EP 211 - Feedback Roundup

Ellen Yin45min

Ellen Yin

00:00

You're listening to cubicle to CEO episode 211. This is our final week of featuring gems from past guests before we resume our regular Monday case study interviews, we've compiled the best of pitching lead generation conversions and customer feedback advice into four themed roundups. This fourth and final roundup in the series features seven must try customer feedback tips all introduce each sound bite with the name of the guest and the original episode number and title it was pulled from in case you want to go back and listen to the full conversation. The clickable links to all referenced episodes will also be listed in the show notes below for your convenience.

Ellen Yin

00:41

Welcome to cubicle to CEO the podcast. I'm your host Ellen Yin. I quit my job without a backup plan and bootstrapped my first $300 freelance project into $2 million in revenue by age 28. On the show, you'll hear weekly case study interviews with leading entrepreneurs and CEOs who share one specific strategy that successfully grew their business revenue. Skip the expensive and time consuming learning curve of testing everything yourself by borrowing what actually works from the best and brightest mentors. You'll also get a front row seat to my founders journey through transparent income reports and behind the business solo episodes, subscribe now so we can grow together every Monday.

Ellen Yin

01:28

Tip number one is from Amanda Walker episode 196. Repurposing Client Results: Building A Million Dollar Business From This Three Step Testimonial Strategy.

Ellen Yin

01:39

Step two is all about creating and curating client testimonials. I'm gonna quote you again, because you shared some great insights even ahead of this interview that really got me thinking, you said "create opportunities to identify benchmarks and milestones, and collect those results." And what I love about what you shared here, it wasn't even like notice, or start collecting results and testimonials, it was create opportunities to identify benchmarks milestones, that was just such a, a micro shift. But it really is different than just I guess, passively waiting for someone to tell you, Hey, you really helped me out. So talk to us about that process? What does it look like to actually create those opportunities to measure benchmarks or milestones?

Amanda Walker

02:27

I think it comes from day one, when you begin to work with someone in some capacity. And obviously, coaching is what I'm most familiar with. But I think this goes to any industry in some sort of measurable way, even if you're a product based or a brick and mortar. But from day one, there has to be a discussion in some capacity that clearly identifies the outcomes that are desired through that coaching experience. And I think this is one of the biggest mistakes I see coaches make is they have a client, and they have an agenda. Not intentionally, but unconsciously, because they're like I have this framework. And I walk through clients from point one to two to three to four. And unfortunately, that doesn't always work. In the perfect world, the majority of times our clients don't move at the cadence for which we believe and so when we have that what we do is we we miss out on opportunities to meet the client truly where they're at. And that's where like masterful coaching really happens.

Amanda Walker

03:27

And so, from day one, we want to set clear boundaries. And I like to say like use the analogy of if you and I were playing darts, what some coaches do or some service providers do is they create a blank dartboard has no circles and no bullseye. And so we're taking action, and we're throwing darts, but there's no like, check in like, are we getting closer or not? So from day one, what we want to do is clearly identify at the end of this coaching journey, what would you say would be like wild success? And we want to clearly state that and know that because I can't read your mind and know exactly, and we have to have language shared between the two of us. And then from there is we also need to make sure that there is some sort of measurable way.

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