We have spoken before about the ways in which writing and publishing a book can help you grow your business and authority. It sits alongside other tactics such as hosting a podcast, starting a blog, or creating a YouTube channel. Our guest today is a great example of the power of publishing! We are so happy to have the best-selling author of six books and CEO of Self-Publishing School, Chandler Bolt join us to talk about how you can put your thoughts and experiences into the form of a book and how this can lead to massive growth and revenue for you and your business! Chandler and his company have helped countless people publish their books and he walks us through exactly what his company does. They do not actually publish works, they help authors through the process, making it that much easier for anyone to become an author! Chandler explains why now is a better time than any for you to be writing and self-publishing that book you have been thinking about and we get into the differences between a traditional approach to publishing and the methods that Chandler espouses. For this hugely inspiring exploration of a market that anyone can exploit, listen in with us today on Leveling Up!
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I am going to talk about what I do on Sundays to propel myself forward into the week. I’m not married and I don’t have kids yet, so I can use Sundays to get some additional work done and do a lot of planning around the week.
First and foremost, I’ll go ahead and look at what meetings I have on Monday, see how everyone on the team’s doing, and see what I can do to help out. These one-to-ones are really structured and should come with an agenda centered around the person I’m helping. So really, Mondays are for me to help people out.
Because I have so many meetings and calls during the week, I really try to work on creative stuff. For example, I can work on the advertising or creation of content for a project. I need to block out time for that because I’m doing phone calls all the time. But I don’t really like calls, so one of the things I’m trying to do right now is spend more time creating.
But the most important thing I do, by far, is reserve a strategy day, usually 1–6pm on Friday afternoons. During this time, nobody can book a meeting with me; I try to just sit and do strategy stuff. Sometimes that might eventually lead to me doing actual work.
Here’s what I ask myself during my strategy sessions:
1) What am I doing well?
2) What could I do better and improve on?
3) What could I do more of?
For example, content creation’s working well for us, which is why we’re doing, besides blog posts, Facebook Lives, YouTube videos, podcasts, interviews, webinars, etc. So we’re just creating content all over the place because we’re trying to establish more goodwill. We’re trying to figure out how we can repurpose this content, too (e.g., audio → transcripts → blog posts).
4) What could I do less of?
Really, I should be doing fewer calls, because the number of sales calls you have to do is directly related to the number of clients you have. But there’s still only one CEO. So, instead of jumping on daily sales calls, maybe I should be doing something that only I can do.
5) How can I 10x my business?
I recommend reading the book by Grant Cardone, The 10x Rule. What are some crazy things I can do to 10x my business?
6) Who should I be reaching out to more?
Which leads should we be reaching out to more? In terms of recruiting, who should we be maintaining the conversation with? Who should we be partnering up with more? What kind of mentors should I reach out to more? Maybe you can invite them to lunch (and treat them!) and then build a stronger bond that way.
I also mentioned in a recent post the importance of being in groups such as Young Entrepreneurs Council or Entrepreneurs’ Organization.
7) Where is my business today?
I actually just heard a podcast two days ago with Russell Brunson, and he was talking about how he has his accountant give him two lines of information every single day: how much revenue they’ve generated year to date, and how far off he is from his goal.
Let’s say you have a $10 million goal, you’ve generated 500K, so you’re off by $9.5 million. Well, guess what? That’s going to light a fire under your ass and you’re going to have to decide what you need to do today to reach your goals in the future.
8) What can I do to improve in 30 days?
This is an action plan. I’ve taken to creating strategy docs (one per week) which I review weeks or months later (sort of like a business diary). That way, I’m being more deliberate with my time and not just reacting to everything.
The sooner you can do that more consistently, the sooner you’re going to be able to either hand off your business or sell it.
This post was adapted from Eric’s Facebook Live videos: Growth 90 – DAILY live broadcasts with Eric Siu on marketing and entrepreneurship. Watch the video version of this post:
Hi everyone, today we’re talking with Navid Moazzez, an online entrepreneur who helps other entrepreneurs create, promote, and profit from virtual summits.
I recently did a summit myself, and I had not idea there was so much work surrounding them, but Navid’s got it all down. He shares his process for setting up a summit, the best tools to use, and how to maximize the value of your summit after it’s over to keep generating new email subscribers and profits.
Background: How An Interview With Pat Flynn Set Everything in Motion
Navid grew up with parents who were academics, but always had a desire to live an extraordinary life with lots of freedom. (Read: the life of an entrepreneur.)
But despite that, he found himself in law school with a desire to eventually figure out how to start his own business. He read lots of interesting and inspiring books on the subject, but he kept procrastinating and he didn’t know what steps to take.
Finally, in 2012, he got a mentor, but he still found himself jumping around from one thing to another.
But in 2013, he had a crushing personal experience (the loss of his younger brother) that really propelled him into action to seize the life he wanted.
He saw that Pat Flynn was inviting people from his audience to feature him on their websites whether or not they had large followings, so he reached out to Pat in an authentic way and landed an interview.
At the time of the interview, he didn’t even have a website to feature it on. But he launched his website with Pat’s interview, and that one interview eventually turned into many that were featured in the branding virtual summit he put together.
Now, Navid focuses on putting on successful summits and helping other people do the same.
How He Stumbled Onto the Virtual Summit Idea
Starting with Pat’s interview, Navid continued producing really high quality content for some time. He interviewed high-profile people, which was great for relationship building, but unfortunately wasn’t great for growing profits.
People in his audience told him that his interviews were really great and so in-depth that they often learned more from them than courses they paid a lot of money for.
With that input, he thought about turning his interviews into events. He stumbled across some health-based online summits and saw they were making six to seven figures from events that were free to sign up for, along with growing their email lists.
He saw a few other summits in the online marketing space, and that was the force that gave him the guts to go after creating his own summit, even though he didn’t know if it would work.
He noticed that he had a blog post about branding that was doing really well on his website, so he started his branding summit, which turned into the #1 branding summit for online entrepreneurs.
He had 88 experts for the summit (which he doesn’t recommend to anyone).
Numbers: The Branding Summit & Self-Publishing Success Sumit
When Navid hosted his own summit, The Branding Summit, he got about 200 sales (from the free signup to the all-access pass) for $20,000 in profit.
This enabled him to quit his job, move abroad, and get the freedom he always wanted.
To top it off, he also added 3,000 subscribers to his list because this was the amount of people who signed up for the free version of the summit. He also turned his pre-existing fans (around 1,000 people) into super-fans who will purchase just about anything he promotes to them.
“But what’s really exciting is what happens after the summit is over,” said Navid.
After the summit happened, in January, he did some affiliate programs, launched his pilot, and was able to do $40,000 in revenue in January 2015. He became Ramit Sethi’s #1 affiliate for his Zero to Launch course, even ahead of names like John Lee Dumas and Laura Roeder.
His business was on track to hit six figures soon into 2015, and he even got featured on Business Insider and was quoted by the Huffington Post… all which were a direct result of The Branding Summit.
When he put on The Self-Publishing Success Summit with Chandler Bolt (who already had a six-figure business with a 12.5K email list), Navid was able to grow his email list by an additional 25,000 people, and together they did $300,000 in sales combining the sales of all-access passes and selling Chandler’s high-end self-publishing school product.
Building Off a Summit’s Success
There’s a lot of things you can do after a summit, says Navid, and it all depends on the reason you’re hosting the summit in the first place.
For example, Chandler did the Self-Publishing Success Summit to sell Self-Publishing School.
They set up the summit to be evergreen (omitting dates from the interviews, for example), and made 3-4 interviews available for free.
When someone signs up for those free interviews, you can put them into a sequence of 5-6 emails to build trust and then pitch them an all-access pass.
Or, says Navid, you can re-purpose some of the interviews in the podcasts, put finishing touches on transcripts to sell it as a book on Amazon, or use the connections made for guest posting.
Conversion Rates From Summits
On the first landing page (signing up for free access), Navid says he sees anywhere from a 40% to a 70% conversion rate. (The Self-Publishing Summit, for example, had a 50% conversion rate.)
For selling the all-access pass, you can get a 5% to 6% conversion rates from those who signed up for the free access, especially as the summit goes on: people see the value and realize they want to buy in.
Interviewing A-Listers, B-Listers, and C-Listers
Navid’s interviewed people like Neil Patel, John Lee Dumas, and Rand Fishkin. They’re all in the top of their industry and make seven to eight figures in the business.
The A-Listers bring great credibility, but it’s important to have a mix of A, B, and C-listers on your summit.
You want the A-Listers to lift the credibility of the summit and your authority as an individual. But you also want people who are maybe only a few steps ahead of you and who are eager to do some promotion of your summit for you because they’ll also be desperate to boost their credibility by being seen alongside A-Listers.
As a strategy, even before you start approaching people for your summit, you need to make a list of 15-30 people you’d like to feature.
It also helps if you can structure the summit like an online course. For example, with Chandler’s summit, they structured it into different phases: publishing, marketing, monetizing, etc.
Since you want people to get results from the information you provide, structure it like a course with a step-by-step system based around getting actionable results.
This will also help you decide who to feature, and what you want them to talk about.
Why A-Listers Won’t Promote
First of all, A-Listers are really busy people, so even if you’re good friends with the person, you can’t bank on them doing any promotion for you.
For example, I (Eric) have Neil Patel as my friend and mentor, but he told me he couldn’t promote my summit even though he was a speaker on it. If he helped me, it would set a precedent that he had to help promote others as well, and he really needs to protect his brand image.
But sometimes, suggests Navid, it’s more about making it as easy as possible for people to promote.
It never hurts to ask people to promote, and if you put in the work to create really nice images and making promotion only one click of work to share on social media, you can often get an A-Lister to promote to their social media following, even if they don’t do any heavy promotion.
Treating a New Summit as a Product Launch
For any summit, just like any new product, it’s important to have a promotional calendar, to hand it out to your affiliates (and your speakers), and to be persistent with people doing promotion for you in a non-pushy way.
Mostly, says Navid, the external promotion is all about following up and focusing on relationships. If you do a great job with that, then your summit (product) will be something they’ll want to share with their audience.
Not Getting Overwhelmed from All the Moving Parts
Navid’s got a seven-step checklist for the things that he does with each summit he puts on for himself or for one of his clients. Check it out in the links below.
Critical Tools for Putting on a Summit
Biggest Struggle Growing the Business
Navid says his greatest challenge ever was growing his email list.
Before he started doing summits, he would write really comprehensive guides, do content upgrades, and build relationships with the people he was interviewing.
No matter what he did, it seemed like his list just wouldn’t grow. But summits have solved that problem for him.
The Morning Ritual
Navid’s perfect morning ritual (which may not get done every singe day) is this:
He’s also starting to work in a very short (5-10 minutes) mediation after drinking his big glass of water. He’s heard great things about people meditating daily, so he’s trying to get into it as well.
Other Recommended Books
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Giving a potential hire a situational interview lets you see whether or not they truly understand what they’re talking about, and bigger companies love to do them – especially for executive and hands-on roles.
Today I’m giving you a list of example situational interview questions that you can adapt to your own business type and the specific roles you need to hire for.
Hello and welcome to another edition of Growth Bites.
Today we’re going to be talking about an example situational interview.
Those of you that have been involved with situational interviews know exactly how it is. Google is known for doing that. When you go to like a big company or even a like a financial service industry, when you’re talking about more executive roles and more hands on type of roles, you are going to bump into situational questions. And these are good questions that can really see if people know from a more foundational or technical point of view, if people really understand what they’re talking about and it really helps them get to the next level. Obviously, this still doesn’t replace the one week trial that you’ve heard me talk about in the past. But let me just give you an example right here.
So, an example situational interview, I’m just going to ask you. I’m just going to give you some questions right here and then you can take these questions as a starting point and really come up with some own ideas for your business specifically. So, let’s just say you are running a Go-Kart business. So, one of my first questions would be what type of business would you place your Go-Karting business in? Would it be recreational fun, whatever like basically, I’m not going to give you any hints but you’ll come up with the answers yourself. And then, I’ll ask you other questions. So, this is more like an operational type of interview just to see how your operational jobs are. Then, I’ll ask you, what would your organizational chart look like? Who would be in it, who’s running what exactly, why they are running these, why are these important. And then, I’ll also ask things like how many people do you think you would need in your city minimum to make this type of business work? And then, this starts to dig in to the business aspect where you might think off maybe a certain percentage of people do Go-Kart a year. You have to look on the statistics. You give some type of response that shows that there’s no right or wrong response but it shows that at least, you’re thinking about. It shows the interviewer how your critical thinking skills are. No right or wrong answer but it just shows how you kind of go to your progression.
And then, another question would be how many employees would you need for business and who would these employees be? You’ve done the org chart but who else would you need for business? Maybe, you need a cashier, you need a janitor, you need someone to run the karts, you need a person that kind of mud the finish line, maintenance person, things like that. Who do you need exactly in this business? And then, what would you do when you take the success of one branch? And you have a successful branch and the other one is just aren’t doing as well. How do you take the success of one branch and move it on to the others? What would be your process for doing that? Another question for you would be, as a CEO or the Chief Operating Office of this overall business, how would you spend your time among the different businesses that are spread out, the different franchises, if you want to call them that.
So, these are just some things to think about when you’re, this is like how you might approach like an operational interview. But then, you need to think about from your company perspective, how you would approach it? Maybe, it’s a marketing interview. Maybe, it’s a sales interview or a developer. For developer interview, you’re probably running more tests than anything. You’re properly evaluating their, old code and maybe, you are having them evaluate your code ask them on what they’ll do about it. You need to think about, when you do these situational, when you prepare these situational questions, a lot of thoughts have to go into them. They can’t just be half asked. They can’t just Google them. Every company is different. Just think about that and hopefully, feel free to repeat this if you need to and take some examples from it.
So, hope that helps.
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Today we’re talking to Russell Glass, CEO and co-founder of Bizo, a company that reached $50 million in revenue before it sold to LinkedIn for $175 million. Russell’s got some great insights on what it takes to hire the right people to build a stellar company, and what the process of selling your startup is like.
How & Why Bizo Got its Start
Russell started Bizo six years ago because he was a B2B marketer who saw that the world was changing in terms of how audiences were being targeted.
He liked the concept, but saw that everyone was latching onto the changes for B2C marketing, and he wanted to provide a way for marketers to better target business people.
Russell says they had a great ride and provided a great product. Before they began their discussions with LinkedIn, they had reached over $50 million in revenue and were 150 employees strong.
Time to Sell: The Pros & Cons
Russell said he knew it was time to sell from a number of different factors, and cited two major reasons:
Along with those two factors and the timing of the sell, another pro included the ability to accelerate their vision by years by integrating with a platform like LinkedIn.
On the other hand, some of the cons involved the fact that they went from a 150-person, fast-moving company where he got to call all the shots to a 6,000+ person organization where he had to spend a lot of time educating people and where things generally move a lot slower.
Fortunately for them, the culture fit between Bizo and LinkedIn was so great that the pros outweighed the cons and they moved forward with the acquisition.
The Tough Decisions of Selling
One of the toughest decisions for Russell personally was to put his baby (the company he grew from the ground up) into someone else’s hands. He said it was a huge risk and a difficult decision for him to make – he was proud of the fact that Bizo was growing quickly with a very differentiated product in the marketplace.
Another tough decision was to lay some people off.
Bizo had a data component of their business that they had to decide to shut down, so that meant there were a handful of employees who didn’t come over with them when they started working under LinkedIn.
But Russell said that LinkedIn helped them make the layoffs decisions much easier. They wanted to make sure that Bizo was able to properly take care of the people they weren’t taking with them.
How to Handle Layoffs
“My feeling was you do everything you can to make these people whole,” said Russell.
“When you have a great group of people and you have built a culture to be as strong as Bizo has,” he continued, “part of the commitment you’re making to these people is that you’re going to take care of them at every turn. They’re making a bet on you, and to me as an entrepreneur, what I’m promising in return is that I’m always going to do as well as I can for them.”
As a part of the severance packages for the people who were laid off when Bizo merged with LinkedIn, each person got accelerated vesting, and received adequate help to get placed in new opportunities.
In fact, Russell said they took the recruiters at Bizo off from their jobs of actively recruiting new staff and moved them over to helping those who were laid off to find new jobs. Every single person landed a great position where they were more senior than they were before and were earning higher salaries.
What a Company’s Board Thinks About Accelerated Vesting
Since accelerated vesting for employees who haven’t been with the company very long actually means that you dilute the value of other shareholders, it’s typically a thing that most corporate boards wouldn’t look kindly upon.
But Russell said that Bizo was very purposeful in building a board who had very similar values when it came to company culture.
He points out that as an entrepreneur, you have the ability to choose exactly who you do work with and exactly who you don’t work with. It’s something he cites as one of the ultimate advantages of being an entrepreneur.
So since his board shared Bizo’s same values, they were more than okay with accelerated vesting for the world-class employees they’d hired that were getting laid off through no fault of their own.
‘What’s the Most Effective Hiring Question in Your Arsenal?’
“Why?”
Russell says that the resume in and of itself is a little bit broken because it’s all just a bunch of ‘what’ information.
“Why gets to how someone makes decisions,” says Russell, “how they think.”
It’s a question that will tell you more than anything else whether or not a job candidate is a culture fit, how well they execute, and how well they’ll be able to do their job.
And don’t be afraid to ask ‘why?’ about anything – including finding out why they formatted their resume the way they did.
The 2 Things that Bumped Bizo into $50 Million in Revenues
Time Spent on Hiring
Russell is in agreement with the statement that it’s simply a part of the CEO’s job to spend 25% to 33% of their time on hiring.
In fact, in the early days, he says he probably spent 50% of his tim on hiring because he knew he was setting the foundation for the rest of the company’s culture.
But as the company grew and he had an infrastructure around him, it was probably more in the 30% range. Their interviewing process looked like this:
In fact, Russell advocates spending so much time on hiring that you even interview people you don’t have an open position for. He says you never know when you’re going to find someone that’s such a good culture fit that making a bet and getting them on board (even without a position open) will be effective for the company.
How to Activate Your Network & Find Better Candidates
Russell says that the best job candidates always come from your personal networks – anyone who comes in off a recommendation of a friend or colleague always has a higher likelihood of success with your company.
When Russell has a particular position he wants to fill, he reaches out to his board members and colleagues and lets them know what’s available. He has coffee and lunch with people, and finds that being invested in an activated network is one of the best ways to find great people and stay informed on what’s going on in the business world around you.
User Acquisition & Keeping things Running in an Economic Crisis
In the early days, when no one had even heard of Bizo, Russell and his team members used their personal networks to get customers who were willing to give them feedback and speak on their behalf as references.
They had a dozen initial clients that made great references, including American Express, Capital One, and Sage.
In the first quarter with their 10-12 clients, they had $300,000 in revenue. But when the market tanked and their clients lost their budgets, Bizo’s revenue tanked as well, to just $30,000 in January 2009.
Fortunately, they’d hired a staff of 15 people with a no-quit attitude who rolled up their sleeves and got down to work.
They could see the leverage they’d had from the $300,000 quarter, and even if some of those key companies weren’t clients anymore, they were still references. By the end of 2009, they’d more than recovered and generated $2.5 million in revenue.
During that tough time when they only made $30,000, they were running on a shoestring budget and were incredibly lucky that they still had a fairly lean team, so they didn’t have huge costs to cover. They had enough cash in the bank to see them through.
A Piece of Advice to His 25-year-old Self
Russell says that when he founded his first startup at age 23, he made every mistake in the book, especially in hiring the wrong people just because there was a need for a certain skill set and not firing fast enough.
“I don’t believe in being quick to make firing decisions unless they’re not a culture fit,” he says. “Maybe equals no. If you have doubts about a person, don’t hire them.”
His Idol and Why
While there’s a lot of successful entrepreneurs in the world, Elon Musk is so transformational from an industry perspective and from a perspective on how the world works and is going to work. And that’s really impressive. He keeps biting off massive challenges and executing them well.
One Productivity Hack
“Keep an empty inbox,” he says.
Though email is an important communication vehicle, it’s also a crutch. He advises people to figure out a methodology that works for them to keep their inbox small so they can become more productive.
His methodology is to respond immediately if something is quick to act on, and if not, delete it immediately or leave it there for later. He keeps things small so he knows exactly what he needs to deal with, and doesn’t let his inbox count grow to the point where he doesn’t know what he hasn’t followed up on yet.
Two Must-Read Books
Russell also just published a book called The Big Data-Driven Business, which is for entrepreneurs who want to understand how to better use data in founding and growing a business.
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Even though I run a marketing agency, I think it’s always best to hire an in-house SEO professional, especially if you’re producing a lot of content. Today I’m going over five SEO interview questions to help you make a successful hire.
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Today I’m going to tell you some of the things I’ve learned after interviewing 70 entrepreneurs. In the last year and a half, I’ve talked to people who have founded multi-million dollar companies, billion dollar companies, and even people like Ron Klien who invented the magnetic credit card stripe. It’s been really humbling to talk to these people.
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Today we’re talking about how podcasting has helped me. Some of the benefits I’ve gotten from it aren’t what I would have expected at first – but they’re still great. I also talk about why I think others should get into podcasting.
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I’ve been podcasting for about a year and a half and it’s been a fun journey so far. From being able to interview the guy who invented the magnetic credit card stripe to guys that have built businesses that have sold for hundreds of millions or billions, the learning experience has been invaluable. But along the way, I started seeing unforeseen benefits from the process.
I originally started interviewing other entrepreneurs so I could a.) learn and b.) give back to the community. The results have been great and the podcast continues to grow:
There’s a podcast renaissance happening and I’m glad to be a part of that wave. I wanted to share some unforeseen benefits I’ve encountered. Hopefully, you’ll end up creating your own podcast that will deliver loads of value to the world!
1. Talent
People have reached out to me in the past for work and I’ve been happy to at least entertain a call. In some cases, I’ve hired full time team members. I tend to view talent that comes through Growth Everywhere as high quality because it takes a certain type of mind to be consuming content on Growth Everywhere. Listeners are interested in personal and business growth – they’re entrepreneurial by nature.
And because the core values around my businesses revolve around being action and growth oriented, I naturally prefer entrepreneurial-minded individuals. Not one person that has reached out to me through Growth Everywhere for work has disappointed (and I’m pretty picky).
2. Employment
Believe it or not, I’ve been able to secure gigs for people through the podcast. I’ll often ask what I can help the interviewee with after the interview and they’ll ask for specifics like design help, marketing help or something else. By simply asking questions, I’m able to connect people who I think are the right fit and it’s a win across the board.
For example, I was able to refer my friend to a technology company where he was offered a salary 35% higher than his current gig.
3. PR
Maybe guest podcasting is the new ‘guest posting’. I’ve been fortunate enough to be guests on multiple podcasts with thousands of listeners (such as My Wife Quit Her Job). Being able to write about podcasting on Entrepreneur Magazine or HubSpot has been cool too.
When you start to build a loyal audience, you start to become a brand that people trust. And if people start to trust you more, you start to become an authority.
People like hearing from authority figures.
4. Clients
I never had the intention of generating leads for my marketing agency in the first place, but it happened. When you’re able to interview great entrepreneurs over and over, you begin to seem like an expert. Whether you are or aren’t, that’s another story. I think my marketing experience in the startup world has helped me in terms of figuring out the right questions to ask and how to dig deeper. When you’re able to ask great questions to great people, magic starts to happen. 🙂
One client that we signed had a rapidly growing SaaS business and the sales calls was quick and to the point. He was already sold on working with us because of what he heard from the podcast. It’s much easier to sell to people who already trust you.
5. Additional Guests
I’ve had PR companies reach out to get their clients onto my podcast. Although there’s a lot of room to grow, I feel honored knowing that people see my podcast as a respectable place to get their clients onto. Guests like Michael DeFranco are an example of this.
6. Sponsorship Offers
It’s interesting when big hosting companies like HostGator reach out with the intention of running ads through your podcast. It’s another sign of validation and to be frank, something that I never intended to do. There’s money in podcast advertising: we’re talking $25-40 CPMs. Certainly a viable route for you to go down if you build a sizable audience.
7. Free stuff
I’ve received discounts on products, extended trials, free t-shirts and more from my interviewees. Not only that, my audience gets to benefit from this at times as well. Virtually ALL startup t-shirts are extremely comfortable (that’s why I always steal a bunch when I go to conferences).
8. New ideas
The learnings are invaluable. I get new ideas on how to apply specific learnings to my projects or strong principles to keep in mind. For example, Ron Klein told me it’s important to build a cash cow first so you can then move on to work on whatever project you want. Kyle Porter from SalesLoft showed me a template on how to handle sales compensation.
Andy Mackensen from HUMAN taught me the importance of building a hiring funnel. Emerson Spartz provided insight into ‘The Gauntlet‘ – a grueling reading program he puts new hires through. And much, much more.
Conclusion
I’m going to continue to make a strong push in podcasting this year and I highly suggest you give it a shot if you’ve been on the fence about it. Although podcasting isn’t for everyone, it’ll pay dividends for you if you make it work. I’m just beginning to scrape the surface of podcasting and I can’t wait to see what else happens in the near future.
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Hello and welcome to another edition of Growth Bites. Today we’re going to talk about the number one interview question you need to be asking. This is a question that’s used by Elon Musk and a lot of other big companies. It’s a really effective question that gets your prospective employees talking.
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