I recently went to look at a house in my area that was completely outside of my budget. It was the kind of house where you walk in, look around and think, oh my gosh, I could totally live here. Every fixture was perfect, the trim was so high quality and it was obviously a very high end luxury home.

I wanted it. I really wanted it, and almost immediately I started doing that thing where you talk yourself out of it. Boy, it must be nice for other people. Maybe when we’re way older. And if I’m honest, I got a little judgey too, like who even makes enough money to afford a house like this?

Then I caught myself thinking, wait a minute, what would my business need to look like for me to afford something like this? Is that even realistic? I don’t want to get my hopes up.

This post is about getting your hopes up anyway, being honest about what you actually want, understanding the work it would take to get there and deciding you’re willing to go after it.

My Dream House Was Only 20,000 Customers Away

I was voice texting back and forth with my friend Amber McCue, telling her how beautiful the house was and how it felt to be in it, as cheesy as that sounds. She asked me, “Well, Allie, what’s your average cart value?”

I told her, and then she asked what my average cost to acquire a customer was. I had my Claude dashboard spin up the numbers so I had them right in front of me, and she lovingly pointed out that, even with the rough math we were doing, my dream home was only 20,000 customers away.

When you think about it in terms of humans, how many people you would need to help in order to get the thing you’re dreaming about, it completely changes the perspective. That conversation hasn’t left my head since, because suddenly I knew exactly what I had to work on, and I had a clarity I hadn’t had in a really long time.

I’m sharing this while I’m in it. I haven’t bought the house. This is the part where I’m deciding to take the possibility seriously, deciding to work as hard as I possibly can and follow my own playbook to make it happen.

How I Shrank Back to What Felt Safe

If you’re new here, I grew a $7 million business. My biggest month was $315K, followed by months and months of holding steady at $280K a month, and that happened smack dab in the beginning of COVID with three little kids at home.

I found myself hiring and managing more people than I ever had, getting a lot of attention I’d never gotten before, invitations to be on podcasts and travel, and an amount of stress my nervous system wasn’t ready for. A $315K month sounds pretty dang good, and I completely crumbled.

I stopped the marketing systems that were working really well for me, including a weekly webinar that was crushing it. I went back into my comfort zone and slowly started shrinking and hiding, back to the set point that felt safe. By 2021 and 2022 I had scaled down my team and my ad spend.

At the same time, ads started changing, and I told myself a story that I didn’t know if my strategy worked anymore. My whole strategy is Start Tiny: run ads to a low ticket digital product, then invite the people who buy into your high ticket group coaching. I kept running the same ad play over and over, the same old static images and the same offers. I wasn’t following my own advice to test things, and I stopped learning from other people because I was afraid I’d copy someone.

I never had a single zero dollar day, and I could still watch my revenue slowly shrink as I personally shrank. As I wanted to be less visible, my revenue followed.

Why I’m Done Talking Myself Out of It

For a long time I was making enough. We’re very blessed, we bought real estate, my bills are paid and we live in Northern Minnesota where things are inexpensive. I had everything I needed, and I didn’t let myself make extra.

Then I turned 40 last August, and within a week all three of my kids will be in double digits. They don’t need me the way they used to. It feels like I’m entering my “I don’t care what anyone else thinks” era right as I’m realizing time is moving. AI is coming too, and if I’m going to be successful selling information, I want to do it now. On top of that, in the last week and a half I’ve cracked the code on getting my ads scaling and profitable again with a new style of ad.

A lot of us get stuck thinking what we have is enough. We talk ourselves out of believing something is possible, and we don’t give ourselves a chance to find out what our potential really is. For me it’s a house, a bigger business and the ability to make a ton of extra money. For some of my clients it’s working when they want, taking more vacations or quitting their jobs. Whatever your version is, we love to stop ourselves and “be realistic.”

“Get Your Hopes Up!!!”

I told my ad guru friend Tara Zirker my goal. I’d run the numbers on what it would cost me in daily ad spend to reach and help 20,000 people, which means 10X, maybe 100X, what I’m spending on ads right now.

I expected her to tell me to be patient because scaling is slow. Instead she was giddy. She was squealing excited in her message, told me how she would structure it and how many ads to create every day (yes, every day) and asked for access to my ad account so she could look at it for me.

When I told her I’d been afraid to get my hopes up, she wrote back in all caps: “GET YOUR HOPES UP!!!”

That’s what this whole thing comes down to. What are you blocking yourself from having because you don’t want to be disappointed, or embarrassed, or plan for the wrong thing? Look at where you’re collecting evidence that those things aren’t possible for you, that people like you don’t have things like that. We all carry voices from growing up and from our families that tell us what’s realistic for someone like us, and we don’t have enough people telling us to go try the thing we think is impossible, figure out the math and work backwards.

You Can Be Grateful and Still Want More

Maybe you’re thinking you don’t have the money, or the audience, or you’ve tried this before, or you should just be grateful for what you have. I can be grateful for my life and still want that house. I can love my family and everything we’ve already built and still step into some curiosity about what would happen if I went for it, and who I would become in the process.

When you go after a new goal you take on a new identity. So what does the person look like who can afford a luxury home on a lake like that one? Wanting a beautiful house doesn’t have to become a character flaw. I like it, I want to live there, and that’s allowed.

I’ve gone to open houses and tour of homes events for years and always said, “Someday I’d love an amazing house,” and left it at that. This one was different. It brought up a ton of excitement and a little doubt, and a real conversation with myself. Do I believe this is possible for me? If not, why not? If it is, who do I need to become, and what thoughts have to become my default instead of “this is fine, this is enough, who am I to want something like that?”

It’s funny, because I teach people how to sell things online. I watch other people build incredible things, and a little part of me was still saying, that’s fine for them, but I have to stay small.

Turn the Dream Into Math and Work Backwards

What I love most about Amber’s response is how quickly she brought me back to something I understand. I’ve been teaching average cart value and customer acquisition cost since 2015. I’m having an entire emotional experience about a house and she’s asking about my checkout numbers, and it tied it all together for me. I just need to do more, and all of it is a decision: to make more ads, spend more on ads, scale them the right way and get support where I need it.

This is where a system like Tiny Offers makes growth predictable. You can’t scale organic traffic on command. You can’t decide a reel is going to go viral and bring you a certain number of sales. When you know you spend $30 on ads to get a $120 cart value, you can look at taking daily ad spend from $400 a day to $12,000 a day (yes, those are the actual numbers I’m looking at) and see why it would work.

The businesses I admire that spend half a million dollars a month on ads made ad creation their job. They have more creative, more tests, more buyers and more budget, and they’re willing to scale every day. I’ve spent about the same on ads for the last three or four years.

So my plan is to spend a little more next week, a little more the week after that, keep increasing the budget by about 20% and add new campaigns that start bigger than I’ve ever started them. The 20,000 customer number started the conversation, and the plan I’m building by working backwards holds me accountable: the cost of delivering the offer, business expenses, taxes, the life I’m already living, the real estate we already own and what I need to set aside on top of all that.

And there are so many more tools now than there were in 2018. Claude can build my pages and practically build my ad campaigns. I still need my face on camera and the human side of it, and I can do this with a really lean team, maybe even solo.

Maybe this house sells before I’m ready. I believe in “this or something better.” What matters is the number got me to sit down and do the work. “I could never afford that” used to be the end of the conversation. Now I have questions I can actually answer: who I need to become, who I need to hire, what my offers need to look like, who I’m talking to and how I show up.

Start Tiny and Stay on One Play

I’ve had so many clients who were inches away from hitting the diamond in the mine and walked away because it got tough. You hit that dark stretch of growth and decide it’s not working, so you launch a new offer, switch your niche or rebuild your website, and then you get another idea for a different offer. That’s where we get stressed out and can’t scale.

So I’m focusing on one offer and one business with that goal in mind. I know what I’m advertising, what comes next and the phases of when I’ll bring someone in. Customer acquisition has become methodical for me because of tiny offers. If you buy a customer for $30 and make $120, you know that spending $60 makes you $240.

If you’re thinking about this for your own business, figure out how you can run ads profitably, sell low ticket products that pay for themselves and bring those buyers into your higher ticket offer. If you’re at the very beginning, that’s what my Tiny Offer Starter Kit walks you through, and inside Tiny Offer® HQ we work on growing, running ads and next steps at every level.

So here’s my question for you. Can you let yourself get clear on what you say you want? Can you do the scary things, like spending more on ads than you ever have, and trust the process? Those dreams wouldn’t be in your heart if they weren’t possible. It’s time for all of us to get our hopes up.

I’m going to keep you updated on how this goes, ups and downs included. If you want the whole story, listen to the full episode of Start Tiny right here on this page.

Read More about Get Your Hopes Up: My Dream House Is 20,000 Customers Away

This week I watched three really smart business owners try to fix the wrong thing in their business.

One was about to shut down a program she’s run for six years and actually loves. Another was tweaking webinar ads that were working just fine, and one was nervous to raise a price by about $10.

All three of them thought they had an ads problem, or maybe a page problem. When we ran the numbers, it was a price problem every single time, and usually the price was too low for the way they were selling that thing.

So let’s talk about why it’s just as hard to sell a $297 offer as it is to sell a $3,000 offer, and how to tell if your price is the thing that’s breaking your funnel.

She almost burned down a program that was working

I run a coaching program called the Scalable Offer Sprint, where I help people get their offer nailed, selling one-to-many, with their ads and offers working consistently. People bring all kinds of questions to those calls, and a lot of them sound like, “I’m missing clarity on this thing I’ve had for a while.”

One client had been running a coaching program for six years. Over a thousand people had gone through it. It’s a membership, and people who left would come back months later saying, “Oh my gosh, I miss this so much, I have to be here.”

For the first four calls of the Sprint, she kept saying she was going to kill that offer and go a different direction. Then on the very last call, it was her hot seat, and she asked, “Have you ever been at the point where you think you’re going right back to where you started, but in a good way?”

She’d realized the only thing she didn’t like about the program was that she wasn’t charging enough. She was charging a month-to-month rate that was just too low, and everything else about it she loved.

As her coach, I had to giggle a little, because I’m pretty sure I asked her around week two or three, “What if you just change the price? What if you sell it in a different way, or keep it running on the back burner while you explore the other program?” She dismissed it, and that’s okay. You always have to trust your own gut, whether you’re the coach or the client.

So instead of burning it down, she decided to package it as a three-month container at $797, maybe going up to $997, adding a $1,000 product inside as a bonus instead of discounting to get more people in, and putting a proven webinar in front of it.

Here’s what I see all the time. Something feels hard in your business and your first instinct is to scrap it and build something new: a new offer, a new funnel, a new audience, maybe a whole new business. Sometimes the thing you already have is good and it just needs the right price on it.

She also told us she found it harder to be profitable on a webinar selling anything under about $800, and I agree with her. That brings us to the math.

Webinar math: why a $297 offer can lose money on a live webinar

Another member on that same Sprint call was selling a $297 course from a live webinar. He’s an ads guy, so his ads were getting clicks and people were signing up. The webinar just wasn’t making him any money.

I told him something that surprises a lot of people. For the most part, any offer that’s sold well will sell to about 3% of the people who see the pitch. It doesn’t matter if it’s $297, $3,000 or even $30,000, because the work it takes to get someone to register, show up and stay until the pitch ends up being the same either way.

Here’s what that looks like with simple numbers:

• He pays about $10 per registration.
• 200 people sign up, so he’s spent about $2,000.
• Half of them show up, so there are 100 people live.
• 3% of them buy, which is 3 sales.

At $297, those 3 sales come to $891. You’re spending $2,000 on ads to make $891, and I would not want you to do that.

If the offer is $2,000, those same 3 sales become $6,000. Same ads, same webinar, same people, and now you’ve profited $4,000. The only thing that moved is the price and the way the offer is structured to reflect that price.

So $297 on a webinar is actually the harder one. You’re putting in all that energy to get people to show up and making less than half of what it cost you to get them there.

I’ve had the wrong offer on a live webinar too

Last winter into spring, I ran a weekly live webinar with a $3K offer and a fast action bonus: buy today and I’ll build your funnel for you. I was playing around with AI and getting used to what it could do, and technically that webinar was doing its job. It converted really, really well.

But I was only willing to spend about $100 a day on it, because I didn’t want to build too many funnels. I was stunting my own growth and living in scarcity. I’d get maybe 25 people live with me and most of them were quiet.

A quiet webinar can hurt your sales. You feed off the audience, and when there’s nothing to feed off, your energy drops and your pitch isn’t as good. People in the room are thinking, “Why is nobody talking? I don’t want to say anything in the chat if nobody else is.” There’s a tipping point where a live webinar has to be worth your while to show up, and I probably should have been spending closer to $1,000 a day to make that room feel alive.

I ended up killing that offer because I didn’t want to deliver done-for-you at that price point.

The Goldilocks offer match

You can get the price right and still need volume. You can also get the price wrong by doing too much for too low a price. I always think about it as a Goldilocks offer match: it can’t be too cold (too cheap) or too hot (too expensive). It has to be right in the middle for what you’re delivering, for the way you’re pitching it, and for what your audience can afford and sees the value in.

The price can be too low, and if you don’t have enough volume, that breaks things too. You need both.

Match your price to the way you sell it

This is the most important part. Every single way of selling has a price it’s best built for.

Low-ticket offers sell straight from an ad

I sell low-ticket offers all day and I freaking love a Tiny Offer®. You can sell them to strangers who have never heard of you and don’t know, like or trust you yet. They just want the result. You run ads to a cold audience, send them to a sales page and sell straight from the ad, because it’s an impulse buy. Nobody has to get on a call or sit through an hour-long webinar wondering what you’re going to sell them at the end, and that makes a big difference in the volume you can get.

One caveat: I’ve tested everything from $17 to $47. I’ve said on another episode that my Tiny Offers tripled in conversions when I went from $27 to $17, and that may have been true. After a little time, though, the data showed me those buyers didn’t ascend at the same level. The $17 buyer was much less likely to add an order bump or upsell, so my average cart value shrank and so did the lifetime value of those buyers. Getting more people in the front door doesn’t automatically mean you’re getting high-value buyers. $37 tends to be my sweet spot, and I like a $27 offer too (I was born on the 27th, so I guess it’s just a thing).

Live webinars are built for $1,000 to $2,000 and up

You’re asking people for an hour of attention, and every single person who signs up for a webinar now knows you’re going to sell them something at the end. They’re hoping there’s enough value before the pitch that it isn’t a waste of their time even if they don’t buy. This isn’t 2018 anymore. So you have to hit that middle zone where you teach them something without teaching too much, because different parts of your brain light up when you’re changing a belief versus learning something new.

The $97 to $497 middle belongs after checkout

If you’re trying to run a live webinar to something in that middle zone of around $97 to $497, you may as well put it on the back end of a low-ticket funnel instead.

A client sent me a screenshot this week of a $450 order. It started with her low-ticket offer, the buyer added her order bump, and then in that same transaction they bought her $350 course on the way through. She didn’t run a webinar or talk to them on the phone. It was just the next logical step after checkout.

Think about the first time you signed up for a gym membership. Something happens in your brain: “Yes, I’m getting in shape, I have a plan, it’s happening.” That’s what happens when someone buys your low-ticket offer. They already see themselves differently because they took action. And if the gym offers you personal training sessions, you’re ready to commit to accountability and spend more, because you’ve already made the decision. You don’t need to sit through an hour presentation like you’re buying a timeshare to sign up for a personal trainer. Your brain’s already there.

So what could you add after your low-ticket offer at $297 or $397? I’ve sold offers all the way up to $997 to about 1% of the people who bought my low-ticket offer. It could even be a recurring subscription, like a membership or a Skool group, added as an upsell. And if you love being live and want to sell something in the $1,000, $2,000 or $6,000 range, that’s when a live webinar makes sense.

How to raise your price without panicking

If you’re thinking, “Allie, I can’t just double my price,” you’re right, and that’s not exactly what I’m saying. When you move a price up, you give it a reason to be higher. That reason could be access to you, feedback, or something you do for them.

The ads guy from my Sprint is moving across continents soon and doesn’t want to be on Zoom all the time. So we talked about asynchronous coaching: his clients get a game plan from an audit of their ads, they go do the work, and he reviews it and signs off in Slack. No live calls and no delivery schedule he’s chained to, and suddenly he can charge $1,000 a month to the right person.

Price can also move more than you’d think without hurting conversions. I’ve run a $27 main offer with an order bump, the little checkbox on the checkout page that’s like the candy bars at the Target checkout, and whether that bump was $17, $27 or $37, the conversion rate really didn’t change much.

A lot of this is a mindset issue. “What if someone saw it at $17 and comes back and it’s $27?” Well, they missed out, and it’s okay. Stores run sales all the time. If I miss the coupon, I’m not mad at the store and I don’t swear off shopping there forever. Somehow when it’s our name and our face attached to what we’re selling, it feels sneaky.

I recently bought a skin cream from an ad. I saw the ads a few days in a row, it talked about melasma, and I thought, “If that can fix some of my discoloration, it’s worth it.” They didn’t give me 30 days of free value and I didn’t have to follow them or listen to their podcast. It was the right price for a problem I had, and I bought on the spot and I’m totally happy with it.

Personal brands tend to think we have to make friends with people before we ask them to be customers, and you can sell before people know, like and trust you. You still need the right messaging and something people actually want, so think about your info version of that skin cream: what problem does it solve, and how do you make sure the right people see it?

Put a one in front of it

A member in our Accelerator coaching program had a product sitting at $7. On our last call she told us she’d moved it to $17 and it was still selling. Her site tracking showed one person had looked at the page when it was $7, clicked around and left, and when they came back a couple of days later at $17, they bought. The same person said no at $7 and yes at $17. Nobody yelled at her and nobody left a mean comment on her ad.

I’m all about tiny baby steps. If a price change throws you into a full nervous system fit, don’t do it yet. A little stomach ache is fine, so take one little step higher. Put a one in front of it and test it: if it’s $7, sell it for $17, and if it’s $97, sell it for $197. You don’t have to keep it there forever, but you’ll probably knock your own socks off, and then that becomes your new floor.

Your homework this week

Look at the thing you sell the most and ask yourself two questions:

1. Is the price right for how I’m selling it? A $27 offer sells from an ad, a $2,000 offer sells from a webinar, and the middle belongs after checkout.
2. If it’s too low, what’s the one thing I could add that makes it worth more? It could be an audit, access to you, feedback, something done for them, or an AI tool you built that does the work for them.

If you want help running your own numbers and playing with these ideas, come hang out with me inside Tiny Offer® HQ, where I answer these exact questions every single week.

Listen to the full episode

I walk through all three stories and the full webinar math in this week’s episode of Start Tiny with Allie Bjerk. Listen on Apple Podcasts, Spotify, Amazon Music or YouTube, or press play above.

Read More about Is Your Price the Thing Breaking Your Funnel?

Last week I got more done than I have in any single week of my life.

I launched a community resource website for my local area with 150 different resources. I built it in about an hour while I was mostly paying attention and taking notes as secretary in a PTO meeting. Then I emailed everyone listed on it to say, “Hey, look what I built, you have a free listing here, go share it,” and it had 50-some shares locally within the first couple of hours.

I also finally published something that had lived in my brain for about five years: a 365-day devotional of sorts called Dang Good Days. It isn’t faith-based, but it gives you a place to sit, reflect and set your intentions for the day. Claude and I built it in about a day, including the KDP listing and the cover image, and now someone can have a physical book with my name on it printed and shipped to their house.

And I kept going. I rebuilt seven automations from n8n using Claude. I built about five animated trainings. I rebuilt tinyoffer.com and my Allie Bjerk site on WordPress. I researched 37 of my competitors, found their sales pages, offers and ad libraries, and analyzed what they were doing. And on Sunday morning, with my cup of coffee, I designed software that tracks every buyer back to the ad they came from and reports it straight into my Ads Manager, including which ads bring in the highest lifetime value. I used to pay another company $10,000 a year for that.

Here’s the part I didn’t love: my revenue didn’t go up last week. It actually went down a little. My ads slowly stopped performing, and I didn’t notice because I was busy with everything else.

AI busywork feels amazing (that’s the problem)

I also had massive anxiety that week. Every night when I went to bed, I felt this uneasiness about everything I was building. I felt annoyed with my family, because I wanted to get back in with Claude and keep cranking things off my to-do list. I posted a story with a picture of my three monitors and probably six different Claude extensions running, and said I honestly didn’t know if this was good or really bad for my productivity.

I’m seeing the same pattern with my coaching clients and community members. Look how much I’m building. Look how much I’m creating. And the tools really are incredible. The copy is improving a ton, and letting AI drive on your desktop, click buttons and act like a VA is so cool.

But a lot of it is another form of busy work. Back in 2016, my busy work looked like going to Starbucks, writing 15 long posts, and rotating them through Facebook groups. Group A, group B, group C, group D. It kept me busy and never did a whole lot for my business.

Right now we can eat as many candy bars as we want. We feel crazy productive while we skip the broccoli and skip the workouts. So it’s worth asking yourself honestly: are you selling more? Are you showing up and connecting with other humans? Do you have more clarity on how you’re making money and what your next funnel or launch looks like?

More output, still one human brain

AI lets us make progress on several things at once. We see drafts, research and plans, and tasks get checked off really quickly. But we still have to decide what matters, give the agents direction, check their work and handle next steps.

Our output is multiplying, and we still have just one human brain. So now you have five projects in motion instead of one, and every single one comes back to your brain to ask: did this get finished, am I proud of the quality, and would I actually say this?

My effort went down because of AI, but my managing work went up. It feels like I have a bigger kitchen with more cooks in it, and I’m still the one planning the menu.

The constraint I kept building around: video ads

Even with all that productivity, I still had one major constraint in my business, and it’s way outside my comfort zone. Video ads.

When I sit down to do ads, it’s so much easier to make an image ad in Canva or have ChatGPT or Claude make a carousel. Those don’t convert for me. People can see the AI patterns, and trust breaks a little. The pattern interrupt has become the pattern. Have you noticed how many ads say the word “quietly” right now? They all look the same because they’re all made by AI and they’re missing the context only a human can add.

When I look at the ad accounts of people spending $100K a month, the majority of their ads are video. If I want my ads converting really, really well, it has to be my face. It can’t be an AI avatar from HeyGen.

And video ads come with a pile of tasks my ADHD brain doesn’t love. Write the script. Put on makeup. Get the lighting right. Make sure no kids run into the room and the dogs aren’t barking. Find the microphone, and then wonder if it’s the right one, because a guy once made fun of me in the comments for holding a mic. All those unmade decisions kept me from the one thing that could really lead to scaling.

There’s more underneath it, too. I used to spend $70,000 to $80,000 a week on ads for my live webinar, and it returned 2x to 3x. But at that reach you also get people making fun of your face, commenting on your body, calling you a scammer or a snake oil saleswoman, and making assumptions about you without knowing you. Scaling means giving up some control, which I talked about last week. So part of me knows that if I record those ads and they work, I’ll increase spend, I’ll be busier, and I’ll be putting myself out there to be made fun of again.

When I talk to peers doing hundreds of thousands a month, the biggest difference between their business and mine is volume: more traffic, more ads, and more team members helping them deliver.

The thing you’re afraid of now is temporary

Before Tiny Offers (I call it BTO), I was terrified of being on camera. I was a freelancer building websites, and when people asked for a quick Skype call before starting a project, I’d say, “Nope, I don’t do Skype.” I could see how many jobs I was losing because of it.

So around 2013 or 2014, I posted in Facebook groups: “Hey, I’m an extrovert, I work at home, who wants to do a coffee chat? No pitch, no selling, nothing weird.” Thirty people booked with me. I wanted to cancel every single one, and I didn’t cancel any of them.

I barely talked about myself. I asked about their businesses, their families and their challenges. And those 30 people became massive advocates for my business. Any time someone in a Facebook group asked who runs Facebook ads, they tagged me, without ever having seen my results. The thing I was afraid of became my biggest source of business for the next year, and I spent about two years managing ads for clients before launching my own tiny offer, then a live webinar, and $7 million later, here we are. Now I love the camera.

Find your one thing

There’s usually one constraint in your business you’re avoiding while you build everything else. Maybe you don’t like how you look on video or how your voice sounds. Maybe you’re telling yourself you can’t work with people in a group, or you can’t hire because you don’t trust anyone else to do it.

It might be a season of planting. But there’s usually one thing that, if you could just go do it, would open up so much on the other side. Name it, put it in front of you, and get it done.

Mine is recording video ads, and I’m going to go record them. If you don’t see video ads from me in my Facebook Ads Library by the time this episode goes live, send me a message and tell me to get my stuff together.

If you want accountability, cheerleading and a group of women building online businesses and running ads, come hang out in Tiny Offer HQ. It starts at $33 a month with a 7-day free trial.

Listen to the full episode

I tell the whole story in this week’s episode of Start Tiny with Allie Bjerk, including the 30 coffee chats I almost canceled and what I’m doing about my video ads. Listen on Apple Podcasts, Spotify, Amazon Music, or YouTube.

If it resonates, send it to one or two friends who’d like it.

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Some weeks, life feels subtle. Other weeks, it feels like life is standing in front of me with a giant neon sign that says, “Allie, are you seeing this?” Last week was one of the neon-sign weeks, and almost everything that happened came back to one thing I’ve been learning about myself as I scale my business again: how much I rely on control to feel safe.

The feeling I hadn’t felt since 2020

I’m going to keep the details vague, because other people are involved and some of them listen to the podcast. Something happened in my business that brought up a very specific kind of fear and scarcity. It was a mix of protectiveness, comparison, and almost territorial energy around what I’ve built. There was fear that something could be taken from me, and fear that someone else was becoming more valuable and that it was somehow making me less valuable.

I recognized that feeling almost immediately. The last time I felt it this strongly was around 2020, during one of the biggest growth periods of my business.

I’ve spent years looking back at that period trying to understand what happened. Why did I burn out? Why did I pull back so dramatically and dismantle things that were actually working? When there were more opportunities, more people, and more money, why did I end up making my business smaller?

There are probably a hundred answers, but I’m starting to think one of them is that the success started to feel unsafe. I wanted it and I felt I deserved it. But more success meant more exposure, more personalities, more responsibility, more opinions, more chances to be disappointed, copied, or compared, and more chances for someone to get close enough to what I’d built that I could lose a piece of it. Somewhere in my brain, growth got connected to danger, and contraction started to feel like safety. So I stopped the weekly webinar that was scaling my business, and I let go of team members who were helping me grow.

Scarcity can be quieter than “not enough”

We usually think of scarcity as not enough money, not enough clients, or not enough opportunity. For me, it often sounds more like this:

• What if what I already have isn’t safe?
• What if someone learns what I know and starts competing with me?
• What if someone else is becoming more important to my clients than I am?
• What if I’m too generous?
• What if what I’ve built is more fragile than I realize?

None of those things is necessarily happening. Scarcity, at least for me, is often an attempt to protect today from an imagined future loss. My brain is five steps ahead, trying to make sure the loss never happens. And that’s where control comes in.

What a dog attack showed me about control

The day after the business stuff came up, I took my dog Griffin out for an early morning walk by the lake. He’s a 10-year-old Australian Shepherd, and with construction near our house, I hadn’t been walking him. That morning I decided I was done waiting.

Partway through the walk, we came up on a woman with two off-leash dogs. They sprinted at Griffin, growling and snarling, jumping on him and baring their teeth at his face. I was pulling him back, yelling swear words, and screaming at the woman. Griffin was fine, not a scratch on him (thank you, Aussie fluff). I was furious, and I walked away without saying another word.

What surprised me was what I replayed afterward. I kept going over my own reaction: what I said, how I sounded, whether I was too much, whether I should have told her it was okay.

I’m extremely aware of my own responses, probably too aware. I always have an observer in my head asking, “Okay, Allie, how are we doing here? Are we being reasonable?” When I was in labor with one of my kids, a nurse looked at my husband and said, “She’s scary,” because I was so composed through the pain. That’s very me. During the dog attack, though, there was no pause. My body responded before my intellect did. When the observer came back online and reviewed the footage, I realized I kept replaying it because I had experienced myself out of control, and that was deeply uncomfortable.

Control has been one of my safety nets for a long time. I feel safer when I understand what’s happening, when I can anticipate what people will do, when I know everyone’s motivations, and when I can predict the outcome. In business, that can look like wanting to control who joins my group coaching programs and courses so I can make sure they’ll like it, and like me.

Rumination is a form of control

Why replay something that’s already over? Griffin was okay and the moment had passed. I think rumination is one more way of trying to get control back. If I replay it enough, maybe I find the perfect response and I’m ready next time.

That isn’t how life works, though. Some things you can’t prepare your way out of, and sometimes your nervous system gets there before your brain does. Growing a business works the same way. You can’t predict every scenario that walks in your door, shows up in your Slack channel, or comes across as a comment on your ads. Scaling is, by and large, an uncontrolled situation. Something will always come out of left field.

A different definition of safety while you grow

I’ve been talking a lot about capacity on the podcast lately. It’s tempting to believe the most evolved version of ourselves is calm all the time: never rattled, never jealous or scared or angry, always regulated and measured. Honestly, that sounds exhausting.

Maybe capacity is trusting yourself even when you temporarily lose it. Maybe it’s being able to have a messy, 100% fear-based human reaction without turning it into a crisis about who you are.

Once I saw that, I could see the same pattern in my business. When I feel threatened, I want to know everyone’s intentions, what’s happening behind the scenes, and what comes next. I want to pull things closer and not share them. That’s exactly what I did in 2020: protect more, watch closely, reduce the variables, make my world smaller. Underneath it was the belief that I’d be okay as long as I controlled everything around me.

You can’t hire people and control every aspect of their work. You can’t have a community full of different personalities and control every interaction. You can’t run ads to strangers and expect everyone to respond the same way. So the definition of safety I’m practicing now is this: I’ll be okay even when I’m not in control.

That doesn’t mean I’m not allowed to feel threatened. Feelings happen. And abundance doesn’t mean abandoning discernment.

Two opposite answers to the copycat problem

In 2020, copycats were everywhere. Everybody had their own version of Tiny Offers: mini offers, pocket offers, you name it. People sent me DMs and screenshots of sales pages that ripped off mine. Some of them were people in a peer mastermind I’d looked up to for more than five years, and they copied my copy word for word. That copy came straight out of my brain at 2 a.m. in a Google Doc, so I knew it.

I asked two people for advice. Frank Kern, who I was doing one-on-one coaching with, said, “Forget it, dude. You’re so far ahead of them, they’re never going to be able to keep up. Create another product. Let them copy you.” Todd Herman said to sue them, get as many attorneys involved as possible, and make an example of them.

Ultimately I’m more of a Frank Kern vibe. I put my policies in place and sent the cease and desists I needed to send (at roughly $600 each, sending about 10 a month really sucks). What I took from it is that the two responses were wildly different, each one was right for the person giving it, and I had to find my own way.

What’s different this time

The biggest difference between 2020 Allie and 2026 Allie is that I’m not abandoning my feelings, and I recognize my patterns a lot faster. This time I felt the feeling in my gut before I’d fully figured out what was happening in the business, and I knew: I’ve been here before, and I remember how I reacted. After six years of thinking about that, I don’t want to let it shrink me again.

So now I’m practicing being able to:

• Notice a behavior I don’t like without catastrophizing what it means
• Put a boundary in place without building it out of panic
• Protect things without being territorial
• Let other people in my world be brilliant without deciding their brilliance is a threat
• Let someone else help my clients without it meaning I’m being replaced

When clients get even better results than I’ve gotten, I should celebrate that. There’s enough for everybody, and everybody gets to win.

I have a lot of compassion for 2020 Allie. She was holding more than she’d ever held. Our biggest sales day was a $200,000 day, and it blew my mind. She was doing the best she could to make herself feel safe. I’ve already lived the ending that path leads to, and this time I’m choosing a different response.

Letting yourself receive

The rest of that Sunday kept proving I’m not in control of anything. Right after the dog attack, a neighbor I’d never met stopped me to ask how I looked so beautiful at 8 a.m. (with day-and-a-half-old makeup). She ended up telling me her husband of 24 years had just moved out, and I gave her a long Disney hug. At Starbucks, while I was getting her a gift card with my daughter, my high school crush, who I hadn’t seen since I was 17, asked, “Is your name Allie?” The day before, at an open house, the agent had recognized me from my college dorm. And that evening, a client messaged out of the blue asking for a payment link for a VIP day. There was $5,000 in my Stripe account within 20 minutes.

I believe in energy and synchronicities, and I’ve been consistent. This is the first time I’ve ever posted seven podcast episodes in a row. When I turn my energy all the way on, I see it reflected back in my content, my sales, and the people who show up.

Part of that is learning to receive: compliments without immediately deflecting, new leads I deserve, and payments I don’t need to feel bad about. My nervous system tends to say, “Okay, that’s enough, you can stop now.” Growth is going to come with moments you can’t control, and you’re going to be okay.

Questions to sit with

• When you feel threatened in your business, what do you reach to control?
• Are your boundaries coming from discernment or from panic?
• Is there a feeling you recognize from a past growth season, and how did you respond last time?

Listen to the full episode

I tell the whole story in this week’s episode of Start Tiny with Allie Bjerk, including more about the 2020 copycat chapter and what I’m practicing now as I scale. Listen on Apple Podcasts, Spotify, Amazon Music, or YouTube.

If it resonates, send it to one or two friends who’d like it.

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The $11,000 Email: Building the Capacity to Scale Your Business

I used to think that once I was more successful, I’d have fewer problems. Once I hit $100K months, things would be easy. If I could only make a million dollars a month, I’d finally have my stuff together, better systems, more support and fewer things going wrong.

I don’t think that anymore, and I actually believe the opposite is true.

More success means making more decisions. It means more money moving through you, more people relying on you, more visibility, more opportunities and more logistics, and it also means more things that can break and more moments where things don’t go according to plan. The successful people I know have developed a larger container for managing all of that stress.

That’s what I’ve been thinking about for the last week or so: capacity.

What I mean by capacity

I’m talking about how much can happen around you without it completely hijacking you. How much uncertainty can you hold inside your business? How many problems can come up before your entire day becomes about the fact that something negative happened?

And more importantly, how quickly can you experience something stressful, disappointing, frustrating, embarrassing or just unexpected, and then find your way back to neutral?

I think one of the biggest gaps between where we are now and the level we tell ourselves we want to reach is often a capacity issue. The business you say you want to run won’t get there until you become the version of yourself who can handle it, the version of you who doesn’t think everything is a big deal and comes back to neutral really efficiently.

My friend Stacy Tuchel runs a business that’s approaching $2 million a month. The last time I got to mastermind with her, she described it as whack-a-mole. Every time she turns around there’s another problem to solve or something surprising her, and she just has to handle it.

The $11,000 email

Recently I got an email out of the blue from my payroll and retirement benefits provider. It said they’d gone through their reports, realized a payment hadn’t processed correctly at some point in the past, and I owed them $11,000. They’d be debiting it from my account in the next couple of weeks.

It was so cryptic that I almost thought it was spam. The issue was supposedly from 2022 or 2023, about three years ago. I emailed them back, called customer support and got on their chat, trying to find anyone who had a clue what they were talking about. I spent about two hours that afternoon uploading every past payroll report and every dollar I’d put into my retirement account to Claude and asking it to reconcile everything. I had employees back then, so I wondered if someone’s retirement hadn’t been funded correctly. I couldn’t find it.

But at no point was I distraught. I wasn’t crabby, I wasn’t crying and I wasn’t calling my husband in a tizzy. I knew it was going to be okay whether I had to cough up $11K unexpectedly or not, because I believed in my ability to solve the problem without catastrophe.

That ability is something I learned over the last decade of entrepreneurship. I had to learn how to move from problem to problem without catastrophizing and without huge emotional swings in my highs and lows, staying close to that baseline.

Stop adding meaning to things that just are

Back in 2012, when I was a baby entrepreneur designing WordPress websites, I went to a networking event and a guy asked what I charged. I told him $1,200, and he laughed in my face and said he’d never pay that much for a website.

It crushed me for weeks. It was still replaying in my head months later. Was I charging too much? Did he not take me seriously? Was I not a real business owner? I would ruminate forever on comments like that.

Now when someone tells me I’m too expensive, I’m like, okay, cool, no worries, go find less. I have no emotional response whatsoever.

One of the things I worked on with a mindset coach back in the day was not adding meaning to things that don’t need meaning. His opinion was that he wouldn’t pay that much, and my price was $1,200. It just is. It didn’t mean he was cheap, it didn’t mean I was overpriced or a bad business owner, and it didn’t mean any of the other stories I was spinning up. The more you can detach from adding meaning to things, the easier your life gets.

What I learned watching a $25 million business owner

A few years ago I spent a weekend with my friend Bill Allen. I stayed in his guest room with his wife and three young kids, spoke at an event he was hosting and helped coach in one of his programs. We went to the gym together, I sat in his office while he hosted meetings, and I rode in his car while he took calls and did deals. I got to be a fly on the wall for someone whose business was doing around $25 million a year.

Over those three days I watched important meetings, deals falling through, family things, people who needed him, a phone that wouldn’t stop ringing and decision after decision. His nanny was late, his kids were right there, and he moved through all of it with so much ease.

I remember looking at his calendar and thinking I could never run a business like that. Things that were a simple conversation for him would have consumed my energy for hours. Part of me was even thinking, gosh, I’m glad my business is simpler.

But Bill was still present. He was generous, he was laughing with his team, he was connecting with his family and he was getting his workouts in. At one point we were driving between meetings, he took a stressful phone call, and afterward I noticed him taking deep breaths. I asked if he was doing breathwork, and he said yes, he was trying to get back to his stable zone.

He had little rituals that most people would never see. He wasn’t carrying the stressful thing from 9 a.m. into his 2 p.m. meeting, then carrying the 2 p.m. problem home to dinner and taking all of it to bed. He had built that capacity over time.

Watching him, I realized capacity is how effectively you can complete the stress cycle and come back to neutral.

Why this matters when you want to scale

I’ve been thinking about this a lot as I set goals of $100K and $250K months again. I want to build an empire, and I’ve finally let myself believe that’s possible. I also have three kids in every activity known to man, and I’m the primary caregiver. I could tell myself I don’t have the bandwidth to grow a company and be the mom and partner I want to be, call it a season of life and shut it down.

Lately I’ve been called to expand my capacity instead. I can use AI to save a ton of time. I can hire great A-player team members, attract dreamy clients and have ads and launches that work, and I can believe I deserve to scale without losing myself or my family in the process.

If you’re an online entrepreneur saying you want more clients, a bigger audience, a team, stages, a book or events, you also have to accept the duality that comes with it. More clients means occasionally more unhappy clients. More money means money can temporarily go sideways. More visibility means more criticism. As your capacity expands, you have more room for the good too.

And if a bad thing takes you three days to recover from, eventually your nervous system starts protecting you from growth. That can look like procrastination, staying small, overplanning or waiting for the perfect time. You might hesitate to commit to anything because part of you doesn’t trust yourself to handle the emotional aftermath if it goes wrong.

So ask yourself how long you’re going to let something own you. Ten minutes? An hour? The rest of the afternoon? Three days?

Capacity means feeling it without becoming it

Building capacity still means caring. I can get detached really fast, especially with hiring and leadership, and building capacity has meant letting myself have my feelings.

One evening recently my husband and I were both crabby, and his energy was affecting mine while I folded laundry with my kids. The harder I tried not to be affected, the more frustrated I got. What helped was admitting it: okay, this is affecting me. I can feel it without getting lost inside it.

The next morning I journaled, went for a run, looked at my to-do list and handled it, and I was back to my baseline. Movement is a huge piece of my capacity. I can build an empire after I’ve gone for a run.

Find your reset and start tiny

Part of expanding your capacity is knowing what brings you back. For me it’s often a run. For you it might be breathwork, a walk outside, a silent walk with no music, driving without your phone, sitting quietly for 10 minutes, talking to someone you love, a shower, music, going to bed early, cleaning your kitchen, prayer, journaling, good food, closing your laptop or laughing with your kids.

Then build those resets into your life before you desperately need them. A coach once had me set breathing timers on my phone throughout the day. I’d close my eyes, do box breathing for a couple of minutes, imagine that favorite-sweater feeling and then go back to work. So many amazing things happened while I was doing that practice, probably because I believed I could regulate and come back to neutral.

You can practice on tiny things. When my kids were little and tantruming, I’d take a sip of coffee, look out the window at complete chaos and focus on how warm and good that coffee felt. For a minute I was back to myself and could handle whatever was happening. You don’t have to wait for a crisis, an annoying text, broken tech or a flopped launch to start.

And to close the loop on that $11,000 email: a week and a half later, they emailed to say it was an error on their end and to just ignore it. Good thing I didn’t freak out.

The goal is to know you’ll be shaken sometimes and to always know how to find your way back. There’s an incredible amount of freedom in that.

Listen to the full episode

Listen to the full episode above for the whole story, including more from that weekend with Bill and the frog-in-the-pot idea I can’t stop thinking about. If it resonates, send me a DM on Instagram and tell me what it meant to you. I love getting your messages.

And if you want to be around entrepreneurs having these conversations alongside the business strategy, come check out Tiny Offer® HQ at tinyoffer.com/hq.

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The Call Is Coming From Inside the House: The Beliefs Keeping Your Business Stuck

This is a little weird to admit, but sometimes a phrase gets stuck in my head and I can’t shake it for the whole week. I start wondering what it’s trying to tell me. Why this sentence? Why does it keep popping back up?

Last week, the phrase was “the call is coming from inside the house.” I’m pretty sure I picked it up from a novel I’m reading, and it just stuck. The idea behind it is that the thing you assume is coming from outside of you is often coming from your own beliefs, your own judgments, and the rules you’ve made for your life.

So I sat with it. Here’s what came up, and why I think it matters for anyone building a business on their own name.

When I burned out, I didn’t go looking for more strategy

Around April or May of this year, I was in a funk in my business. I didn’t know if I wanted to keep doing the same thing. It felt like it wasn’t meaningful or impactful enough. (That’s the season that led to my comeback episode about deciding Tiny Offers were, in fact, enough.)

When I first started my business, I consumed every strategy podcast and business book I could get my hands on. If you’ve ever seen me on video, those are the books lined up on the shelves behind me. And I’ve read every one of them. But I hit a point where I couldn’t read any more. It all felt like the same advice regurgitated in a different wrapper. Looking back, that exhaustion was a canary in the coal mine. I felt like I’d lost my mojo, and I was questioning my motivation, my excitement, and my purpose.

What pulled me through was a different kind of content. I started listening to podcasts about the nervous system, self-belief, confidence, and the underlying felt side of business. And I realized something: I’ve never been short on strategy. I’m a strategist. I teach it, coach it, and work directly with private clients on it. When I was stuck, I didn’t ask ChatGPT or Claude to map out a new plan for me, because I knew the problem was me.

When the pattern interrupt becomes the pattern

The same sameness I felt with business books is showing up on social media right now. Last week, I screenshotted every post I saw with the word “quietly” in it (as in, someone “quietly” used ChatGPT to do something). I ended up with about 15 screenshots just from casual scrolling.

One of the first marketing lessons I ever learned is that once the pattern interrupt becomes the pattern, people tune it out. When a lot of people are having AI create their carousels and their images, everyone starts to look the same.

That’s why finding your edge matters. What do you really care about? For me, the answer showed up in where I went for help when I was stuck. It also showed up in what my brain always wants to learn about. And it’s the underlying reason Tiny Offers have worked since I started teaching them in 2018.

The belief that what I do isn’t enough

Content note: this section mentions a death by suicide.

Some of our beliefs sit so far under the surface that we don’t even know we have them. One of my big ones is that what I do isn’t enough. It’s not deep enough, not big enough, not mass-market enough.

A year and a half ago, my cousin died by suicide. I used to babysit him, and his mom is my godmother. I was crushed. Sitting at his funeral, right in front of the lake with the waves splashing the whole service, I told my dad that this kind of thing really makes you think about your purpose. I wanted to lead a bigger life and do something that actually mattered.

My dad looked at me and said, “What do you mean, do something that matters? What you’re doing is massively impactful. You’re changing people’s lives. You’re showing them what’s possible.”

And the little girl in me tilted her head and said, “Really? You think my work matters?” I honestly thought he might see it as a waste of time. We’re all kind of little kids running around in adult bodies, and we still want our parents’ validation.

That moment showed me how many stories I carry about my work. The biggest one is that I sell things on the internet to other people selling things on the internet, so none of it is real. When I look for examples of online business, the blips that stand out to me are the bro marketers and the people who overpromise and underdeliver. Then I lump myself in with them. It’s hard to show up fully when part of you is equating your work with everything you dislike.

And, pausing business for a moment in honor of my beautiful cousin Ben, please, if you’re struggling, just stay another day. Get support. You can call or text 988 to reach the Suicide & Crisis Lifeline in the US.

Why Tiny Offers work: you change while they’re working

I’ll happily talk about funnels, ads, and conversion events all day. But I have to admit that the strategy works when the other stuff is also working.

I’ve had so many coaching calls where someone gets their ads working for the first time and says, “I don’t know what to do with my time now. This feels so easy.” Sales start showing up like Monopoly money, and they’re shocked. Getting there takes a huge amount of self-belief.

This is the part people miss about Tiny Offers. They work because you’re changing as they work. The people who finish their offers, who test lots of different things without giving up, who run ads that flop the first two or three times and keep going — those are the people who change their lives with Tiny Offers. They’ve looked in the mirror and thought, “This isn’t working. I suck. It’s never going to work for me.” And then they kept showing up, and one day the ad worked. They made a sale to a stranger and thought, holy crap, my life is about to change.

That first sale is proof you can do it, and you only get that proof by taking the action.

What your judgments reveal about your rules

Here’s a useful exercise. What kind of content do you judge? What kind of entrepreneur makes you roll your eyes or cringe? Your answers can help you clarify your values. Keep an eye on where those judgments quietly turn into rules, though.

A few examples:

• You got burned by a high-ticket program. Maybe you spent a lot on a mastermind and the creator was nowhere to be found. Now your rule might be “high ticket rips people off” or “selling is obnoxious,” so you barely sell and never ask for the sale.
• You had a big team with a tiny profit margin. This one’s mine. My belief became “big team equals more revenue and more stress, and no more profit.” There are ways to run a high-revenue business with strong profit, and that’s what I’m working on now. But if I don’t watch that belief, it could keep me from hiring even when I’m drowning.
• You think personal brands are narcissistic. Then you’ll hide behind educational content and introduce yourself with a serious title so people take you seriously.

That last one is me, too. My siblings are both medical doctors, and I’m the weird artist marketer who was always smart but too rebellious to act like it. I have old stories about needing to prove I’m smart, or else I’m just selling snake oil. It has always felt more legit to tell the moms on the sidelines at sports games that I’m a marketing strategist than to say I help people through the fear, behavior, and avoidance psychology of running a business.

Strategy and the felt side of business go together

I don’t like fluffy advice, and I’ll never be the coach who says you don’t have a funnel problem, you just don’t believe enough. Sometimes it’s both. Sometimes you don’t believe in your offer, so you don’t talk about it. There’s real neuroscience behind that. And sometimes the copy is bad, the ad points to the wrong page, the checkout is broken, or the sales page is weak.

What I don’t want to do is answer every tactical problem with “rewrite your copy” or “spend more on ads,” because there’s so much more going on behind the scenes.

How to start hearing the calls coming from inside your house

Start listening to your own brain the way you’d listen to a curious kid. I’ve done this with my kids since they were toddlers. I ask a question, listen to how they’re thinking about it, and say, “Huh, isn’t that interesting?”

Try asking yourself:

• Where did this thought come from?
• Whose voice is actually saying it?
• What story is keeping it true for me?
• What evidence am I collecting to prove it?

A lot of the time, you already know what to do. The work is understanding why part of you keeps resisting doing it, and which stories are behind that. Some of them might go back to 8-year-old you, something from middle school, or something a parent or caregiver said. That resistance can’t always be explained by strategy.

So take one tiny step toward it. Talk about it, share about it, move through it, or hire a coach who can help you dig in.

Listen to the full episode

This is the call coming from inside my house. I want to talk more about the felt side of business alongside the strategy, because I believe you need both. These episodes are for you, but they’re probably more for me. So thanks for coming to my not-so-internal monologue.

Listen to the full episode above. Then send me a DM and tell me what you want to hear on the Start Tiny Show, what kind of coaching you need, and what would help you move to your next level.

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This post is based on an episode of the Start Tiny Show. Listen to the full episode wherever you get your podcasts, and if it resonated, send me a DM and tell me the one tiny step you’re taking this week.

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What Are You Afraid Will Happen If It Works?

There’s probably something sitting on your to-do list right now that has been there longer than you want to admit.

Maybe you’re going to create the offer. Raise the price. Send the email. Hire someone. Launch the program. Pitch yourself for the opportunity.

You’ve decided to do it. You know it matters.

And somehow, at the end of another very busy day, everything else got done except that.

So you move it to tomorrow. Then tomorrow becomes next week. Next week becomes next month.

Eventually you’re spending more energy thinking about doing the thing than it would probably take to actually do it.

People love to say, “Do it scared.”

But there’s a problem with that advice. Sometimes you don’t know you’re scared.

Fear of Success Doesn’t Always Feel Like Fear

Fear can feel like needing more clarity. It can sound like:

• “I need to research this a little more.”
• “I should see what everyone else is doing first.”
• “I’ll have more capacity next month.”
• “Once the kids are older, I’ll be able to focus.”
• “I’m just not quite ready.”

And sometimes those things are true. There are real seasons where you need more support, more information or fewer things on your plate.

The question is what happens when the same project keeps getting postponed. That’s when I think it’s useful to ask:

What am I predicting will happen if this works?

We spend a lot of time talking about fear of failure. What if nobody buys? What if people judge me? What if I launch something and it flops?

Those fears are usually easy to recognize. Fear of success can be much sneakier.

What Do You Think Success Is Going to Cost You?

You might want a bigger business on paper while simultaneously believing:

• If I become too successful, I’ll outgrow my partner.
• If I make more money, I won’t have enough time for my kids.
• If my business gets bigger, I’ll have to work all the time.
• If I charge more, I’ll become greedy.
• If I become really visible, everyone will have an opinion about me.
• If I have a huge launch, I’ll have to keep performing at that level forever.
• If I make more money, I might become one of those successful people I don’t even like.

You might never say any of those things out loud. You may not consciously think them at all.

Instead, you just keep putting off the actions that could create the growth you say you want.

Sending the email is easy. What makes it feel heavy is the imaginary chain reaction you’ve attached to what might happen after the email works.

You’re Living Through a Future That Hasn’t Happened

This can happen with almost every type of business growth.

You think about hiring someone and immediately picture yourself managing them all day.

You think about launching a program and picture customers needing you around the clock.

You imagine becoming more visible and picture strangers picking apart everything you say.

You imagine a successful launch and immediately think, “How am I going to keep this up?”

Suddenly you’re exhausted by a business you haven’t even built yet.

I’ve done this in my own life. One fear I’ve had is that becoming too successful would somehow change my relationship with my husband.

I had seen enough examples of people becoming more successful, changing dramatically and eventually getting divorced that my brain started treating that sequence of events like a potential rule.

So I finally said it out loud. I told my husband I was afraid that if my business became too successful, we might grow apart.

His response was basically, “I’m not scared of that. Go get it. We’ll figure it out together.”

We’ve been married for 18 years. If something starts feeling wrong, we can talk about it.

The conversation reminded me that I had been trying to solve his hypothetical reaction without actually asking him how he felt.

Maybe You Want the Empire and the Chickens

There are all these Reels about wanting to build an empire on Monday and wanting to disappear into the country to raise chickens and bake sourdough by Tuesday.

I relate. A lot of entrepreneurs do.

Part of you wants to know what you’re capable of. You have ideas, ambition, work you’re proud of and things you still want to create.

Another part of you says:

• I want slower mornings.
• I don’t want everybody to have access to me.
• I don’t want to spend my entire day managing people.
• I don’t want my business to require constant interaction.

Those things don’t automatically have to be opposites. Instead of choosing between “empire” and “chickens,” get curious about what each one represents.

What do you want from the empire? Freedom? Money? Impact? Work that you’re proud of? The ability to travel?

What do you want from the chickens and the sourdough? Quiet? Fewer interruptions? Time with your family? Something you can do with your hands and finish without asking anyone’s opinion?

There might be pieces of both that belong in the life you’re building.

Some of Your Resistance Might Be Practical

This is where the conversation gets especially interesting for business owners.

Sometimes you say you want to make more money, but your current business model has taught you that more money means more clients. More clients means more hours. More hours means less freedom.

If that’s the equation you’re working with, of course part of you is resisting growth.

There may be nothing mysterious about that resistance. Your brain might be correctly identifying that the way you currently make money has a capacity ceiling.

If you’re already overwhelmed serving one-on-one clients, doubling your revenue by doubling your client load sounds terrible.

That’s where creating a scalable offer becomes relevant.

A Scalable Offer Shouldn’t Create a Bigger Job for You

I caught myself doing this a few years ago while designing a new offer.

I was trying to make it incredibly valuable. I wanted it to feel like a no-brainer. And somehow social media management started making its way into the offer.

Actual social media management. The thing I was doing for clients back in 2011 and 2012.

I had to stop myself. Allie. Ma’am. You speak at Social Media Marketing World. You consult on social media. You do not want to manage 20 people’s Instagram accounts.

Nobody was forcing me to include that service. I was creating the offer.

But because I knew how to do it, and I knew clients would value it, I almost built myself another job.

You don’t have to put something into an offer simply because you know how to do it. You also don’t have to keep selling something you no longer want to deliver.

Start With the Result

If you currently help someone one-on-one, start by asking what result you actually create.

Maybe you help a client get more visibility, write a sales page, create a marketing strategy, build a funnel or develop stronger messaging.

Now ask: How could someone reach that same result through a group program?

• Could you teach the framework?
• Could you create a step-by-step process?
• Could you give them a template?
• Could they bring their work to a group coaching call for feedback?
• Could part of the process become self-paced?

A group program or course does not automatically become less valuable just because you aren’t personally doing every step for the customer. The delivery mechanism changes. The result can still be incredibly valuable.

And once you separate the result from the exact way you’ve always delivered it, you can start designing the offer around the business and life you actually want.

• What support will you provide?
• How will questions get answered?
• What will you personally review?
• What is the customer responsible for implementing?
• How can you create one-to-many support without multiplying your workload every time you make another sale?

Those questions can completely change your relationship with growth.

Instead of “Do It Scared,” Start Tiny

You do not have to solve every possible future version of your life before you move forward.

You don’t need to convince yourself that becoming wildly successful could never affect your marriage, your family, your time or your priorities.

You need the next step.

Maybe that means having the conversation with your partner. Maybe it means establishing working hours before accepting a new opportunity. Maybe you need to hire someone. Maybe you need to simplify your offer. Maybe you need to stop asking five other people what they think and listen to your own gut. Maybe you need to create the minimum viable version and put it in front of real people.

So look at the thing that keeps getting pushed to the bottom of your list and ask yourself: What am I predicting will happen if this works?

Figure out which parts are real logistical problems you can plan for and which parts are hypothetical outcomes you’ve been treating like guarantees.

Then start tiny. Take one step. Then take the next one.

If you want help designing an offer that lets you serve more people without simply creating more work for yourself, my $27 Scalable Offer Workshop is open at tinyoffer.com/class.

I talk through all of this, including my own fears about what success might cost, in the full episode of Start Tiny. Hit play at the top of this page, or listen wherever you get your podcasts.

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This post is based on an episode of the Start Tiny Show. Listen to the full episode wherever you get your podcasts, and if it resonated, send me a DM and tell me the one tiny step you’re taking this week.

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Just Handle It: How to Stop Overthinking Your Business

I once started a cleaning company on a Wednesday.

I love ideas. I can make a very convincing case for just about any new offer or business idea to myself. I can get excited about the possibilities, imagine how it could work, and start making plans.

I also know what it feels like to spend so much time considering every possible direction that I never settle on what I’m actually going to do.

You end up with 14 tabs open, a few Google Docs, and a ChatGPT conversation full of ideas. By Friday, you have a different plan than the one you started with on Monday.

A question I saw online recently helped me look at that pattern differently.

What would you change if you had to make your current business work?

Imagine that starting over is off the table.

You have to keep your niche and your existing offers. You can change your role. You can get more help. You can change how you run the business. But you have to work with what you already have, and you have to make it fit the life you want.

What would have to change for you to actually want to keep running it?

For the sake of this exercise, you have to stay with the problems in front of you long enough to figure them out. The delivery problem still needs a solution. The offer still needs customers. The project you keep revisiting still needs to get finished.

I like this question because it takes away the option of escaping into a brand-new idea. It makes the work in front of you much harder to keep talking around.

The decision I spent two years circling

At Social Media Marketing World, my friend Tara Zuercher and I were sitting by the pool, planning our next 12 months. We were both speaking at the conference, and we were putting launches, offers, and ideas on the calendar.

I told her I was having a really hard time being on camera.

I had gained weight heading into the last years of my 30s, and it was affecting how willing I was to show up online. I knew I wanted to record more content. Then I would record something, hate how I looked, and feel embarrassed.

I had been counting macros, weighing my food, and working with a coach. I was thinking about keto, Whole30, going back to being vegan. I had a whole menu of possibilities.

I was basically verbal vomiting on her.

Then I mentioned that I had been considering a GLP-1 for two years. I had health anxiety, and I was scared of the side effects and long-term effects.

Tara put her notebook down on her lap, looked at me, and said, “Allie, just handle it.”

Those words have lived rent-free in my head ever since.

After that conversation, I went to the appointment I had already booked. I started taking a GLP-1 in May, and I’ve since lost almost 30 pounds. I’m sharing my own experience here, and this is what has been working for me.

What I keep coming back to is how much room the search for another possibility was taking up in my life. I was thinking about it constantly. I had spent two years considering paths, worrying, and trying to figure out which combination of options would finally work.

Now, when I catch myself circling something in my business, I hear Tara.

Okay, Allie. Just handle it. What does handling it actually look like?

The excuse I kept giving myself

I had a version of this pattern long before I owned a business.

In college, I was an art student. For one of my 3D sculpture classes, we had to build a creative chair. In true Allie form, I waited until the weekend before it was due.

I decided my chair was going to look like a giant piece of cake.

I was cutting wood and shoving yellow fiberglass insulation into it. I was itchy, I hadn’t researched the process, and I was trying to figure the whole thing out at the last possible second.

By Monday, the cake was beautiful. I loved that project. I wish I still had a picture of it.

I got a C.

A big part of our grade was class involvement, and I had spent the previous months socializing with my friends and hanging out on the patio of the art building. I was mad at my professor, even though I hadn’t done the work.

And I had a very convenient explanation ready: I only worked on it for a weekend. Of course I couldn’t expect the best grade.

That explanation let me avoid finding out what would happen if I fully committed.

If I started early, did the work, tried my best, and still got a C, I would have to look at my skills. I would have to see where I needed to improve. I would have to sit with the disappointment.

Procrastinating gave me an out.

I see the same thing happen in business. You launch something, skip the last five emails, and miss your sales goal. You can tell yourself you probably would have hit the goal if you had sent those emails.

Sending them means giving the launch a real chance. It also means being willing to look at the results and say, “Okay, something in this sales process needs work.”

Full sending it means getting something you can learn from

My son is a freestyle skier. I don’t love that for us, but he loves it.

He does flips and spins and all kinds of things I would prefer to not think about too much. He talks about “full sending” a backflip, because you can’t kind of commit halfway through it.

That conversation stuck with me.

In business, full sending something still leaves room for a disappointing result. You might do the work, finish the launch, and discover something needs to change.

At least then you have a completed attempt to look at. You can see where you bobbled. You have something to improve next time.

Keeping the project permanently unfinished leaves you guessing.

Look at your business like it belongs to somebody else

Imagine someone handed you a carbon copy of your company.

They have your offers, your audience, your budget, and your responsibilities outside of work. They ask you what they should do next.

What would you tell them?

This can be especially uncomfortable when you help other people with the exact thing you keep putting off in your own business. The copywriter without a sales page. The marketing consultant who isn’t marketing. The business coach who keeps creating new offers while their existing offer could use more attention.

When you’re looking at someone else’s business, you can usually stay focused on the problem they brought you.

An offer people have already bought gives you something to put in front of more people. A delivery problem gives you something specific to solve so customers can get support without you being available all day. A pile of unfinished projects gives you a choice about which one would remove the biggest constraint.

Inside your own business, those decisions come with history.

You remember the disappointing launch. You remember posting something and getting no views. You know what someone else in your industry is doing, and you start wondering whether their approach would work better.

Then you’re back to evaluating everything.

Looking at your business from the outside helps you get back to the problem you actually need to solve.

Make the next step small enough to finish

There are two things I feel like I say on practically every coaching call: minimum viable product and path of least resistance.

A minimum viable product asks you to get something done and into the world, even while you can still see ways to improve it.

The path of least resistance helps you find a way forward with what you have today.

Say your business needs sales. Start with the offer you can confidently deliver right now. Think about who you can put it in front of. Look at what needs to be completed for you to feel good about selling it.

Maybe the next step is emailing your list. Maybe it’s finishing something inside the offer. Maybe it’s getting help with the part you keep avoiding.

You can make an informed decision with the information you have today. You can decide what you’re going to finish this week, put a date on the calendar, and work toward that date.

The part I keep having to practice is staying with the decision when I hit a challenging point. That’s when another strategy, another offer, or another round of research starts looking very appealing.

Catch the moment you give yourself an out

I was supposed to record this podcast and go for a run.

Somehow, I ended up repotting my plants.

One of them looked droopy. I took a picture and asked ChatGPT about it. It told me the plant had root rot and needed to be repotted as soon as possible.

So I repotted my plants, lost track of time, and suddenly it was time to pick up my kids from school.

The podcast wasn’t recorded. The run hadn’t happened.

I had given myself an out.

Sometimes I do that with a plant. Sometimes it shows up as looking at new software, considering a rebrand, or having another strategy conversation about something I already have enough information to try.

Those are the moments I’m working on catching.

I care about what my calendar looks like. I want time with my family, and I want to enjoy running my business. I’m also working on the consistency required to follow through on the things I say matter to me.

What are you going to handle this week?

Come back to the question:

If you had to make your business work with what you have right now, what would you do?

Write down your answer. Then read it as though someone else handed you that question about their own company.

Give them the advice you would give a client or a friend. Look at what they can finish, what they can put in front of customers, and what they’ve been reconsidering for far too long.

That gives you somewhere to start.

For me, this means catching myself when I’m collecting options again and asking what I’m ready to decide. It means recording the podcast, staying with the plan, and doing some of the things that still make me uncomfortable.

And occasionally telling myself, “Allie, just freaking handle it.”

I talk through all of this, including the parts that may give me a vulnerability hangover, in the full episode of Start Tiny. Hit play at the top of this page, or listen wherever you get your podcasts.

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This post is based on an episode of the Start Tiny Show. Listen to the full episode wherever you get your podcasts, and if it resonated, send me a DM and tell me what you’re going to handle this week.

Read More about Just Handle It: How to Stop Overthinking Your Business

Your Price Point Is a Business Model: How to Price Your Online Course, Coaching Program, or Membership

One of the questions I hear constantly from online business owners is:

“How much should I charge for my offer?”

And I understand why we want a simple answer.

$497?

$1,997?

$5,000?

$10,000?

Pick the number, slap it on the checkout page, and move on.

Except your price affects almost every other part of the business you’re building.

It changes how you acquire customers, how you sell, how much support people expect, the team you need, what fulfillment costs, your profit margins, and how involved you personally have to be.

So when you’re choosing a price point, you’re also making decisions about the company you’re going to have to build around it.

That is the part I think entrepreneurs miss.

First, What Is an Offer?

Your offer is basically what someone is buying from you.

That includes:

• The result you’re helping them achieve
• The way you’re helping them get there
• How the program is delivered
• How much support they receive
• How much access they have to you
• How long they stay in the program
• What they pay

Those pieces all work together.

Which is why changing the price can eventually change everything else.

There are exceptions to every pricing guideline I’m about to give you. Someone somewhere is probably selling a $5,000 self-study course with no support. Someone else is probably providing private coaching for $500.

I’m giving you the general framework I use when I’m designing offers and coaching clients through offer creation.

The $497–$697 Course: A Really Beautiful Business Model

I actually love this price range.

A good $497, $597, or $697 course can often be sold without a full sales team or a bunch of one-on-one conversations.

A strong evergreen funnel can look something like:

Someone sees your ad.

They watch your webinar.

They understand the framework, methodology, and result.

They buy.

You don’t necessarily need a discovery call, a setter, a closer, or somebody personally following up with every lead.

At this level, the buyer is usually asking themselves:

“Do I believe this system can help me solve my problem?”

They’re buying the roadmap, process, and shortcut.

And from the business owner’s perspective, fulfillment can be incredibly scalable.

If I’ve already created the curriculum, selling my 100th course doesn’t automatically add another 100 hours to my calendar.

There is real value in that.

We’re constantly hearing that higher ticket is better.

Charge more. Go premium. Sell high ticket.

I’m the Tiny Offer Queen, so obviously I’m not convinced that higher ticket is automatically the goal.

You have to look at the business wrapped around the price.

Around $2,000, Buyers Usually Want More Certainty

Once you start moving into roughly the $1,997-and-up range, I usually expect the sales process and offer itself to change.

At this point, a discovery call or sales conversation becomes much more common.

The buyer has more money on the line.

They want to know how your program applies to their business, their problem, and their specific situation.

And they’re often going to expect more support once they buy.

That could mean:

• A community
• Coaching calls
• Feedback
• Office hours
• Implementation sessions
• Direct access to someone who can help when they’re stuck

This is where the value starts moving toward implementation.

At a lower price point, I might happily pay for information, a framework, and a roadmap.

As I’m spending more money, I increasingly want somebody to help me use it.

I want feedback.

I want accountability.

I want someone to look at what I’m doing and tell me what I’m missing.

Please Don’t Add Another 50 Videos

One of the biggest mistakes I see with offer creation is assuming a higher-priced program needs more content.

If the $497 course contains 50 videos, surely the $2,000 version needs 100.

Please don’t.

Especially in the AI age, nobody is sitting around wishing they had another hundred videos to watch.

Information is everywhere.

We have ChatGPT. We have Claude. There is an absurd amount of free information available to anyone willing to look for it.

More content doesn’t automatically increase the value of your offer.

Better support does.

Better implementation does.

Better feedback does.

A clearer path to the result does.

You can dramatically increase the value of an offer without doubling the size of your course portal.

What I Would Expect From a $5,000 Program

If I were designing a $5,000 program, I’d probably start thinking in terms of a roughly 12-week implementation experience.

That might include:

• Weekly calls
• Structured curriculum
• A private community
• Subject-matter experts or guest coaches
• Audits
• Feedback
• Clear implementation milestones

At this level, I care a lot about what is actually different for the client when the program ends.

What did they accomplish?

What result are they leaving with?

The buyer at this price might be thinking:

“I could probably figure this out myself. I would rather get there faster, make fewer mistakes, and have somebody who has already done this tell me when I’m heading in the wrong direction.”

They’re paying for acceleration.

They’re paying for proximity.

They’re paying to avoid expensive wrong turns.

That is very different from buying another collection of videos.

Membership Pricing Changes the Membership

Communities are having a major moment again, especially with platforms like Skool making paid communities feel much more normal.

But there is a huge difference between what someone expects from a $17-per-month community and what they expect from a $497-per-month community.

At $17, $27, or $47 a month, someone might be perfectly happy with:

• A community forum
• Resources
• Occasional training
• Accountability
• Connections with other members

Once you start moving into $97, $197, or $297 a month, I think people start expecting better-organized resources, a clearer path, direct feedback, and more involvement from the person or company running the community.

At $497 a month, I’m expecting meaningful coaching and implementation support.

And recurring revenue comes with another important consideration.

Every month, your membership is back on the chopping block.

People have another opportunity to ask, “Should I keep paying for this?”

So you need to continue creating reasons for them to stay.

That is a very different fulfillment model from making a one-time course sale.

An $8,000+ Offer Needs a More Sophisticated Sales Machine

Once we get into $8,000-and-up offers, I start thinking about a deeper relationship, maybe six months or so of access.

Again, these aren’t hard rules.

But now your offer may include weekly or biweekly coaching, private support, specialist coaches, implementation help, a community, or even live events and retreats.

The customer is increasingly buying personalization, accountability, certainty, speed, and proximity.

Your sales process changes too.

An $8,000 program requires a lot more trust than a $497 course.

And acquiring that customer can get expensive.

I’ve seen businesses spend $1,500, $2,000, even $3,000 acquiring an $8,000 customer.

Your funnel could now include:

Ads.

A webinar or video sales letter.

An application.

A setter.

A closer.

Email follow-up.

Appointment nurturing.

A CRM.

A sales manager.

Leads might be followed up with for days or weeks.

There may be multiple conversations before somebody buys.

That can be an incredibly profitable business model. I personally love high ticket.

I also think we dramatically oversimplify it when we compare the math.

People will say some version of, “Would you rather sell 100 people a $1,000 offer or 10 people a $10,000 offer?”

Okay.

Now tell me how you’re getting the ten $10,000 customers.

Tell me who’s taking the calls.

Tell me who’s following up.

Tell me who’s fulfilling the program after they buy.

Low ticket is a volume game.

High ticket can feel a lot more like whale hunting.

Those are different businesses.

Your $10,000 Offer May Require a Team

If somebody pays you $10,000, they’re probably expecting personal feedback and implementation support.

That support doesn’t necessarily have to come directly from you, but somebody has to provide it.

Which could mean you need:

• Coaches
• Customer success
• Salespeople
• Operations support
• Community management
• Specialists

And depending on how you’ve marketed the program, the buyer may expect direct access to you as the founder.

Your price can quietly increase your own involvement in fulfillment.

That matters if the business you’re trying to create gives you less time, fewer calls, or more freedom.

Your Offer Can Look Amazing and Still Have Terrible Economics

I’ve seen entrepreneurs put together offers that sound phenomenal.

Six months of access.

Weekly calls.

Unlimited Voxer.

Private coaching.

Audits.

Community.

Templates.

Guest experts.

Custom feedback.

And then they’re charging $997.

As a customer, I’m thinking, “Wow, that’s an incredible deal.”

As a business owner, I’m wondering how on earth you’re going to fulfill it profitably.

There is very little margin and very little capacity.

And ironically, if the offer takes off, success can make the problem worse.

Now you’re drowning in fulfillment.

That’s why you need to understand the economics of the offer before falling in love with everything you could possibly stuff inside of it.

You do not want to accidentally create a work prison.

I Paid $150,000 for Information I Could Have Read in a Book

This is where masterminds get really interesting.

Masterminds can easily be $25,000, $35,000, $50,000 a year or much higher.

I once paid $150,000 to be in a mastermind.

And some of the material Russell Brunson taught us live in that room was the same material in his book Expert Secrets, which was already sitting on my shelf.

You could look at that and say, “Well, why would you pay $150,000 when you could buy the book?”

Because I wasn’t paying $150,000 for the information in the book.

I wanted Russell’s eyes on my funnels.

I wanted proximity.

I wanted to be in a room with other entrepreneurs who were operating at a level where they could make that same investment.

I was paying for conversations, relationships, networking, perspective, opportunities, and access.

At the mastermind level, the room itself becomes part of the product.

That’s the shift.

A $27 Tiny Offer customer might be thinking:

Just give me the answer.

A course customer:

Give me the system.

A group-program customer:

Help me implement the system.

A high-ticket coaching customer:

Help me implement this for my specific situation.

A mastermind customer:

Put me in a room with people, ideas, relationships, perspectives, and opportunities I probably can’t access on my own.

When you understand that progression, pricing gets a lot easier.

What Kind of Business Do You Actually Want to Own?

This might be the most important question in the entire pricing conversation.

A lot of entrepreneurs accidentally build businesses they don’t even want.

They see somebody selling a $20,000 coaching program and assume that’s the next level.

Maybe you’d hate it.

Maybe you don’t want private coaching calls filling your calendar.

Maybe you don’t want to manage closers.

Maybe you have zero interest in reviewing sales recordings.

Maybe you don’t want customer success managers or a team of coaches.

Maybe your dream business is a beautiful evergreen funnel selling a $497 course every single day.

Great.

Or maybe you genuinely love going deep with a smaller number of clients. You love strategy and coaching and knowing their businesses inside and out.

Then high ticket could be an amazing fit.

Maybe you love facilitating community and creating recurring revenue.

Build the membership.

Maybe you love live experiences and bringing incredible people together.

Build the mastermind.

The right offer has to work for the customer and for the company delivering it.

Questions to Ask Before Choosing Your Price

Before creating your next offer or doubling the price of your current one, ask:

What am I actually helping someone achieve?

How much support will they realistically need to achieve that result?

How much access do I want to provide?

How available do I want to be?

How much of that access actually needs to come from me?

How much can I afford to spend acquiring a customer?

What kind of sales process am I willing to build?

How many team members will this require?

What will fulfillment cost?

What profit margin will be left when all of this is accounted for?

Because your offer determines your marketing, your sales process, your team, your calendar, your expenses, and a huge part of your experience running the company.

Choose the price strategically.

And build a business you actually want to own.

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This post is based on an episode of the Start Tiny Show. Listen to the full episode wherever you get your podcasts, and if it resonated, send me a DM and tell me what you’re committed to doing until it works.

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What If Abundance Means Staying With What You’ve Already Chosen?

There will always be another opportunity.

Another offer you could create. Another audience you could serve. Another business you could start. Another strategy you could try.

If you’re creative, ambitious, and maybe have a little visionary ADHD mixed in, coming up with possibilities probably isn’t your problem.

I can think of 17 before breakfast.

I almost started a flower business recently.

Seriously.

Then I had to remind myself: Allie, put the blinders back on.

Because I’ve been thinking about abundance differently lately.

We usually talk about an abundance mindset as believing there’s plenty available to us. Plenty of money. Plenty of clients. Plenty of opportunities.

I believe that.

But I’m starting to think one of the most powerful forms of abundance is being able to choose something and trust that it can be enough.

Sometimes “More” Is Actually Scarcity

I’ve spent a lot of my entrepreneurial life pursuing more.

More offers.

More opportunities.

Bigger rooms.

At one point, I joined Russell Brunson’s mastermind and eventually joined a higher-level mastermind that cost $150,000 a year.

Somewhere in my subconscious, I think I believed that if I could get into the right rooms and close enough to the right people, I could buy my way into recognition.

I wanted to get on the Funnel Hacking Live stage.

It never happened.

Looking back, I can see something I couldn’t see as clearly then.

I was searching outside myself for the next thing that would make me enough.

I’ve done versions of that with my business too.

Something works, and I mess with it.

Change the offer.

Question the audience.

Change the content.

Consider a rebrand.

Start another business.

Decide the thing I’m building isn’t big enough.

And I’m beginning to think real abundance sometimes requires the opposite skill.

Choosing.

“This is good. I’m going to make this work.”

Then giving it your attention.

Are You Actually Allowing Yourself to Get Paid?

There’s another side of money mindset that I don’t think we talk about enough.

Sometimes we literally won’t let people pay us.

I used to decide before a sales call that an offer cost $3,000.

I’d get on the call.

Talk to the person.

Get all the way to the moment where they asked about the investment…

And I’d say $1,000.

I would discount my own offer before they had the opportunity to object to the original price.

I’ve also experienced the opposite problem.

I remember cooking dinner during the final hours of a launch while my phone was blowing up with sale notifications.

Sale.

Sale.

Sale.

And eventually my brain went:

“Oh my gosh. Enough already.”

I caught myself.

Enough?!

I had spent all this time trying to generate sales and now I was irritated because there were too many?

That moment taught me something.

We all have a certain amount of success, money, attention, responsibility, and goodness that feels normal to us.

When we exceed it, sometimes we unconsciously try to get ourselves back to familiar territory.

Growing your business may require increasing your capacity to receive what you’ve been asking for.

Easy for You Can Still Be Extremely Valuable

One of the biggest lessons I want every expert to understand is this:

The thing that comes easily to you probably does not come easily to your customer.

My client Katie specializes in executive function.

I once told her my three tasks for the day were essentially:

Launch a podcast.

Create my ads.

Rework my webinar.

Katie pointed out that I had just named three projects, each containing dozens of individual tasks.

Oh.

That explains a few things.

Breaking a project down that way comes naturally to her.

It doesn’t come naturally to me.

That’s exactly why her expertise is valuable.

The same thing is true for you.

You’ve probably spent years, maybe decades, accumulating knowledge that now feels obvious.

Your customer isn’t paying according to how difficult the work feels to you.

They’re paying for the expertise you’ve accumulated that allows you to solve their problem.

You Also Get to Have Boundaries

Allowing yourself to make money doesn’t mean accepting every dollar available to you.

Experience teaches you who you work well with.

It teaches you which questions are red flags.

It teaches you which clients fill your energy bucket and which ones drain it.

It teaches you what you’re willing to do and what you’re done doing.

You are allowed to use that information.

You can turn down money.

You can stop offering something you hate.

You can decide someone isn’t a good fit.

You can price your expertise appropriately.

You can build a business around the work you actually want to do.

That’s part of abundance too.

Stop Going Back to Rep Number One

Here’s where all of this connects to consistency.

Can you stay?

Can you keep selling the offer when you’re bored with talking about it?

Can you make your 50th reel about the same topic?

Can you create another ad for the same funnel?

Can you run the same webinar again?

I sold the same offer using the same webinar every single week for a year.

Every repetition taught me something.

Your content is a rep.

Your ads are reps.

Your sales calls are reps.

Your funnels are reps.

Your launches are reps.

When something doesn’t work, you gained information.

Ask:

Interesting. What should I change?

Then do another rep.

If you constantly reinvent the business, you keep sending yourself back to rep number one.

You never get to experience what happens at rep 50, 100, or 500.

What Happens When You Don’t Need to Prove Anything Anymore?

I’ve been thinking about this a lot in my own life.

I think some of the drive I had when I started my business came from wanting to prove something.

I wanted to prove I could do it.

Prove I was worthy.

Prove people wrong.

That energy can take you surprisingly far.

Eventually, though, you might realize you’ve already proven it.

Your life is comfortable.

You’ve healed some of the things that used to drive you.

You’re no longer building from that same place.

So why keep going?

I think this is where the process itself has to become meaningful.

Maybe the work becomes more about the people you’re serving.

The impact you can make.

The craft you’re getting better at.

The person you’re becoming.

You start falling in love with the reps.

I’m Not Setting a Revenue Goal

As I head into this next season of my business, I’m thinking differently about goals.

I’m focusing on process.

Daily.

Weekly.

Monthly.

What are the actual things I want to consistently do?

Because consistency gives the business time to compound.

And that’s what I want for you too.

So I want to leave you with three questions:

Where am I already seeing evidence that something is working?

What would happen if I gave this my full attention for the next year?

Do I enjoy the work required to become great at this?

That last question matters.

You’re choosing how you’ll spend your days.

There will always be unlimited opportunities.

There will always be another way to make money.

You don’t have to catch every single one.

Pick something.

Get really good at it.

Keep showing up when the novelty wears off.

Give yourself enough time to someday look around and think:

“I can’t believe I built this.”

Start tiny.

Then stay with it long enough to see where it goes.

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This post is based on an episode of the Start Tiny Show. Listen to the full episode wherever you get your podcasts, and if it resonated, send me a DM and tell me what you’re committed to doing until it works.

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