
contributed to your level ofsuccess and belief and continue
to get up every morning and showup and deliver?
Speaker 3 (29:13):
Yeah Well, I think what made me want to speak with
you and be a guest here is thevalue of people.
Right, like, as we're trendingmore and more into you know,
people are putting entirebusinesses on selling chatbots
and just like, do all thisthrough AI and that's you should
be leveraging AI.
Like, if you want to survive,you got to stick with the times,
but I am a firm believer thatyou get nowhere without people.
If I wouldn't have invested inmyself two years ago and gotten
(29:36):
mentors, I would not be here.
Speaker 2 (29:39):
I love what you're saying For everyone that's
listening.
He's absolutely right.
Technology is a tool.
Don't let people become like atool.
Build those relationships, andthe language I use around that,
kobe, is I call it relationshipequity.
That's really what I say incorporate America.
When I'm out in places I sayit's just like your credit score
.
If your credit score ishorrible, it costs you more to
(30:02):
get money.
It takes a lot longer andthey're not as nice.
Well, the same thing.
If you and I don't have ahealthy score with each other,
it's going to take a lot longerfor us to work together and get
things done.
It's going to cost us a lotmore.
So look at all yourrelationships and rate it.
If you got a 750 or higher,I'll probably pick up the phone
a lot sooner.
I'll probably be a little bitfaster responding.
I'll probably be burn bridges.
Please do not destroyrelationships.
(30:29):
Everything happens based onrelationships.
Everything for us.
Speaker 3 (30:35):
Yeah, I call it relationship equity.
I like that.
I call it emotional credit inthe bank, so we just got a
different way to say the samething, right when it's like.
That is why anyone I help,because I know we are basically
at time.
But that's the reason, themodel I employ.
Everybody wants a rocket shipagency.
They want to grow and they wantto build their team or build
their lifestyle or whateverGuess what.
(30:55):
Rocket ships are incrediblyvolatile and explode, so the
model I'm about is a pyramid.
Pyramids have been around forthousands of years.
They'll be around for thousandsmore.
And you build a pyramid at thefoundation.
That's you.
And you build a pyramid at thefoundation.
That's you right.
You scale yourself, because ifyou don't scale yourself, if you
can't feel good, you won't dogood, and everyone will kind of
(31:16):
follow your example right.
And so if you are not investingin yourself with mentors, the
people you are leading won'tthink that that's valuable.
If you aren't trying to getbetter every day, the people
you're leading won't try and getbetter every day.
We started at the top and we'reending with leading by example
is cliche.
It's freaking true.
Speaker 2 (31:34):
Yes, it is.
People have to see you do whatyou want them to do.
So a phrase I use for everybodyis make sure your audio matches
your video.
If you say it, I want to see it.
Speaker 3 (31:44):
Heck, yeah, I love that.
All right, can I steal that?
Speaker 1 (31:47):
Yeah, see it, heck.
Yeah, I love that All right,can I steal that?
Speaker 3 (31:50):
That's really good.
Speaker 2 (31:56):
If you say it, you better let me see it, cause if I
don't see it, I'm not believingit, and that's human behavior.
That's why video is so popular.
People want to see it.
Anybody can come up and get ascript and read it.
Can you live it?
Speaker 3 (32:04):
Exactly, and I'm not trying to convince anybody,
right?
Like I had a sales call todayand they want to take their time
and that's great.
It is not cheap, it is aninvestment, right?
And so what I said is here'sthe deal Like, I'm a hell, yes,
you need to be a hell, yes, okay.
And so if you need a little bitof time for that, that's fine.
But I am not here to convinceyou that this is it.
(32:25):
I want you to know ahead oftime.
And so the people who say yes toeverything, it's not a business
thing If you're not where youwant to be.
It's not a business thing.
It's a self-reflection.
It's ask yourself tougherquestions.
And if you can't ask yourselftougher questions, go pay
someone who will, because thatis the like.
What was it?
(32:46):
I don't think it was Aristotle,maybe it was.
He was like give me a wedge anda lever long enough and I'll
move the world, or somethinglike that.
Like leverage are people whoare further ahead than you, who
actually believe in you and wantyou to succeed.
So if you're buying a system,tool or hack, you get what you
pay for.
If you hire someone whoactually has been where you want
(33:07):
to be and is invested in yougetting there too.
That is the highest leveragelever you can ever pull, like
ever.
Speaker 2 (33:16):
Yes, and listen to them once you hire them.
Don't ignore that.
And yeah, if you're going tohire them to ask you difficult
questions, don't take itpersonal, q-tip it, but listen
once they come up.
Yeah, q-tip, it Don't take itpersonal.
So how do we get in touch withyou?
I mean so, when you're thinkingabout the work that you're
doing, you're also, you know,running a podcast and you're
leveraging a business.
What's the best way for ouraudience to be able to reach you
at any given time if they wantto contact you?
Speaker 3 (33:43):
Yeah.
So I will say something I'mreally dedicated to is giving as
much value on the front endbefore you ever talk to me.
So if you want like long formvalue, I am working on YouTube,
more specifically getting thatvideo right, like showing what
I've learned.
So it's just my name, colbyWechter.
If you search that, I'm prettysure there are no other Colby
Wechters on earth.
So a Google search of ColbyWechter will find my stuff.
If you are an agency owner andyou're just stuck at six figures
and doing everything alone,then check out autonomyagencycom
(34:05):
.
That's where you'll find theactual program itself.
And, like I said, I'm very,very stringent and rigid on who
I work with.
So, yeah, you got to apply, butI would encourage you to do so
if you think you fit the brief.
Speaker 2 (34:16):
So yes, yes, love it.
I mean great information.
Love it I mean down to earth,unpacking a lot with you.
So, colby, you've done aphenomenal job.
For those that are listening,you know, go out and look up
Kobe W-E-G-T-E-R.
If you want to know how to lookhim up, find him out there on
YouTube.
He has content out there foryou, but reach out to him.
We'd love to be able to supportyou and help you.
Here's what I do know is thatall of us can afford an
(34:39):
opportunity to help someone else, and that's what the show is
really about.
So hopefully we share somethingthat helped you understand
something, get clarity orrealize who do you need in your
circle to help you be whatyou're trying to be.
All of us can work together, sothere's enough for everybody to
work together and support eachother.
So I'm happy that you came onand, for those that are
listening, we release a podcastevery single Monday.
There's a different person fromaround the globe with all
(34:59):
different backgrounds.
Hopefully we'll continue to addvalue to you.
Hopefully you'll continue tojoin the show, but until next
time, colby and I are going tosign off and tell you to have a
wonderful day.
We appreciate you joining us.
You can always find me onGlobal Core, or you can find me
on LinkedIn.
Either one is OK.
It'll send you straight to ourwebsite.
Thank you all for joining us,and Colby and I are signing off
at this time.
Speaker 1 (35:21):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(35:45):
leadership.
Welcome to Turning Point Leadership Podcast with
your host, ron Harvey of GlobalCore Strategies and Consulting.
Ron's delighted you joined usand excited to discuss and help
you navigate your journeytowards becoming an effective
leader.
During this podcast, ron willshare his core belief that
effective leadership is one ofthe key drivers towards change.
So together let's grow asleaders.
(00:25):
Here's Ron Harvey.
Speaker 2 (00:30):
Good afternoon.
This is Ron Harvey, the VicePresident and Chief Operating
Officer for Global CoreStrategies and Consulting
Leadership Firm.
We're based out of Columbia,south Carolina.
For all you that are followingus, you know that's where we're
coming from.
You know, lately we've had somecolder weather than we
anticipated.
That's supposed to be where youknow.
My guess is that not in SouthCarolina, where we in 20 degree
weather in the morning.
But, but we're past that andwe're working our way towards
(00:52):
Christmas.
But you know, for us as anorganization, what we do every
day is really help peopleleaders be better connected to
the workforce, the people thatactually help them achieve
whatever their vision or theirgoals are.
But we want them to beconnected and I've worked in
organizations where sometimesyou felt like your leader was in
one room and you were in theother room and you were just
another number in theorganization.
(01:13):
We're trying to change that.
Our goal is to help leadersreally value everybody in the
organization and bring all thatuniqueness to the table.
So we spend all of our timehelping leaders be better at
connecting with their staff.
But we do a podcast and thepodcast is just honest
conversations called Unpacked.
Our leaders come on with noneof the questions in advance.
Only thing I have is their bio,where they're located, what
they're doing, but no questionsin advance and we just have a
(01:36):
real candid conversation.
So if you've been following us,you know we'll talk about
leadership.
Outside of that, I'm not surewhere we're going to go.
So hang on for the ride, don'tdisengage.
We'll be with you about 20 to30 minutes.
So hang on with us for 30minutes.
If we take that long, and we'dlove for you to tell your
friends and your family and allof the people in your circle
about the podcast.
We really want to changeleadership.
So I'm excited I get to bringanother guest on and Kobe is
(01:59):
coming from Milwaukee with us.
Let me give him the microphoneand let him do his thing and
introduce himself this up.
Speaker 3 (02:05):
Let me give him the microphone and let him do his
thing and introduce himself.
Yeah, ron, I appreciate it.
Yeah, thanks.
Thanks for having me on.
I appreciate being on.
I'm honored to chat with you.
So, yeah, just a quick bio is Icome from the middle of nowhere
and then kind of fell intomarketing.
I actually went to school to bea teacher and failed at that
pretty early, so fell intomarketing accidentally and then
created after several years init, created my own agency with a
(02:25):
couple of partners but did allthe wrong things in terms of
saying yes to everything andburnt out really, really hard.
So around the time we hit sevenfigures that was the same year.
I burnt out twice in the sameyear and it was pretty serious
stuff.
So what spawned out of that wasjust to get my life in order,
and so I started implementing abunch of systems and all that.
But I also started networkingwith a bunch of people.
It's kind of stuck in my ownbubble and so when I started
(02:47):
networking with those people, alot of them turned out to be
agency owners.
And then, as the systems I wasimplementing were doing really
really well and removing me fromthe business and the agency was
growing, I was alsosimultaneously talking to these
people who were like where I wasthe previous couple of years,
you know, years on their vergeof burnout and just doing
everything themselves and allthat sort of stuff.
So it became unignorable aftera while that that was what I was
(03:09):
meant to do is help thatpopulation.
And so I am currently I say itwith the most endearment kicking
and screaming into my newventure, because it wasn't some
grand plan or big idea, but Istarted this thing called
Autonomy Agency a few months agowith the intention of serving
six-figure ideally marketingagency owners, but any creative
agency owner who's in sixfigures, working over 40 hours a
(03:30):
week, doing everythingthemselves, hitting a revenue
wall or just burning out to helpthem get to seven figures,
working under 40 hours a week,because not only is it possible,
it's actually a systemized wayto do it and I call it the
autonomy agency model right.
So maybe we can dive into thata little bit more.
But so, yeah, that was.
It's been a calling thus far,because I had no intention of
(03:51):
being a coach and helping peopleone-on-one, but I just spoke to
over a hundred people whoneeded help and because I had
personally been through that, itjust seemed like maybe I'm the
one and so it's early stages forthe business, but I'm feeling
really excited about it and it'sdefinitely what I'm meant to do
.
Sometimes you don't, you know.
You make plans.
What do they say?
You make plans and God laughs,or whatever, whether you believe
or not.
So this wasn't in my plans, butit's definitely what I'm meant
(04:13):
to do.
So that is that's the gist.
Is autonomy agency helps sixfigure agency owners get seven
figures.
If you're working over 40 hoursa week, we'll get you there in
under 40 hours a week.
Speaker 2 (04:22):
Yes, yes, you're in the right place, man.
Thank you for coming on, kobe,but you gave us a whole lot to
unpack, even in his bio.
He just led in and I was like,man, that's a great question.
I'm more curious.
You gave me a lot to be curiousabout and definitely to unpack,
because we speak leadership,but we also think of business
owners and entrepreneurs andtheir journey and things that
they go through as this thingcalled life.
(04:42):
But you jump right in and youtried to be a teacher and that
didn't work out.
Well, you say, hey, I failedmiserably at that.
What did you learn from thatfailure?
When you think of leadershipBecause sometimes leaders don't
want to be transparent and saythey failed, they want to look
like they got it all togetherwhat did that failure really
teach you?
That can be helpful forlisteners.
Speaker 3 (05:08):
There's a bunch of different ways.
I could actually answer that,but just to kind of go with the
thread that speaks most to me isjust the thing is like leading
by example is not a cliche, it'sa truth, right?
And so if you have thoseinsecurities and you're not like
willing to admit that you fail,then the people you are leading
will be in fear of admittingthat they fail, right.
They'll have a lot differentmotivation than actually trying
to produce something amazing,which is basically signing up to
(05:29):
fail thousands of times untilyou get to amazing.
Thomas Edison failed more thananyone else, right?
And he's obviously a householdname and his product is in every
single home in America.
You know what I mean.
So it's like if you are tooafraid for yourself to fail,
that'll trickle down into yourstaff.
But in terms of my failure as ateacher, that was honestly what
(05:49):
I probably learned most fromthat run.
Is that, because I came fromthe middle of nowhere, all I saw
were like teachers and farmers,and I didn't want to be a
farmer, right?
So I was like I guess teachingis what it is, and of course,
you don't have a fully developedbrain until you're 27, 28
anyway.
So when I was going to college,it was like, all right, well,
I'm setting my path, not reallybeing that passionate about it,
(06:09):
right?
So actually I think I had adecent skill set in terms of,
like, new college grad.
I definitely put my all intoeverything I do, but the passion
wasn't there.
And so when push came to shoveand I got my first real big boy
job was teaching in Bed-Stuy,brooklyn, right, I was like the
only white person around andknew exactly like what I signed
(06:30):
up for.
But I got signed as anassistant teacher and then,
within two weeks, half the staffquit.
So I became a lead teacher tolike 100 plus students in my
first two weeks and didn'treally have any support, right.
So that was I definitely burntout then as well.
It was just a different kindand I didn't really have any
support, right.
So that was I definitely burntout then as well.
It was just a different kind.
So what I learned from that, Ithink in super hindsight later,
(06:50):
is like, as cliche as it may be,you need to be passionate about
what you're doing, like youhave to have full belief in it,
otherwise it's not going to lastforever.
It's either going to burn youout and you'll quit and you'll
start again with something else,or you'll just leave a life
that ends with that kind ofregret on the deathbed type
thing, right?
So I've been in constantpursuit of trying to find the
(07:10):
thing.
This is the first time I'm 35now is the first time in my life
where I'm like this is it forsure?
Right?
So it took me, you know, from18 to 35, it took me almost 20
years to get what I was lookingfor.
Speaker 2 (07:23):
Yeah, I mean phenomenal responses for those
that are listening.
Sometimes we think it'sovernight, sometimes we think
like the first thing you do, butunpacking the thing of you
qualify, you're certified,you're smart, you're educated,
but you were missing the passionCan you speak more to?
And that's in everything thatyou do.
That's whether it's a marriage,that's whether it's raising
(07:43):
your children, that's whetheryou're going to do something in
the community, that's whetheryou're going to be an
entrepreneur.
How important was it for you tosay I got to find out what I'm
passionate about and how doesthat actually help you having
the passion outside of justeducation or the credentials?
How important is having passionfor you to be successful?
Speaker 3 (07:59):
What I will say is I don't have all the answers
because, in terms of findingyour passion and those sorts of
things like I think it'sinherently difficult or you luck
out right.
It's one of the two.
So I ended up in the inherentlydifficult side of things and
knowing what I know now, if Ihad some of the mechanisms I've
learned in just the last coupleof years of like how to you know
(08:20):
kind of fine tune that andfigure out what it is Like.
I don't know if you've heard ofthe icky guy exercise, but
that's a good one to get startedand that kind of stuff.
I hadn't even heard of thatstuff until a couple of years
ago, right, so why?
Why is it a requirement?
I would say more or lessbecause nobody cares about you.
I know that sounds like reallyupfront and direct, but nobody
cares about you.
So if you don't care about whatyou're doing, no one else is
(08:42):
going to save you.
No one else is going toconvince you.
People will help you.
There's an amazing people onthis earth, but at some point
you have to be the one to decidedo I want this or not?
And so many people where I grewup, for instance, they've never
even asked that question and sothey are stuck.
They're very talented,high-level people that are not
(09:05):
fully satisfied, but it's notbecause they're not high-level
and talented and have thecredentials, like you said,
because they don't ask hardquestions.
And looking outwards forsomeone to ask you the hard
questions is not the way youshould be asking yourself hard
questions all the time, and so Iwouldn't consider myself crazy
successful just yet, because Iwill probably never feel that
(09:25):
way.
I have so much more to learn.
But when people say, like howhave you gotten to where you've
gotten, I say I'm uncomfortableall the time, like I just ask
difficult questions of myselfall the time, right, because
it's forcing me to get better.
So I don't know if thatdirectly answers the question so
much as just like finding yourpassion is.
I think if you are hoping it'seasy, you're a fool.
Speaker 2 (09:47):
Yeah, you're sharing.
I mean, you said somethingthat's really key is that you
are always uncomfortable, andthat's where the growth happens
at and that's how you can findit.
But if you're too comfortable,you may not find the passion you
know.
It just may not show up becauseyou're afraid to step out of
that box of being comfortable,you know.
So I'm glad that you're sharingthat.
And so, as you go on yourjourney and you continue, what
were the fundamental things?
(10:07):
When you start thinking of hey,I'm looking at six figure
companies becoming seven figures, I'm looking at as we're
talking in the green room youmade some conscious decisions.
Your wife is working and doingwhat she does and you're
supporting that.
How important is commitment towhatever that thing is,
regardless how hard it gets?
How important has yourcommitment played a role in in
just continue to never give upand never stop?
Speaker 3 (10:27):
Yeah, I love the question Cause again, a lot of
this stuff I've arrived at late.
It's one of the I'm in thoseweird paradoxes where I feel
really young still but I feelridiculously old at the same
time.
One of those things.
And so a lot of this stuff I'vearrived at later.
But now my, my current mode ofoperation in the last two years,
since my second major burnoutat the agency, was I'm not
willing to do anything unlessI'm committing to it for 10
(10:49):
years.
Right, which sounds like a veryblack and white and kind of
whatever.
But I'm either all in or Ican't do it Right.
And so if something the otherway you know people say it if
it's not a hell yes, it's a no.
Very similar thinking.
Right, Because whatever you'resaying yes to now means you're
(11:10):
saying no to something in thefuture.
And you mentioned kind of anoperative word of journey.
That's actually more of likewhere my passion lies is like in
the day to day, what I'm doingevery single day.
Passion is not a destination.
I don't really care at allabout results or any of that
stuff, because my mission everyday is am I doing what I want to
do that helps the most peoplelike that's it right and
(11:31):
everything will take care ofitself.
So the name of the game getsreally, really simple.
It's not what's the next hackor what's the next system or
blah like.
All that stuff is on theperiphery, where it's like no,
all I care about.
Am I doing what I want to do?
Do I have choice over that?
Can I keep doing it?
So the game is how do I keepplaying, Not how do I win.
Speaker 2 (11:53):
Yes, you mentioned something that's important as an
entrepreneur or anything inlife, is helping people.
How did you?
stay focused on that Because youknow you can do some things and
people may not always show youappreciation, but then again you
may not be paying attentionthat they appreciate it.
How did you stay focused onthat?
Because you can do some thingsand people may not always show
you appreciation, but then againyou may not be paying attention
that they appreciate it.
How did you stay focused tomake sure?
Because it's easy to chasemoney, it's easy to chase
trophies, it's easy to chasepositions and titles how did you
(12:14):
stay focused on helping people,regardless of title, position
or revenue?
Speaker 3 (12:25):
What I will say is just, my philosophy is like I
want to be incredibly wealthy.
I think we all do.
I don't think there's anythingwrong with that.
You should never think of moneyas a bad thing.
But I look at money more asimpact and I also look at it in
terms of the way to earn it, asin like a person I follow who I
really admire, he said once on apodcast he was on, he said
every time I wanted somethingreally bad and I didn't get it.
I now look back on that timeand say you weren't ready.
(12:46):
And so for me, if I don't haveit yet, it's just a clear
indication from the universe.
I'm not ready yet.
Which means, again, the game isreally simple Keep earning it
so that it shows up right.
There is no entitlement on thisside of the microphone, no
(13:07):
entitlement on this side of themicrophone.
It is hard earned, got to getit done.
But what I see with thoseoutward kind of metrics that
people are working towards andall that sort of stuff, I have
plenty of people in my networkwho are earning way more than me
, who are more miserable than Iam, because when you earn the
thing you realize, that doesn'tsolve all the other problems.
And so, unless you know whyyou're doing it, earning it is
(13:27):
great, go for it.
But what's it there for Everydollar I make is in tears right
now because I'm an American andwent to college and my wife has
a doctorate degree and we havekids and a house, I have a
mortgage, I have student loans.
So the first thing is, I believeyou have to feel good to do
good.
I don't feel as good when I oweother people things.
(13:49):
I want it gone.
So I need to earn enough to getthere.
If I don't have it yet, I'm notready right.
But when that happens, everyother dollar is impact to me.
How can it serve the mostpeople?
How can I help the most people?
Money is the most common thingon earth.
They just keep printing more ofit.
I want to be uncommon, yeah.
Speaker 2 (14:11):
Yeah, that's great.
I mean, when you're chasingdreams and you're doing things,
it's going to be uncommon.
That's going to help you getthere.
Tony Dungy wrote a book aboutuncommon leadership.
How do you be somethingdifferent than what you see all
the time?
So when you think about movingforward, you think about goals.
As an entrepreneur, what's thebiggest challenge you had to
overcome internally for you tostay on course?
Speaker 3 (14:34):
Probably just grit.
In my earlier years, I had noshortage of ideas and I would
throw them up there and then ina couple of months, if it didn't
work, I was like, oh, this isjust a bad idea.
And everything works.
Yes, right, 99% of anything I'mlearning and I'm still at the
early stages is just doing itfor long enough and doing your
best.
I would love to give you a moredetailed answer, but it's
(14:54):
honestly grit.
I think somebody saidentrepreneurship is like getting
punched in the stomach justover and over again.
It's like I just need to takemore punches, that's all it is
right.
And so I have plenty of peoplein my network right now who are
very stressed and at the samestage as me and wondering like
where is it?
Where is it?
Where is it?
It's just like you're lookingfor the wrong thing.
You're looking for the bonus,I'm looking for the punches.
Yeah, so it's just a differentmindset.
(15:17):
It's not because they're lesstalented or we're thinking about
it incorrectly that you canthink about it any way you want.
That's just the way I do.
Speaker 2 (15:25):
Yes, and I love that you say that too.
When you think about it, kobe,is they're not less talented Is
what is the grit, thedetermination, the commitment?
Do they know their passion?
Like?
What's keeping you, as I say,when you get up in the morning?
What's keeping you moving?
Because getting up, you'rethere now.
What do you do?
What keeps you going and whatkeeps you driving?
So, when you think aboutspeaking to leaders across that
(15:45):
are listening to us and payingattention to us, getting up as
an entrepreneur, putting inhonestly, 80 hours a week
instead of going to get a40-hour-a-week job, what's the
value of being a successfulleader in your organization that
people are watching?
I mean, you went into teaching,you did some other businesses.
What's the value of youunderstanding where you are and
(16:07):
being ready for what's coming?
Speaker 3 (16:09):
Man, that's a really good question.
Unpacked is a very good namefor this podcast.
I tell you, with questions likethis, I'll probably answer it
just more holistically, in thatsomebody asked me the other day
they're like who motivates you?
Answer it just moreholistically in that somebody
asked me the other day they'relike who motivates you?
And if you don't know me, you'dprobably be like, wow, what a
tool with my response.
But my response was me, if Iwas making no money, if I had no
(16:31):
advantage to progressing asidefrom just helping people, I
would do it.
Everything I'm doing isregardless of the actual reward,
aside from helping the mostpeople.
So what keeps me focused is andI'll give you just a really
visceral illustration is, asI've built this business, which
(16:51):
is only three months old, I'vechanged my offer four times.
The reason for it wasn'tbecause I was like, oh, this
isn't working.
That wasn't it.
The reason I kept changing itwas like this doesn't feel
exactly right and I kept tryingto have like these, you know,
the Alex Hormozy offer, or likehaving this extra stuff, or
complexity, blah, blah, blah,blah, blah, and I finally just
(17:13):
stripped it all away and saidwhat do I really like to do and
what do I do?
Well, I work really well withpeople one-on-one right.
Every single person I've workedone-on-one with has gotten a
result, and I was trying topretend I shouldn't say pretend,
but I was trying to besomething I wasn't qualified
enough to be yet.
I wanted to have a communityand I wanted to like have
(17:35):
in-person events and all thatsort of stuff Too complex, not
my core skill right now andthose things got in the way of
me just helping people boots onthe ground.
And so if I have any regrets inmy young business, it's that I
wasn't focused enough on what Ido and that may have impacted
(17:58):
helping less people.
But I'm also incrediblyrealistic in being like.
That was a valuable lesson andpart of the journey for me to
understand why my current offerwhich I don't see changing for a
long time is what it is.
I had to go through thisdoesn't feel right.
Iteration one.
Iteration two this doesn't feelright.
Iteration three this doesn'tfeel right.
(18:18):
Iteration four wow, this is thefirst time this feels right.
So it's like what keeps mefocused is how can I help the
most people?
And sometimes, instead ofsaying I have this massive mass
appeal thing, it's actually if Ican help one person get
outsized results.
That's why I got out of theagency world.
(18:39):
Outsized results that's why Igot out of the agency world.
I've had 1,100 clients plus inmy career.
I'd have probably another 1,000, 2,000 more if I did it for
another 20, 30 years.
I think at least this was mythinking at the time.
I had to exit my agency becauseif I can help one agency owner,
they have their own staff, theyhave their own clients.
That is a trickle down effectand impact.
(19:01):
I think that far outweighs meworking one-on-one with a client
on their marketing campaign.
If I can help a marketing owner, they fundamentally change as a
leader and that trickles downto all their environment and
ecosystem and that's what I'mafter.
So of course it was a lotharder to find because that's to
(19:22):
me a very powerful thing andyou don't just stumble across
powerful things.
I'm diverting a little bit, butthe focus is in help people in
the best way possible or death.
Speaker 2 (19:33):
I mean you're covering it well and unpacking
this.
You know, for everybody thatlistens and watches, everybody
that comes on.
They talk real, it's reallytransparent.
The questions are coming fromall the stuff that you're saying
and how you've navigated andthe focus shifted and how you've
matured over that time and whatyou've learned, because
sometimes we call it a mistakeand I just call it a valuable
lesson learned.
Yeah, there are no failures youdidn't learn anything, then it's
(19:56):
a mistake.
But if you just pause brieflyand what's the valuable lesson
learned in everything that youmay want to call a mistake, and
that's for all of our listeners,our viewers you're going to
take some risk and there aregoing to be things not go the
way you want to, but what didyou learn from it so you can
re-navigate?
How do you, as a leader, keepyour vision solid so everybody
that's watching don't getconfused about what it is that
(20:17):
you do?
How do you be really clear onyour vision?
Speaker 3 (20:20):
Yeah, yeah, I love that question, cause that was
that's literally what I wastrying to pursue for months and
months and months.
Right, like I was still at theagency up until three months ago
and I kind of was like againleaning into what I think this
could have been.
It came to a point around whereI was like the person who
chases two rabbits catchesneither.
So I had to make that decisionright, and so, yeah, the
(20:44):
business itself is only threemonths old.
The thought process behind itis a bit older, but in terms of
like, how do I keep that clear?
You're exactly.
You nailed it right.
That is actually my goal.
That's what I think about allthe time.
I'm constantly like I sleeppretty well, but if I am up at
night, it's like, how do I makethis more simple?
How do I make this more clear?
All that sort of stuff, right,so's taken me a good seven,
eight months of thinking of thisas a possible business to be
(21:04):
like what is the 10 secondspeech?
Right, what is the thing tookmonths and months.
Trust me.
It was just like painful, like Iwould cause I have a couple of
mentors.
It was like a running joke.
Every two weeks I'd be likethis is it, I think this is it,
and then two weeks later I'd belike that freaking sucked.
I think this one's it, you knowwhat I mean.
And it would just keep going.
And so I'm saying I think Ihave it now, but two weeks from
(21:27):
now, who knows?
A mentor of mine says slow issmooth and smooth is fast, and
also simplicity is the ultimate.
So it was one of those thingswhere I was like that's why my
offer is so simple.
It went from community with allthese bolt-ons to one-on-one
coaching for 16 weeks.
Right, one promise, oneguarantee, like all that sort of
(21:49):
stuff.
Instead of trying to maneuveraround now, I can say it in like
six seconds who I help, what Ipromise and what the guarantee
is.
I can say that all in like lessthan 10 seconds and I feel so
good about that.
But anyone who talks to me now,that's all they'll hear.
They won't hear the eightmonths of just agonizing over it
every day to try and get there.
Speaker 2 (22:11):
Yeah, because it can be very confusing and
distractions are happening asyou talk about it.
Yeah, I heard you mention acouple of times.
You have mentors.
You got people that you go to.
How important has feedback beenin your growth?
Speaker 3 (22:23):
Yeah, I think I would add a caveat to that, because
what do they provide?
They provide a shorter timedelay for whatever your idea is
and your action to the actualresponse Right.
So, like again, you know, I cantell just from the other side
of this, this computer, thatyou're a very ambitious person.
You have your own company, youdo a lot of things, you're
action-oriented.
Yeah, yes, if you're only doingthat in isolation, which is the
(22:46):
population I serve.
They're agency owners who havegotten to six figures.
They are talented MFers forsure, right, yes, but my mission
is not to convince them of anew system or to shove a new
tool down their throat.
My job and role is to shed lighton hey, you are an A player,
(23:08):
but you're operating at 20% whenyou're doing it alone.
And as a business grows, youadd complexity, and so then it
seems like I have to do more.
I have to do more, I have to domore.
Complexity, right.
And so then it seems like Ihave to do more.
I have to do more, I have to domore.
Doing more is not how to build abusiness.
Doing better is how to build abusiness, right.
And so I guess the importanceof feedback and mentors.
(23:31):
At worst it's a time-savingmechanism and at best it's
accountability, like springboardto be.
Oh my gosh, I can access allthis other stuff because how
easy is it for you and your roleto solve everybody else's
problem?
How difficult is it for you tosolve your own?
Sometimes it's just thatoutside perspective that
shortens the misery.
(23:52):
To get to where you want to goNow, you still have to put in
the work, but if you have anidea as a solo business owner,
it could be months before youknow if it worked or not.
Speaker 2 (24:04):
Yes.
Speaker 3 (24:04):
Right.
Speaker 2 (24:04):
Yes, when you talk to us because I hear a lot of
entrepreneurs they need to starta business for one or two
reasons, or probably multiplereasons, but one that I know is
they don't want to work foranybody.
That's the first thing they sayI don't want to work for
anybody.
Speaker 1 (24:15):
Wrong reason.
Speaker 2 (24:16):
Yeah, they go on to be an entrepreneur.
I say, yeah, you may want to doa little bit more research
around that.
Yeah, dedication and commitmentit takes to be an entrepreneur.
What do you say to those thatare contemplating being an
entrepreneur and the response isthey're doing it for the money
or they're doing it because theydon't work for anyone.
Speaker 3 (24:32):
Don't do it.
It's simple.
A business, by nature, is athing that solves a problem.
So if the first problem you'resolving is your own, you're in
it for the wrong reason,straight up.
You need to provide a solutionto someone else's problem and
you need to believe that it's aproblem worth your time to solve
.
So if you're already out theresaying my time's too valuable
(24:54):
for me to work with somebodyelse who doesn't get me, the
grass is never greener Get overyourself because you don't
understand too.
Sorry, I'm really direct, but,like you know, it's not about me
.
Speaker 2 (25:07):
No, when you're in the business I say it all the
time, I use the acronym and myaudience knows this Q-tip it
Quit taking it personal.
This is a professionalconversation, so oftentimes we
do have to get over ourselves.
We do got to get our egos andour pride and all those things
out of the way so you can focuson what you're really there.
So the most important thingI'll tell as I answer that
question for people is he'sabsolutely right.
It can't be about you.
(25:27):
If you're trying to be anentrepreneur, if you make it
about you, you're probably notgoing to be as successful as you
can be.
What's the requirement and whoare you trying to help and how
do you actually solve thoseproblems?
If it's just your problem, youcan stay on a debut too and your
problems can get solved.
Speaker 3 (25:42):
Well and that's the thing too is you just have to be
really conscious of what you'redoing, right?
So you always have to givesomething up to get something.
So if you're trying to getfreedom by not working for
somebody else, okay,congratulations.
You are also giving up safetyand adding a bunch of risk.
Okay, like someone who hasnever started their own business
, who's thinking about it,they're gonna listen to this and
(26:04):
be like, yeah, yeah, whatever.
Right, because that's who I wastoo.
But it is abundantly clear onceyou get into the business that
there are so many little thingsyou never thought about you had
to do, right?
A business is not getting anLLC and making a couple of phone
calls.
That's not what it's about.
You've got nobody to lean on.
You have all of the risk.
(26:24):
You realize that what you'restepping into is basically a
shark tank.
And that is exactly why I'mbuilding the business I'm
building, because when I get onsales calls, it is not by my
thing.
I'm qualifying them if they'regood enough to work with me.
So I don't make sales every day, I don't make sales every week.
(26:45):
Even I have a very high ticketprogram.
So it's fine and that's what Iwant to build my business around
, but if I'm going to solvesomeone's problem, I am testing
their metal and grit on thefreaking phone call to know that
they won't let me down, becausewhat I do works.
I know it works.
So if you want to start yourown business and you think it's
(27:05):
some sort of freedom, pass.
No, it's not.
You're stepping into a ring toget punched in the stomach over
and over and over again.
The reward for doing it longenough is freedom.
Speaker 2 (27:15):
Yes, how do you keep the confidence?
I mean because you've had somechallenges, you've had to figure
some things out, and when youdon't win constantly you're not
going to score all the time howdo you help people?
Or what have you done to keepthe confidence?
Because you show up, it'spretty confident, even though
you don't have all the answers,even though you still got a ways
to go and you got a lot tolearn, as you said earlier,
which I love because you're aconstant learner.
How do you stay confident whenyou really don't know what
(27:37):
you're doing sometimes?
Speaker 3 (27:39):
Yeah, I think, transparency.
I would always tell my staffwhen I was managing at the
agency.
I would say I can't say onething and mean another.
You can say emotions on yoursleeve and stuff.
I'm a very logical person,which is hard to be right now
because I have three young kids.
There's no logic in my normallife ever, but I stay confident.
I think probably the easiestanswer is because I believe in
(28:00):
what I'm doing and my entirelife's motto, ron, has been I'm
addicted to solutions, notfeeling good.
Entire life's motto, ron hasbeen I'm addicted to solutions,
not feeling good.
Yeah, right, and so solutionsare, even if this makes me feel
uncomfortable, so long as it'sethical and it's the right thing
to do, do it.
When I left the agency, trustme, every bone in my body was
(28:23):
like I don't want to start overagain, but I did it because it
wasn't up to me.
It was can I reach my fullpotential here or do I have to
do this thing to reach my fullpotential?
And I didn't apply any emotionto it whatsoever.
The answer was clear and it waslike okay, then what else is
there to discuss?
Do it.
So my confidence comes from anabsolute iron belief in.
(28:48):
I'm doing the right thing.
That's my mission every day.
Do the right thing and enjoyingit is a bonus.
Speaker 2 (28:54):
I love it.
The belief gives you theability to have the confidence
in what you're doing.
Speaker 3 (28:59):
Yeah.
Speaker 2 (28:59):
Is there anything that you want to share that I
haven't asked any questionsaround that has really
contributed to your level ofsuccess and belief and continue
to get up every morning and showup and deliver?
Speaker 3 (29:13):
Yeah Well, I think what made me want to speak with
you and be a guest here is thevalue of people.
Right, like, as we're trendingmore and more into you know,
people are putting entirebusinesses on selling chatbots
and just like, do all thisthrough AI and that's you should
be leveraging AI.
Like, if you want to survive,you got to stick with the times,
but I am a firm believer thatyou get nowhere without people.
If I wouldn't have invested inmyself two years ago and gotten
(29:36):
mentors, I would not be here.
Speaker 2 (29:39):
I love what you're saying For everyone that's
listening.
He's absolutely right.
Technology is a tool.
Don't let people become like atool.
Build those relationships, andthe language I use around that,
kobe, is I call it relationshipequity.
That's really what I say incorporate America.
When I'm out in places I sayit's just like your credit score
.
If your credit score ishorrible, it costs you more to
(30:02):
get money.
It takes a lot longer andthey're not as nice.
Well, the same thing.
If you and I don't have ahealthy score with each other,
it's going to take a lot longerfor us to work together and get
things done.
It's going to cost us a lotmore.
So look at all yourrelationships and rate it.
If you got a 750 or higher,I'll probably pick up the phone
a lot sooner.
I'll probably be a little bitfaster responding.
I'll probably be burn bridges.
Please do not destroyrelationships.
(30:29):
Everything happens based onrelationships.
Everything for us.
Speaker 3 (30:35):
Yeah, I call it relationship equity.
I like that.
I call it emotional credit inthe bank, so we just got a
different way to say the samething, right when it's like.
That is why anyone I help,because I know we are basically
at time.
But that's the reason, themodel I employ.
Everybody wants a rocket shipagency.
They want to grow and they wantto build their team or build
their lifestyle or whateverGuess what.
(30:55):
Rocket ships are incrediblyvolatile and explode, so the
model I'm about is a pyramid.
Pyramids have been around forthousands of years.
They'll be around for thousandsmore.
And you build a pyramid at thefoundation.
That's you.
And you build a pyramid at thefoundation.
That's you right.
You scale yourself, because ifyou don't scale yourself, if you
can't feel good, you won't dogood, and everyone will kind of
(31:16):
follow your example right.
And so if you are not investingin yourself with mentors, the
people you are leading won'tthink that that's valuable.
If you aren't trying to getbetter every day, the people
you're leading won't try and getbetter every day.
We started at the top and we'reending with leading by example
is cliche.
It's freaking true.
Speaker 2 (31:34):
Yes, it is.
People have to see you do whatyou want them to do.
So a phrase I use for everybodyis make sure your audio matches
your video.
If you say it, I want to see it.
Speaker 3 (31:44):
Heck, yeah, I love that.
All right, can I steal that?
Speaker 1 (31:47):
Yeah, see it, heck.
Yeah, I love that All right,can I steal that?
Speaker 3 (31:50):
That's really good.
Speaker 2 (31:56):
If you say it, you better let me see it, cause if I
don't see it, I'm not believingit, and that's human behavior.
That's why video is so popular.
People want to see it.
Anybody can come up and get ascript and read it.
Can you live it?
Speaker 3 (32:04):
Exactly, and I'm not trying to convince anybody,
right?
Like I had a sales call todayand they want to take their time
and that's great.
It is not cheap, it is aninvestment, right?
And so what I said is here'sthe deal Like, I'm a hell, yes,
you need to be a hell, yes, okay.
And so if you need a little bitof time for that, that's fine.
But I am not here to convinceyou that this is it.
(32:25):
I want you to know ahead oftime.
And so the people who say yes toeverything, it's not a business
thing If you're not where youwant to be.
It's not a business thing.
It's a self-reflection.
It's ask yourself tougherquestions.
And if you can't ask yourselftougher questions, go pay
someone who will, because thatis the like.
What was it?
(32:46):
I don't think it was Aristotle,maybe it was.
He was like give me a wedge anda lever long enough and I'll
move the world, or somethinglike that.
Like leverage are people whoare further ahead than you, who
actually believe in you and wantyou to succeed.
So if you're buying a system,tool or hack, you get what you
pay for.
If you hire someone whoactually has been where you want
(33:07):
to be and is invested in yougetting there too.
That is the highest leveragelever you can ever pull, like
ever.
Speaker 2 (33:16):
Yes, and listen to them once you hire them.
Don't ignore that.
And yeah, if you're going tohire them to ask you difficult
questions, don't take itpersonal, q-tip it, but listen
once they come up.
Yeah, q-tip, it Don't take itpersonal.
So how do we get in touch withyou?
I mean so, when you're thinkingabout the work that you're
doing, you're also, you know,running a podcast and you're
leveraging a business.
What's the best way for ouraudience to be able to reach you
at any given time if they wantto contact you?
Speaker 3 (33:43):
Yeah.
So I will say something I'mreally dedicated to is giving as
much value on the front endbefore you ever talk to me.
So if you want like long formvalue, I am working on YouTube,
more specifically getting thatvideo right, like showing what
I've learned.
So it's just my name, colbyWechter.
If you search that, I'm prettysure there are no other Colby
Wechters on earth.
So a Google search of ColbyWechter will find my stuff.
If you are an agency owner andyou're just stuck at six figures
and doing everything alone,then check out autonomyagencycom
(34:05):
.
That's where you'll find theactual program itself.
And, like I said, I'm very,very stringent and rigid on who
I work with.
So, yeah, you got to apply, butI would encourage you to do so
if you think you fit the brief.
Speaker 2 (34:16):
So yes, yes, love it.
I mean great information.
Love it I mean down to earth,unpacking a lot with you.
So, colby, you've done aphenomenal job.
For those that are listening,you know, go out and look up
Kobe W-E-G-T-E-R.
If you want to know how to lookhim up, find him out there on
YouTube.
He has content out there foryou, but reach out to him.
We'd love to be able to supportyou and help you.
Here's what I do know is thatall of us can afford an
(34:39):
opportunity to help someone else, and that's what the show is
really about.
So hopefully we share somethingthat helped you understand
something, get clarity orrealize who do you need in your
circle to help you be whatyou're trying to be.
All of us can work together, sothere's enough for everybody to
work together and support eachother.
So I'm happy that you came onand, for those that are
listening, we release a podcastevery single Monday.
There's a different person fromaround the globe with all
(34:59):
different backgrounds.
Hopefully we'll continue to addvalue to you.
Hopefully you'll continue tojoin the show, but until next
time, colby and I are going tosign off and tell you to have a
wonderful day.
We appreciate you joining us.
You can always find me onGlobal Core, or you can find me
on LinkedIn.
Either one is OK.
It'll send you straight to ourwebsite.
Thank you all for joining us,and Colby and I are signing off
at this time.
Speaker 1 (35:21):
We hope you enjoyed this edition of Turning Point
Leadership with your host, RonHarvey.
We're so glad you joined us.
Remember to join us every firstand third Mondays and expect to
receive real answers for realleadership challenges.
Until next time, make adifference where you are and
with what you have.
There are those who arecounting on you for effective
(35:45):
leadership.
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