My name is Mike Killen.
I’m the founder of Sell Your
Service, which helps marketing
agencies increase their sales
and find five figure customers.
And in this talk, which I’m really excited
to give to you today, I want to talk about
how to hire your first remote employee.
Now, if you are a remote employee,
this process is still going to
be useful, but because perhaps
you want to grow your team.
But if you’re running a business
and in today’s climate, a lot
of your team might be remote.
You might be able to find staff
and really, really talented
workers all around the world.
And I want to share with you
the process that I’ve got on the
whiteboard behind me, of how I
have hired a team and grown a team.
I think when I talk to business owners
about this, I get the same kind of
few problems and headaches come up.
Maybe you’ve tried hiring
before, and it hasn’t worked out
because it is very stressful.
Having people on your team
is extremely stressful.
Maybe you are unsure about hiring
because you have no idea where you
would find them the work to do.
I think what sums this up is in 2019.
I had a team of about eight people.
Some of them are full-time.
Some of them were part time.
I had video editors, I had
social media people, I had content
editors, and copywriters.
I had an admin person and a bookkeeper.
I had about eight people kind
of floating around me and I
was working harder than ever.
I was stressed out beyond belief.
And in fact, I actually had to call
up Dan from Big Orange Heart to say,
Um, I’m at breaking point here.
I’m supposed to be going on
this round, the world tour
talking about these experiences.
And I don’t think I can get out of bed.
I was so stressed because I was
working incredibly hard just to
try and keep the team to have work.
I actually got annoyed when they
completed their jobs, because it
meant that they came back to me.
Eventually, what I actually
did was sack everyone.
It’s not something I’m
particularly proud of.
Um, certainly, uh, was.
Did not take it lightly at the time,
but since then, I’ve now taken on two
people in a more full-time capacity with
a third potentially coming on board.
And the tone has completely shifted.
I’m way less stressed.
Our business is winning a lot
more effectively and efficiently.
And the way that this was summed up
to me was when you get home after
a really hard day’s work and you
walk in the door, And your partner
says, what do you want for dinner?
That’s you being asked to do another
decision and you go, I don’t care
what I w w what we have for dinner.
I just want you to make the decision.
It’s actually the decision-making.
Behind hiring people and managing
staff that is so exhausting.
And that’s what I want to talk about
today is making sure that when we hire
someone, it doesn’t add to your workload.
Because the problem that I had was I had
video editors and social media posters
and experts and consultants and stuff,
and I had copywriters and copy editors.
And what was essentially happening
is they would edit the video, create
the social media posts, do the copy.
And it was coming back to me
because I had to check it.
I was the one who had the
final say, and that’s my fault.
I basically said to them, look, I want to
make sure that I have a final say in this.
And I thought, well, if
you’re doing the work.
And you’re the one editing the video,
but then I have to check it over.
Why don’t I just edit the video?
And I did that classic swing
manoeuvre where you think this is too
much work working with everyone.
It was actually easier
when I did it myself.
So you get rid of everyone and you
fall back to doing it yourself.
And then as you start to grow,
you take on team members.
Those team members do exactly
the same thing they do.
Exactly what they’re employed to do.
They run the decision past
you and you end up thinking, I
don’t want to do this anymore.
If you’ve ever called up a call center
and said, look, I’ve got a problem with
my service or, or system or whatever.
And they’ve said, yeah,
that’s not a problem.
I just need to go and check it with
my manager and they have to go, then
go take that to their line manager.
And eventually it comes back to you.
You know how inefficient that is?
So, what I want to share with you,
uh, is my process for hiring teams.
It’s actually my process for growing
a team and hiring one remote worker
all the way through to hiring partners
and directors in such a coming on in
a larger capacity for your business.
You might think that you don’t know
what you would hire them to do.
You might even be thinking you’ve
got no idea how to pay them.
We’re going to cover a lot of that.
If you want to go ahead and copy
this diagram, it’s pretty simple.
We’ve just got a circle in the middle and
then we divided up into four quadrants.
So in total we have five areas.
This one at the top is
called our stop list.
We then have interview.
We have outcomes.
We have management and that the
center, we have our core role.
The number one reason why.
New hires tend not to work out is
because they don’t have a defined role.
And the reason that they don’t
have a defined role is because
you don’t have a defined role.
This was revolutionary to me when I first
was told this, it’s easier to train a dog
to do something than to not do something.
So when we take someone on board often,
we’re saying, well, what I want you to
do is, uh, you know, take care of this.
But what I don’t want
you to do is a, B and C.
Instead of being extremely
specific and clear about telling
ourselves what we do want to do.
So at the center here,
we have our core role.
And unfortunately, in this particular
video, we don’t have time to go into the
complete complexities and depths of this.
If you want to learn more about
this, there’s a concept called the
queen bee role by Mike Michalowicz.
It’s in his book Clockwork,
which I highly recommend checking
out what this basically is, is.
What would you hinge the success
of your business on, because what
we’re going to be hiring other people
to do is take work off our plate.
When I had that team of eight people, I
thought that they had, they were taking
work off my plate, but in actual fact
they were putting work on my plate.
And that’s because I wasn’t sure
about what my core role was.
So we need to understand
what your core role is.
You probably do.
six of which are relatively important.
You’ll probably have bookkeeping,
an admin delivering work to the
them sales and marketing, doing the
analytics, networking and generating
leads, something along those lines.
But in those six roles, you’ve
probably got some which you would
hinge the success of the business on.
And what you need to think
about is what would you.
Uh, keep, if there was a role that
you could only do, that would make
all the other roles irrelevant.
So in my particular case for Sell Your
Service, it’s create content.
I have to do bookkeeping and admin.
I have to chase payments, create offers.
I have to do building partnerships,
sales, and marketing, building products,
selling products, running promotional
webinars, but could I create content?
So good and spend all of
my time creating content.
That was so powerful.
Then actually people paid me in
advance that I no longer needed
to run paid workshops that I no
longer needed to create products
because my content was so good.
People are willing to pay for it.
So there’s a core role somewhere
within your business, which is
essentially without that linchpin,
the whole process falls apart.
So in the case of like a burger place,
Their core role might be sourcing and
producing the best beef because without
the best beef, there’s no burgers
without burgers, you can’t do invoicing
and you can’t charge customers because
you haven’t got anything to sell them.
Now, this takes a long time, and
this is perhaps why I think people
struggle with hiring this because they
don’t understand what the core role
is that they bring to the business.
You can’t have five or six
or seven different things.
You need to have one
thing that you’re doing.
If it’s building strategic partnerships,
it’s building strategic partnerships.
If it’s hiring and managing staff,
it’s hiring and managing staff, I’m not
saying that we’re going to get rid of
everything immediately, but over time
you want to be left with one core role.
So in this particular case, in my
particular case, it was creating content.
When I was running an agency, when we
ran a digital marketing agency, my core
role was in fact, Building partnerships.
So partnering with other businesses
and getting them to kind of, you
know, deliver outstanding work for us.
But in this case, I’m going to put
content because I know that I would
hinge the success of my business.
And that’s the phrase I want you to
bring away from this core role is what
would you hinge the success of your
business on if you could, if you could
only do one thing and one thing so
well that all the other pieces moved
away, what would that one thing be?
And then we move into
something extremely pragmatic.
This is called the stop list.
So the stop list is essentially
everything that isn’t your core role.
So any time you do something that is
not your core role, I want you to write
it on the stop list, even if you think,
well, there’s no way I could outsource
this or get someone else to do it.
Don’t worry about that just yet.
This is basically building the hiring
practices that you’re going to be
looking for other people to do.
For example, bookkeeping, anytime
you do bookkeeping, that’s a
really classic example of a
task that is not your core role.
If your core role is client communications
and you find that the best thing
that you can bring to the business
is repeatedly making sure that you’re
having phone calls and communications
with your customers every single day,
assuring them, that they’re making the
right decisions and consulting them.
Then that’s your core role?
Anytime you are doing tech support
and trying to help someone log
in that is not your core role.
So we want to build up a stop list of
items that are not on your core role.
Everything from answering emails to
bookkeeping, to publishing videos,
anything that doesn’t fall under
the purview of creating content
for me goes on my stop list.
That goes on the stop list, editing
content that goes on the stop list,
creating offers and tech support
and customer service, stop list.
Look what we’re doing
now, I’m creating content.
I’m not going to be the one
editing this video, putting
it together and uploading it.
That’s going to be someone else’s job.
What you’re doing here is building out a
job role for which you’re going to hire.
Now, chances are because you have many
hats within your business, especially
if you’re the only person or if
you’re a pair or a directorship.
You’re going to be doing
a lot of different things.
You’re not going to be hiring one
person to do all of it, but chances
are, there’s a significant amount
that you can get someone else to do.
And like I said, I don’t check my email.
Someone else takes care of my entire
inbox, which at first I thought was
impossible, but it’s freed up so much
time for me to focus on my core role.
And now that I can focus on my core role,
we found that the business has grown.
The next thing we need to do
is to understand the outcomes.
Now, this is where most people fall down.
Because when I say to you,
let’s say I’ve hired you.
And I said, look, I need you to
publish these, these blog posts
and make sure that they’re put out
on social media, that’s the task.
But we all know that when we give a
task to someone and they come back
with how they would want to do it or
how they’ve done it, we go, Oh, that’s
not quite how I would have done that.
That’s because we’ve given them the task,
but we haven’t given them the outcome.
The outcome is essentially
asking them, how did they know.
Th they are successful.
How did they know that
they’ve done a good job?
There’s something really short and sweet.
It might be ordering stationary.
In fact, I’ve had a friend go
through this exact process where
she said, look, I wanted my VA and
assistant order stationary for me.
I said, I need you to order me some pens.
Just go ahead and do that.
And the VA came back with
a load of questions saying,
well, what pens do you want?
What type of pens do you want?
How much do you want to spend?
And my friend was like, look, I
want you to take care of that now.
You think that people are in your head
and a sensible or common sense decision
would be what everyone would go for.
But that’s not the case.
The reason that most people
struggle with hiring and managing
staff is because they’re not
clear on what the outcomes are.
They don’t spend enough time sitting
down thinking, how will someone know
if they’ve been successful at this?
And yes, it takes time.
When you first hire someone,
it takes time to tell them,
look, you’ve got a $20 budget.
I want to get at least five pens.
You can check the reviews on Amazon.
Make sure you get something, uh, that
suitable for me to do bullet journaling.
And when you give them that
information, they don’t come
back to ask you for questions.
Because remember at the start, when I said
the number one problem I had was people
coming to me, asking for my decisions.
It’s essentially me saying,
Hey, go in, edit the video.
But when it comes back, I will tell you
whether it was successful or not, but we
want to give them the success criteria.
So we’re saying to them, The, what I
want you to do is take care of my emails.
I don’t know what that means.
Does that mean just deleting
spam, replying to all emails?
What it meant was I had to go through
that task and think about, well,
in order for them to be successful.
First of all, I don’t log into
my emails and miss anything.
I also won’t get any surprises if
something severe comes or emergency
based, which very rarely if ever does
then yeah, I need to be notified.
I got a lot of customer support
requests and occasionally a
refund request to come through.
So that’d be good for,
they would to be managed.
It basically means that client
communication actually goes up and more
people get a response within 24 hours.
And the more I started thinking about
this, it became clearer on what the
outcomes and success criteria were
for what we were hiring against.
And what this meant was they didn’t have
to come back to ask me questions all the
time, spending 10 minutes working out
the outcomes saved hours in the future,
because it meant that if I asked someone
to do video editing, for example, I
say the success criteria are the, uh,
the video is under eight minutes long.
It’s snappy and well put together.
What I’m actually looking for is
for, uh, our YouTube watch rate
to be pretty consistently high.
Now that means that they might
not necessarily know what the
success criteria is until you start
putting these results in place.
And this is where we start to
move into these areas here,
which is essentially ownership.
When someone knows how they’re
going to be successful at
it, they can start to own it.
We think that ownership comes
with the task, but it doesn’t
ownership comes with the outcome.
So when you say to someone, look, I
want you to go away and edit my videos.
What we’re actually looking for.
The reason I want edited in a particular
way is because I want to make sure
that our watch time is really high.
Or I want our blog posts to be
edited in such a way that they
are grammatically, uh, perfect.
And if anyone’s read my blog posts, you
know, that’s not one of my criteria.
But you want to give them as many
indicators as possible to understand how
they’re going to be successful, because
once they know how they’re going to be
successful, they can take ownership.
There’s nothing more demeaning
to someone when you hire them.
And what ends up happening is they
give you the, they take the task
and they say, yep, here we go.
This is the task.
Um, I’ve, I’ve created
these emails for you.
And all of a sudden, they then
realize that you have come
back and made loads of edits.
So you’ve taken ownership away from it.
I used to do this with our bookkeeping
is I said, I want you to do this.
I would then go in and
make all the changes.
And that was very demoralizing
for the people that I’d hired.
Instead, when I looked at what
the outcomes are, I said, I want
to know what up here now, right.
Is I don’t want any tax surprises.
I want to make sure that we
have a high level overview
of the business week to week.
It was much easier for them to come back.
It does mean you’re going to
have to give up some control.
There’s many ways to skin a cat and not
everyone’s going to do the same thing
that you are, but if you understand
what the outcome is, and if they say
to you, look, I know that you want to
have this edited in this particular
way, but your outcomes are to increase.
We’ll make sure that subscriber
rates go up or the client communication
happens within 24 hours.
If it doesn’t then yeah, I’ll
go back and look at it, but
what you want to make sure.
Is that you give them the opportunity
to understand how they’re going to be
successful, because if they know how
they’re going to be successful, it means
they know how they’re going to be, uh,
to be able to take ownership of it.
So this means we then come over to our
interview process and the interview
process is where I fell down the most.
I hired people based, purely on their
qualifications that they had sent over.
They said, look, I’m a
really good video editor.
I’ve edited videos for these guys.
Here’s some example of
my work, my portfolio.
But when I really looked at what their
values were and their personality, where
they weren’t willing to take ownership.
And we found that out subsequently
with hiring other people, the interview
process is also hard work, frankly,
hiring a full-time VA for me, took at
least two works of solid interview work.
And that’s just for one role
for a lot of larger roles.
You’re looking at months of work.
If you don’t know.
Well, the outcomes and
success criteria are.
And if you don’t know what the stop
list is, and you don’t know what your
core role is interviewing, of course
is going to be very, very difficult.
Now I’m not going to talk about
interview technique, but I am going
to do is say the literal economic
climate that we are in right now.
There is a lot of talent out there.
There is now looking for work that has
been let go from previous jobs right now,
you will be able to hire people who are
outstandingly qualified for positions.
And it’s going to be a case of
you going out there, finding
people who you want to work with.
Making sure you’re clear in the interview
process of who you want to work with.
But then eliminating people because
lots of people are going to apply
on average for a VA type role.
You’re probably looking at anywhere
between one hundred and three hundred applications alone.
Now you’re not going to find the person
you want to hire in that process.
But when you are going to do is be
able to start eliminating people
based on a long interview process,
you are better off taking your time
to interview people going through that
process, asking lots of questions,
putting them through their paces and
testing your own patience as well.
And then finding someone who does work
out rather than trying to hire too quickly
and get them somewhere where they’re
just not going to be able to get it.
Typically, what I do
is I define a job role.
There’s a mixture between
what I don’t want to do.
So I want you to allow me
to do more of my, of my job.
That’s the first thing
you should be hiring for.
Once you take anyone on their
first and most immediate job is to
allow you to do more of your job.
Their second responsibility
is to do their job.
It’s a funny way of thinking
about it, but I’ve found that
when people really understand.
The big picture, like what is it that
Mike is actually asking me to do?
They realized that what Mike really
wanting me to do is to protect his
job and allow him to do his work.
And the way that I’m going to
allow him to do his work is
by taking over his stop list.
So the job role is a mixture
of specific in that we have.
Uh, kind of roles that
we have defined for them.
We say, look, you’ll be doing
a bit of bookkeeping, a bit of
publishing, a bit of answering emails.
Are you comfortable doing that?
And also we want to be broad as
well by saying to them, uh, you
know, would you be comfortable
posting in our social media group?
How do you feel about, uh, making sure
that I’m able to continue creating
content or continue my core role?
How do you feel about editing.
So you want to give some examples
of some specific jobs and also some
broader examples of the types of
outcomes that you’re looking for.
And when you go through this process,
like I said, you’re going to get
hundreds of applications and your job
is to continue to qualify people out.
At any one time you could
probably handle between 12 and
So if you have 300 people, you
actually need to eliminate 280 of them.
That’s how that needs to work.
And you need to be ruthless at that point
and say there was some typos on their CV.
I don’t like their profile image.
Uh, I’m not entirely sure
about their education.
Uh, they haven’t uploaded any ID.
This one’s good.
This person’s ignored the process.
I don’t like the way this one writes.
I’m not totally convinced
about their story yet.
This one’s pretty good.
And you want to narrow it down
and continue narrowing it down.
And eventually you’ll get
a smaller and smaller list.
And when you get to about, I don’t
know, a handful of people, five or
six people, that’s when you want to
start taking this offline into it into
a core, I do all of that via email.
Up until the point where they actually
need to have a conversation with them.
And when I need to have a
conversation with them, I
typically do it over zoom or Skype.
And throughout that, I’m
consistently asking them questions.
I hired from a place online jobs dot P H.
I really recommend those guys.
You can hire people in the Philippines.
Uh, we’ve got a variety of staff there.
They’re English outstanding, uh,
that bright, dedicated, motivated
people with great degrees.
A considerably more.
My virtual team is more educated than
I am, which is not really saying a lot
because it’s not a high bar that I’ve set.
But they also, in particular online jobs,
pH has tons of resources on learning
how to interview and hire people and
manage people through that process.
This is also the point where
people start to think, well,
how much am I going to pay them?
I don’t know if I’ve got
enough time or resources.
We are living now in an economy where
you can pay someone by the hour.
So you could say to someone,
all I need you to do.
And this is part of the interview process.
Part of the job
description is three hours.
Per week, that’s all
I’ve got at the moment.
Are you comfortable with
that three hours per week?
We’ll pay you weekly.
What I need you to do is
two or three of these items.
And as this list grows and believe
me, this list will be longer than
you realize when you first start,
this, these hours might go up.
But again, I personally gone
to it from a different angle.
And I’ve said, my time is
worth roughly $300 an hour.
So if a task doesn’t bring in
$300 in the hour, I need to be
hiring someone else to do it.
I’d rather float it that way and
think of it as buying my own time
back rather than giving someone money.
And if you treat people with respect,
And honesty and openness, and you made
sure that their roles are defined and you
make sure that their tasks are defined.
You help them go through this process.
You’ll find that they’ll give
you a lot more, but that comes
through the interview process.
At some point you’ll be emailing
someone and they will just have
to stop getting back to you.
They’ll just stop
communicating other people.
You’ll say, look, I really prefer if
you write in bullet point format and
they’ll just ignore that you go fine.
We’re going to eliminate you as well.
This is the point that’s
hard because people kind of.
Read the stories and stuff, and you’ve
just got to eliminate all of that.
And then as you get further down the
process, that’s when you want to start
looking at their values, their personality
types, do you get on with them?
If you’re hiring someone for less
than full time, maybe you don’t need
to go into that quite that extent,
but the interview process is long.
And the more time you spend
qualifying people out to find the
right person, you will spend less
time having to manage them later on.
So this last piece here
is about management.
And even for part-time workers, people
who work for you a few hours a week,
all the way up to people who work
to full-time, you want to make sure
that there are some pretty specific
management pieces in process here.
Um, what this is to say is.
The first thing that I actually
asked people to do is to tell me
what they’re going to do day to day.
Now, you might think that that, uh, is,
is too much information, but for me, I
found it extremely useful, especially
from a remote worker standpoint,
we’ve got people who work for us,
uh, all over different time zones.
So I want to know what their
task list is for the day.
So the first thing that they do when they.
Uh, wake up and they kind of get to their
laptop is they write out a quick list of
everything that they’re going to be doing
for me today, but also write a list of
problems that they think they’re going
to encounter and what they need from me.
The second thing is they
then reverse that at the end of the
day, they tell me what they’ve done.
They tell me the problems that they’ve
encountered and they tell me what
they need from me, what this does tops
and tails the days, first of all, it
gives con consistency and it means I’m
able to make sure that items on this
stop list are being done regularly.
And eventually I don’t
need to check that as much.
But the two things I do love to
see, uh, what do I need from me?
What do I need?
What do they need from me and what
problems that they encountered.
Because when they begin to tell you,
look, I wasn’t able to log into Salesforce
or your email account and you go, well,
of course you won’t because they didn’t
give you the right pieces of kit.
And like I mentioned,
clockwork, the books, clockwork.
There’s tons of books on your onboarding
staff, but I just want to talk a
little bit about this management style.
Uh, so I, I find out what my team do.
Day-to-day as our team grows, they
will actually give that information
over to our, uh, business manager.
She’ll be dealing with the
project management day-to-day,
but my VA will tell me what, uh,
they’re going to do day to day.
And then they’ll also tell me that at
third and final is.
Allowing people to make mistakes.
This is maybe the best management
tip that I’ve learned is you have
spent a ton of your time as the
business owner making mistakes.
I joke that my job is to make as many
mistakes as possible per day so that
other people can tell me what’s wrong.
If anyone’s ever watched
any of my YouTube videos.
Read any of my books, uh, got any
blog posts or products, you know,
that I’m constantly getting feedback
from people saying, Oh, this doesn’t
work, or I’m not quite sure about
this or these analytics aren’t working
or there’s a spelling mistake here.
That’s other people telling
me that stuff is going wrong.
So I want to make mistakes and you have to
allow your team to make mistakes as well.
The reality is you’re not
manufacturing oxygen, as important
as you’d like to think your work is.
I got some terrible news for you.
No, one’s going to die.
If you don’t do a hundred
percent of that work.
So if someone in your team makes a
mistake and it’s going to happen,
just like you’ve made mistakes.
You have to allow them to
continue to take ownership.
So this is basically what we
call the ownership, uh, kind of
barrier here between the successful
outcomes, the success criteria,
and managing it themselves.
If you say to someone, look, I
want you to go ahead and edit this
video, they edit it, it goes out.
It’s not quite how you do it.
You have to get rid of that
level of control first.
But secondly, if it completely
misses the success criteria,
then yeah, maybe it’s a mistake.
Maybe if you’re getting them to take
care of your emails and they end up
accidentally emailing every single
person or email lists, something that
was only about to be sent to one segment.
But it’s a mistake and they happen.
And the sooner that people can
make mistakes, the sooner they can
understand how to rectify that.
And if you give people the space and
the freedom to make mistakes, you let
them know that you’re not going to fire
them just because they’ve made mistakes.
They’ll give you a lot more,
when a mistake does happen, you
need to ask them, well, how does
this affect the success criteria?
What would you do differently?
Is this going to happen again?
And they might say, look, I don’t
know if it’s going to happen again.
That’s your fault because you
haven’t put the processes in place
to allow them to be successful.
That’s a difficult pill
for some people to swallow.
But the more open you are to allowing
your team to make a mistakes, just
like you have made many mistakes in
your career and in your business, the
more likely they are to actually take
more ownership over this over time.
So just to quickly recap, the
first thing you need to do is
figure out what your core role is.
Some books call this the queen bee role.
This is actually.
Not necessarily even
what your core role is.
It’s actually what the core
role of the business is.
What’s the most important thing
that happens within the business.
Chances are you are the person
who does that, but we need to
find out what that core role is.
Because when you create a stop list,
that’s going to be a list of things
that prevents you from focusing on this
core role and delivering the best value
and the best metric for your business.
This here needs to turn into outcomes.
You need to understand from this task here
from bookkeeping, what are the outcomes?
And a little piece in here by the way, is
what we call informations and permissions.
So this might be well, if they want to
do bookkeeping permissions, they need
permission to access zero and information.
They need to know how
frequently we do our books.
And this is things like training,
uh, recording processes, recording
documentation, giving them training
materials and things like that.
The outcomes are then how do we
know if they’ve been successful?
Because we’re allowed to then become
owners of that particular task.
When we hire, we give specific
instructions about the tasks, but
we’re also quite broad about the types
of outcomes we want them to do, and
the protection of our role, as well
as giving them as much information
about our businesses as possible.
What’s your vision?
What are your goals?
What do you want going forward?
And we eliminate people until
we get to the right one.
And remember, you can hide by the.
Our right now to help with your stop list,
to allow you to do more of your core role.
And when we manage day to day,
I like to know what is someone
doing at the top of the day?
What’s someone doing at the
end of the day, and if they’ve
made mistakes, not a problem.
Chances are they’ve made
mistakes is actually down to me.
Cause I haven’t been clear on the
outcomes or the, the stop list
and the process and the training.
Uh, up to that point, if you want any
more information about this stuff,
or if you want to get in contact with
me, the best place is probably sell yourservice.co.uk forward slash blog.
But we’ve also got a YouTube
channel at youtube.com forward
My name is Mike Killen.
I’m the author of five figure funnels.
As well as from single to scale available
on Amazon as an ebook and as a paperback,
uh, should go ahead and shoot me an email.
Thank you so much for paying
attention during this training video.
I hope it wasn’t too dry and thank you
as well to, uh, Dan and the team at
WordFest for bringing this together.
I’ve absolutely loved, uh, Bringing
this piece here around remote
workers and Big Orange Heart as well.
I’ve also been very, very important to
me individually as a business owner.
So thank you so much.
Uh, have fun with the
rest of the training.
I’ll see you in the Q and A.