Ep 73 Transcript: Rewriting the Rules for Women Stuck in Just Enough Thinking

This transcript was auto-generated and may contain errors in spelling or inaccuracies in the spoken words.

Hello and welcome to the Real Women Real Business podcast. I am your host, Shauna Lynn Simon. And today we're going to be diving into a topic on something that's really been bothering me a lot lately. What I've found is that when I'm looking for women-owned businesses to support, especially when it comes to a high level in those sort of specialized services, they're incredibly hard to find. And it kind of got me wondering, why is that? So I dug a little bit into this.

And I'm going to share some of my insights that I've discovered and some incredible facts about this that are going to help you to understand, of all, why this is. And then the next thing we're going to tackle is how do we overcome that and how do we as women continue to rise and to raise each other up? So I'll back this up a little bit and explain that I recently I needed some support navigating a new business development opportunity.

And so there were some specialized people that I needed to speak to at a fairly high level. We're talking sort of legal, CPA, ⁓ valuators, different ⁓ types of businesses that were at fairly high levels. And so a colleague of mine, she introduced me to the first person to speak to, which was a lawyer. ⁓ And he was lovely. But of course, it's a man, an older gentleman, and very knowledgeable.

really supported me well overall, I would say. And he then said, you know, I have someone else I'd like you to speak to. I think that you need to speak to this type of person. Let me refer someone. Of course, it was another man. And that person then referred to me to yet another person. And again, it was another man. Now, throughout this process, I did a little bit of searching on my own behind the scenes to see if I could find someone who is doing a similar job at a similar level to these guys just to get a second opinion on things.

And that's where I was really struggling. So here, you first of all, my female colleague is referring me to men because that's what she's got in her network. And these men are then referring me to other men. And then when I'm doing my own independent searches, all I'm finding are men. And this was kind of bothering me, something, you know, given what I'm doing here, everything that I stand for, I really would prefer to give my business to women, not that these men aren't lovely.

Don't get me wrong, this is not about discrimination or anything. It's simply about really wanting to help to raise up other women. So I did a little bit of looking into this. I'm going to share some numbers with you that I think are going to absolutely blow your mind. So in 2025, we hit a record high of women leading the Fortune 500 companies. Do you want to guess what that record was? That record high number, the highest we've ever been in terms of representation,

in the Fortune 500 companies. 11%. That means 89 % of the largest, most successful companies in America are still being led by men. And I want you to think about that for a second because as women, we make up half the population. We're starting businesses at incredible rates. But when it comes to that top tier, we're barely represented. But here's what really bothers me about this. It's not just about the representation.

It's about almost this invisible barrier that seems to exist that is keeping us small. Most successful women have this secret that they don't even realize is keeping them from themselves, essentially. They don't believe that they deserve to be at the top tier. And that's only part of it, because there's a lot more that comes that comes down to why women tend to stay small. And part of it is that we simply dream small.

doesn't occur to us to dream bigger. And if it does, it scares the heck out of us for good reason sometimes. So let's address this mindset first. There's first of all, the sort of enough mindset. know, so many women start businesses to do what they love and they want to make enough just to be comfortable. That's good for them. I just need enough to, you know, get by, pay my bills. Whether you are a single woman who just wants to be able to cover the basics or perhaps you are married.

and you've got a dual income and the second income in your household covers enough that you're like, I just need enough to get by. I just need the basics. Oftentimes as women, also think that scaling our business means working more hours and we're already maxed out, right? So the idea of adding more hours to an already maxed out life, nope, not gonna do it. Another reason that we have sort of this enough mindset is that we actually feel guilty about

wanting more money or wanting success. And your relationship with money and value often begins at a very young age and you may have unknowingly actually been conditioned to have a more negative perception about money, about people who had money and that desire for money. As women, we are actually taught that we're not really supposed to desire anything and it's not as though someone sits us down one day and says, okay, let me tell you what you're not supposed to do.

But it is ingrained in us in different expectations that are set on us that we interpret that as meaning we're not supposed to want more. We're not supposed to desire things because that is somehow inappropriate for us. And we hear a lot of things, especially when it comes to money, like money is the root of all evil or money doesn't buy you happiness. And well, yeah, sure, there may be truth to those. I'm not denying that. But subconsciously,

That's getting ingrained in us that so much so that it's holding us back from actually being able to have a healthy and wealthy relationship with money. I hear this so often from women entrepreneurs that I meet, you know where they say, I just want to stay small or they use terms like boutique to describe their business. But why does boutique have to mean settling for low pay, for not being valued, for not making what you're actually meant to be making? And I think this comes down to

almost a worthiness gap. We're sort of conditioned as women to put everyone else first. We're to help everyone else and raise them up and not really worry too much about ourselves. Don't worry about me. I'm just going to hang out over here. It's fine. I'll take whatever comes to me. So we put our clients first. We put our families first. We put our communities first. We put our children first. We put everyone else in our life first. And then whatever's left over, we'll use that for ourselves.

The reality is there really isn't often a lot left over, is there? So we kind of just push ourselves off to the side. And I think especially when it comes to money, we're often scared that making more money will mean becoming someone we don't want to be. We see these representations through how men achieve money. And a lot of times those men are achieving that success while not paying attention to their family, perhaps.

And I'm not saying this is the case with all men. I'm saying that what you're seeing often portrayed is that there's a trade off there. And so that has set this sort of negative connotation into your head as well of if I'm going to be successful, then I'm not going to be a good ⁓ mom, a good wife, a good daughter. And so there's this sort of worthiness that I don't want to be less of a person than I am. And I don't want to become someone that I don't want to be.

Maybe we think that there is not enough success to go around. So it's easier if we just settle for enough. So let's talk about let's give an example. So let's say ⁓ we're let's talk about some we're going to call her Emily. Emily is a seasoned business owner. She's in the interior design space. She is well known in her industry. And I'm making this up, by the way. Emily is not a real person. She is not one of my clients necessarily. But I think a lot of my clients would see themselves in this story of Emily.

So she's well known in her industry. She has a loyal following of clients. But when it comes to raising her prices, she's really hesitant. Her clients are often families or small businesses that are just trying to the most value for their money. So Emily feels that if she charges too much, she might alienate some of them. And so then Emily's mother calls her up and asks her for a favor. Can she help her friend redo her living room? And of course, Emily feels guilty saying no.

She has limited time. She's got a full workload, but she doesn't want to disappoint anyone. Even though she's been working hard on her business for years, she finds herself still putting others needs ahead of her own success. Okay, so this is sort of that that worthiness gap, right? Where everyone else is more important than Emily herself, but she's not making the money that she should be making that she feels she doesn't even feel comfortable making that money. And this is where, you know,

A lot of times women are feeling like their personal needs or financial success should always be taken a backseat to others and what others need. And so if we looked at it instead from not so much this worthiness aspect or the settling for enough or the idea of, if I were if I want more, it's going to cost me more. That's not necessarily the case. We don't necessarily think about business, though, from an optimization perspective.

A lot of women don't have a strong business background. And even with a strong business background, optimization is not always at the forefront of the formal training that you might receive. And men and women look at business a little bit differently. So if we think of, again, growing our business, if we think that making more means doing more, then we're going to be less willing to actually do it. Because again, we're already maxed out, right?

So what if we started looking at it as doing things differently? And there are a lot of big companies that have successfully looked to optimization rather than trying to grow just for growth sake. I know especially my home stagers who are listening to this, home staging is one of those businesses that can be really challenging because it feels a little bit like this never ending cycle of.

Well, I want to grow, so therefore I need to stage more homes. If I stage more homes, I need more inventory. If I more inventory, I got to spend more money. So in order to make more money, I need to spend more money. And that's this constant cycle. That's not necessarily the case, but it is the case if you're not charging enough money for what you're providing. If you're not supplementing some of that income, if you're constantly trading time for money and you only have a finite amount of time and maybe you don't have staff.

There's a lot of ways that you can be optimizing what it is that you are providing and still providing the value that your clients need without having to increase everything that you're doing. there's actually a saying that it's actually easier the more money you make. So if you are making, $10,000 right now, and I spoke with another woman on my podcast recently about this, the interview will be out in a couple of weeks.

But we talked about how, you know, if you make $10,000, that's actually a lot harder to make that $10,000 than it is to make your $50,000 and your $100,000. And how you do things at $10,000 in revenue is different than how you're to do things if you're bringing in $100,000 in revenue, which is different than how you're going to do things if you're bringing in a million dollars in revenue. Because what you do to get $10,000, you can't necessarily scale that. it's, and I'm not saying that you're doing things wrong, but

Take a look at how you're doing these. If you are not looking at this from a scaling perspective from the early stages of your business, then you're going to just keep doing the same things that you've been doing and hoping to just make more money. OK, so I want to increase my revenue by 20 % next year. So I just need to do 20 % more calls and 20 % more marketing. And then I'll just have to increase production, whatever that looks like, whether it's your own time, whether it's your staff time, whether it's actual.

manufacturing of product, you need to increase that by 20 percent. But what if it was easier than that? So let's take a look at a couple of larger companies that have done this. So Patagonia, they have premium pricing for their products. They work four day work weeks and their employees get time for outdoor activities and they are doing over a billion dollars in revenue. So the four day work week, this has been something that has been studied over the last several years.

And more and more people who are studying this are realizing that there is a ton of value to being able to give your employees more downtime. And so working a four-day work week for most people, especially in Western culture, and so Western culture, I'm talking North America especially, anyone who's in Canada or the United States, we often think that, if I'm only gonna work four days a week, I need to work longer hours on those four days. So we think we still need to do

the same number of hours we would do in a five-day work week, but just crammed them into four days. And I mean, the proof of this is every time there is a holiday that falls on a Friday or a Monday of a week, so you've got four days left to that week, or if you're going on vacation, what are you doing to lead up to that? You're working extra hard. Guilty of this as well, by the way. I'm not saying that I am innocent in this by any means. But what if we looked at doing things just working smarter? We can build stronger and work smarter.

We can do this if we really put our mind to it. But as long as we still have this, I'm going to settle for just enough kind of mindset, we're never going to see these opportunities to truly optimize because we're looking at optimizing as maybe a way to cut out a couple of hours in our week. But we're afraid we're not going to make enough money. So then we're just going to fill those hours with more services, more opportunities, more marketing. We're just going to fill those hours with something else.

So the key is to find that balance that actually has you optimized without necessarily having to fill in those time gaps with other work because you don't need it. ⁓ Basecamp is another great company. They have a no overtime type of culture. They offer premium pricing. their products, their software's are not exactly cheap by any means, but they have

market leaders who actively reject that hustle mentality. That filters down into the culture that they've created within their business. They are doing incredible success and fighting against that hustle culture. They are not demanding more of their team members and they're practicing it themselves as well. Netflix, for example, has a pretty open-ended vacation policy.

And in fact, they actually don't really tend to micromanage their team members. not saying you're working on this today and tomorrow and then you're working on this other thing. Instead, they're very project focused. And as long as the work is getting done, each person is relatively independent at how they can work to achieve those results. Each person in the company has the freedom and the authority to make high level decisions, to sign big contracts, to make large purchases if it makes sense for the company.

With that, they also have a relatively flexible vacation policy where they want you to take vacation whenever you need it. They want you to take the time off as you need it. And now that culture has to come from the top down, though. So if your management, if you're being told as an employee that, you know, you can take time off whenever you want, but then your boss is never taking a day off. Well, what message is that sending to you? It's probably telling you that you're not actually it's not actually OK if you take time off. And so, again, we're

we're affected by the culture around us. if we are the culture, if we are the business owner and we are the ones who are setting the messaging for the rest of our team, even if the rest of our team is one other person, we still have to live the culture ourselves. So if we look at things from an optimization standpoint, there's a great book out there. It's called Two Second Lean. I apologize, Paul.

Akers I believe, is the name. And I apologize if I'm getting that wrong. We'll make sure it's correct in the show notes for you. But Two Second Lean basically talks about trying to optimize, everything, taking every opportunity to optimize how you're doing things, whether it's your morning routine and how you're putting together your coffee or something in your daily work. Do you have something that's too far away from where it should be? So as an example, when I ran my home staging business, we had a warehouse. And I remember going to the warehouse one day.

And we had ⁓ in one end of the warehouse is where all of our decor items lived. And that's where we were packing up, you know, most of the the accessories essentially for our staging projects. And then we would pack these into these large Rubbermaid bins. ⁓ But the Rubbermaid bins, they were kept on the other side of the warehouse. And I understand it's because the other side of the warehouse just happened to have this great spot that was really convenient for storing these things. But if every time you're going to pack, you're having to walk all the way to the other side of the warehouse to grab these bins. Is that actually efficient?

Well, not really. Right. So it was something that I brought up to my team. I why aren't the bins over here? And they're explaining to me, OK, well, I would like to see them over here. but you know, they make sense over there. They kind of fought me on this. But you're you're literally wasting time every single time you're prepping a job. So sure enough, we made some adjustments. We moved the bins. And of course, everyone was on board once this adjustment was made. this actually does make more sense. Huh. Go figure. So the point is, doesn't optimization doesn't have to mean a complete rework of your business.

Take your time to identify small things that you can optimize and work towards building those up. So these companies that I've mentioned, the Netflix, the Basecamp, the Patagonia, they didn't succeed despite charging more and working less. They succeeded because of it. So why do we as women tend to think we have to choose between success and our sanity? You know, we talk about, I've talked a lot about how rest is critical to success for so many reasons.

But aside from the obvious physical and mental health benefits of it, it's actually really good for your business. And with the right optimizations and by working smarter, not harder, it's not just a catchphrase, but in real practice, you can optimize your business for significant growth. We are going to take a very quick break right now. And when we come back, we're going to dive into some real examples of working smarter. We'll be right back.

All right, welcome back to the Real Women Real Business podcast where we're talking about how women have a tendency to dream small and there is nothing wrong with you if this is what you've been doing and you're like, this is so me. Just know that this is completely normal. Am I looking to change it? Absolutely. But this is not a change that's going to happen overnight. But let's take a look at a few examples of optimizing our business and working smarter rather than working harder. So let's talk pricing first.

So instead of taking on, 10 more clients at $500, where I'm going to keep the math super, super simple here. So 10 clients at $500 is what? That's $5,000. What if you served five clients at $1,200? What does that work out to be? All right, let me do some quick math. Is that $6,000? So I've got half the number of clients, and I'm making more money. Now, I understand you might be saying, oh, you want me to jump from 500 to 1,200.

I understand that might be a little bit of a massive jump. So here's an easy way to immediately raise your prices for any new clients that come to you. OK, you don't have to worry about some people, I think, get stuck on raising their prices because of their existing clients. OK, keep your existing clients for a moment. That's a whole other conversation. I could do an entire episode just on that. But let's talk about your new clients coming in.

Take a look at what you're currently offering. Can you raise your price by a minimum of say 20 to 30 percent? How does that feel when you look at that number? Does it start feeling like a number that you feel reflects your value more? I do not want you to think about, ⁓ I don't know if someone's going to be willing to pay that. I don't know if my clients are off and on a budget. I want to be able to help people. I'm not saying that that is not a relevant factor, of course, to your pricing strategy. But what I want you to take a look at is.

If you had a client who was willing to pay whatever you ask them, what do you feel is a fair ask for what it is that you do? That's what I want you to kind of try on. How does that feel to you? So take a look at what 20 to 30 percent looks like. Now take a look at raising your prices by 50 percent. How does that feel to you? What is a hundred percent increase look like? That's basically doubling your prices. How does that look? How does it feel?

I'm not saying you have to be comfortable with these massive price hikes, and maybe you're not right now, but I want you to realistically take a look at what you're doing and ask yourself for the amount of time that you're spending, for the type of product, for the type of results and transformations that you are selling, are you worth more? So now take a look at that same service offering that we just raised the price for. I want you to see if there are any.

extras to it that don't necessarily need to be a part of it in order for it to still have a solid value. Are there some bells and whistles potentially that you've included with it? You can continue to offer a lower that the same price you've been offering. So let's say I'm going to use a consultation service as an example. Let's say your current consultation is $250 and you're going to double that to $500. You can keep it exactly as is for new clients. It is now $500, but.

You know, take some of the bells and whistles out of the things that you do. Maybe you're not doing any follow up to it like you normally do, or maybe there's another element to the consultation process that you're going to take away from you. OK, so what does that look like then? And now that is going to be offered at the price you've been offering it, that $250. Does that make sense? So now you've got your base version and a more premium version. That more premium version is probably the version that you've been offering this whole time. It's actually worth more. And maybe it's not.

double the amount of money again. You figure out where that comfort zone is, but the idea is when you raise your price, you raise it on your existing offering and then take out some bells and whistles and make that your base offering. Now, if you really don't think that your offering has any more value that you can't charge more, are there things that you can add to it that would add value that does not add more time or expense to you? So that's one way to optimize it. We can optimize ourselves on pricing. Automation is another way that we can optimize things. What if that

thing that you do manually 20 times a week could actually be systematized. Automation isn't just about saving time, it's about creating scalable revenue. So here are a few automations that can add potentially like, I don't know, $50,000 to your business. Again, it depends on your business, of course, but let's think client onboarding. So maybe you're spending two hours per new client in order to get them onboard. So that's your intake calls, setting up the contracts, creating

you know, the the welcome email and everything else. So what if you could set up and create an automated sequence to do all of this? So the client pays, they immediately get a welcome email, which then sends them to an intake form for them to fill out. Once that's filled out, they receive the contract and they get access to maybe as a custom portal that you have. Even if you're thinking, I don't have the software for this, I don't understand the technology for this. There are a lot of ways that this can be easily automated.

through something as simple as Google Forms and a simple email marketing program. You don't have to have a significant or robust CRM program for this to work. But depending on the services that you're offering, depending on the clients that you have, would it make sense for you to upgrade to a more robust system? What does that cost you? An extra 20, 30, $40 a month for the time that it's going to save? If you are doing this onboarding, how many times are you doing this onboarding in a week, in a month?

So if you're saving, say, 90 minutes, 60 minutes, two hours per client, how does that translate? Another thing is this, the follow up sequences. I kind of already mentioned in the client onboard and automation, but setting up automated email sequences for either your new clients and or you could also set up those follow up sequences for someone maybe who didn't buy. Maybe someone reached out to you, they were interested, they're a prospect. Can we put them into a little bit of a sales funnel to continue to nurture them?

So maybe it's a five email sequence over, say, 30 days. So you're not, I'm not saying you have to email them like every other day for a week, but maybe it's over, say, 30 days. Can that convert more of those no's into yeses because you've kept in touch with them? So instead of manually following up, you have an automated follow up that goes out to them. Even if it could be a matter of it's a standardized email template you have that you're doing a copy and paste to them, but it saves you from starting from zero.

each and every time, right? Is there a way to up automate your upsells? So after delivering, say, a core service of some sort, can you automatically offer whatever the next logical step might be? So if you do websites, for example, you're offering SEO services, say, 30 days later, it is much easier and costs less to sell to your existing client base rather than trying to acquire new customers and clients. So think about ways that you might be able to

automatically upsell, whether it's following the providing that service to the client or maybe it's at the same time. Maybe you're automatically up leveling them saying like, listen, well, if you're already getting this, you might as well throw this in as well. It just makes sense. Even if you end up throwing it in for a slightly discounted rate because they've bundled things together. If that makes sense to you, depending again, if we're trading time for money, we want to be really careful about this. But is there a way to continue to add value and not necessarily have to charge a ton more for it, but

still make some more money on it. And then delegation. This is another great way to optimize some things. So what if you hired someone, let's say $25 an hour to do the $15 an hour task so that you can focus on your $100 or $150 hour work, right? And when it comes to delegation, the key is to start small and scale smart. So don't go into hiring full-time immediately necessarily unless you really think that is the right move for you.

You can start with maybe a virtual assistant for some admin tasks that say five hours a week. Maybe it's a specific thing that you need some support with. Maybe it's creating some templates for your social media or getting some things on your website done. Maybe it's about getting some copywriting done. Those might be more of a freelancer that you hire on a per project basis for like a specific skill. Maybe you get someone contracted for recurring tasks like your social media, like your bookkeeping. What are some other ways that you can be delegating some of those

Smaller tasks are still important, but they're not the things that like you are the only one who can do them. So what are the things that only you can do that those high level tasks? Can we delegate or automate some of the other ones? So I hope that in in listening to all this, you're starting to accept and warm up to the idea of maybe growing bigger doesn't have to mean a ton more work. This is one of the reasons why I'm on a mission to help.

more women to work smarter, build stronger, dream bigger. But first we have to give ourselves permission to even want more. And that's the part that I'll admit I'm at a bit of a loss as to really how do we do this? But I've come up with some ideas that I think we're going to help you because I want to really help to be the change in how women think about their businesses and how they think about their worth. I don't want us to just

see our business as a way to do what we love, but I wanted us to see it as a real, true vehicle for real wealth, real impact, real change. Why does it have to be just a small thing? I just want to help some people. I'm not saying I want to take that away from you, but can you what if you could help more people on a larger scale? When women succeed at high levels, we lift everyone up, we create jobs, we support other women, we change industries, we change the way that we look at.

business, at work, because women are not built the same as men and the strategies for our success are going to be different than the men. But what if we can start working towards that? So now before you go and work on your pricing, your systems, your delegation strategies, we need to first address that relationship with money that we talked about earlier. So I want you to start with some money mindset exercise. I'm going to give you three exercises that you can do this week to help you to get more comfortable

with making more money, with enjoying money, with desiring money, with wanting money. So exercise number one, we're going to do sort of your money story audit. I want you to write down the first five things that come to mind when you think about wealthy people. And I want you to be honest. There's no judgment here. This is just for you. But I want you to ask yourself where these beliefs come from. So when you look at wealthy people, do you think they must have been born with money? Do you think ⁓ they must have been

tyrants to be able to make it to the top. Do you think that they must have screwed over a bunch of people? Do you think that they are miserable people and they must be really unhappy? Like what are the things that you're thinking? Maybe you do have some positive associations. Great. Regardless of whether they're positive or more negative associations with wealthy people, I want you to ask yourself where do these beliefs come from? Are they from your parents? Are they from society? Are they from a personal experience that you've had with wealthy people? These unconscious beliefs

are going to be driving some of your pricing decisions. If you're thinking favorably about wealthy people, you're probably charging decent money. But if you're not, you might be charging a little bit less than what you actually should be charging for that. Exercise number two is the value inventory. I want you to list 10 specific results that you've delivered for clients in the past year. I'm not asking you to think about what you did for them. I'm talking about

What did they achieve because of the work that you did? Did their own revenue increase? So all your home stages out there, let's think about your real estate agents. Did their revenues increase? What about for interior designers? Did you help a homeowner to create a more fulfilling life, to be able to be more productive in their home office, to be able to increase the equity in their home? Have you saved them time? Have you solved some problems for them? This becomes your, let's call it like an

evidence file for why you deserve premium pricing. The next exercise is your permission slip. I want you to write yourself a literal permission slip. I give myself permission to want more money because and list yourself five reasons. I'm going to be honest. I'm actually working on these exercises myself. This is it's a little bit more work than I thought it was going to be, but I don't I want to ensure that if I am going to be asking you to do this that I am doing the same thing myself behind the scenes here.

And the permission slip, I will admit it felt a little bit corny and cheesy, but it also felt really good to list out my five reasons why I want more money, because when you start looking at the things that you want to do, I want to make an impact. That more money allows me to do that. And I'm not going to share my specific reasons with you because I think that, you know, we're allowed to keep those things to ourselves. It's not that I don't want to share them. It's just that, you know, I don't want to influence the five reasons that you might have.

But maybe it's to support your family, to create some jobs. Maybe it's so that you can donate to the causes that you really care about. Maybe it's just about being able to have the freedom of space to dream more, to be able to go on more vacations because you want to be able to do more for your company, for those who work with you. Maybe you want to want to be able to comfortably say, let's work four days a week. Money isn't selfish when it serves that bigger purpose. So in the last exercise I want you to do,

is the future self visualization. I want you to close your eyes for yourself, not if you're driving right now, okay? Keep your eyes open if you're driving, but or walking or moving in any way. If you are not sitting down, don't close your eyes, but I want you to imagine yourself 12 months from now. So you've implemented everything we talked about today. You've raised your prices, you've automated your systems, you've delegated off the right tasks. So picture, let's say a typical Tuesday in your life. What time are you waking up at? How do you feel when you check your bank account?

What does your calendar look like? Are you stressed about money or do you feel abundant and secure? Now I want you to zoom out even further. What impact are you having? How many people are you employing? What causes are you supporting? What legacy are you building? Now here's the key part. Notice how in this vision you're not working 80 hour weeks. You're not sacrificing your health or your family. You're successful.

and you're sustainable. I want you to write down three specific details from this visualization. Maybe it's the feeling of confidence when you quote your prices or the excitement your clients get when they see all the value that you bring to them and how you're making their lives easier or perhaps it's the peace of mind you feel knowing your business runs smoothly even when you take a vacation. These aren't just dreams. These are your road. This is your roadmap here. Okay, because here's what I do know about successful women. We need to see it.

before we can actually believe that it's possible for us. And right now there's not enough representation in that top tier. So we need to visualize ourselves there in order to get ourselves there. All right, so if you're listening to this and thinking, want more than just enough, then I've got a great tool for you. The first step to earning more and finally really making you what you deserve without all the guilt that's associated with it. I'm offering you my free CEO assessment. It's a diagnostic tool that's gonna help you to pinpoint where there...

There might be things that are out of alignment in your business and the steps to take that you can that you can take to help you to optimize things and to start building stronger and dreaming bigger. We're not just building businesses here. Remember, we're building legacy. So simply go to AboutShaunaLynn.com/CEOQuiz and we'll make sure that, of course, any resources that I mentioned here in this podcast are listed in our show notes. So especially if you're driving right now, be sure to come back to this episode and check out the show notes to grab those links to the resources.

And if what I'm saying here is resonating with you, then I hope that you will tune in again next week and allow me to continue to be a part of this journey with you. Don't forget to leave us a review on your favorite podcast platform and subscribe to us wherever you get your podcasts. if you, again, if this is really resonating with you, you're like, you want to help me on this mission of helping women to build stronger, work smarter and dream bigger, then I would very much appreciate if you would share this episode with another woman that you feel.

is ready to hear this message. It's not only going to help me to spread my message, but it's going to help that woman as well. And she can carry it on as well. Until next time, keep thriving.