Tanner Chidester, a successful entrepreneur and business scaling expert, shares his valuable insights on how to effectively navigate the challenges of growth. He discusses everything from optimizing ad campaigns to balancing core and new products, offering actionable strategies to scale businesses without overloading. Tanner also emphasizes the importance of strong leadership and the right team dynamics, giving advice on how to build and manage a high-performing team that drives success.As the conversation continues, Tanner delves into his experiences with licensing, joint ventures, and pivoting into new industries. He highlights the importance of adapting to shifting business landscapes and earning customer trust, especially in the post-COVID world. With his wealth of experience, Tanner offers practical advice for entrepreneurs looking to grow, diversify their portfolios, and thrive in an ever-changing marketplace.CHAPTERS02:34 - Starting With the Right Products: How to Identify Market Demand05:29 - Scaling Through Ads: When to Optimize and When to Stop08:43 - Finding the Right Balance Between Core and New Products11:12 - The Power of Licensing: Expanding Without Extra Work14:00 - Joint Ventures: Leveraging Existing Talent for Success17:22 - The Key to Leadership: Building and Managing a Great Team19:01 - Staff Overload: Why Less Is More When Building Teams21:18 - Scaling Through Smart Hiring: Why It’s All About A-Players23:05 - Trust in Business: How to Overcome Growing Skepticism25:37 - The Changing Landscape of Coaching and Online ServicesConnect with Tanner Chidester:IG - tanner.chidesterWEBSITE - https://tannerchidester.com/Connect with Rudy Mawer:LinkedInInstagramFacebookTwitter
Chapter 1: How to Identify Market Demand for Your Products?
Leadership is the most important skill you can learn. And what that means is like, you're very good at finding talent. Like if you had no skills, you weren't good at sales, you weren't good at marketing, you weren't good at anything, but you knew how to find people who were good at that, that actually would overcome your deficiencies.
like people i know like two people where they're like pretty useless at business and i'm like dude how do you make so much money and then it's just because they've got a bunch of good people around and so if you can get better at like hiring staff and finding a players all of a sudden you notice like oh there's really not any problems in the business because you can trust that that person is going to do a good job and that just took me years to learn
My name's Rudy Moore, host of Living the Red Life podcast, and I'm here to change the way you see your life in your earpiece every single week. If you're ready to start living the red life, ditch the blue pill, take the red pill, join me in Wonderland and change your life.
what's up guys welcome back to another episode of living the red life today we're going to talk about both of our journeys in fitness where we both started going to many many millions up to 100 staff how we both survived this space thrived in this space the lessons learned in the coaching space with my buddy tanner welcome to the show thanks for having me dude so excited for you to be here because like you know out of everyone
there's me and a couple of other people we're friends with that have like, I think we started, you know, 10 years ago, however long, we both in fitness, and then we did well, they're built a business then got into coaching. But not many people get past the 10 million mark, you know, grow big teams. So I want to dissect today for everyone listening, what made us different and how we did it, right?
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Chapter 2: When Should You Optimize Your Ad Campaigns?
Because a lot of people that are on that journey that we've been through,
yeah right and they can learn so just if someone doesn't know do you mind just recapping yeah so so quick recap about me uh my name is sarah chister i grew up in a family seven kids so pretty big family religious family uh four sisters two brothers dad was a teacher mom stayed at home so wasn't a lot of money growing up and because of that i wanted to get rich you know make a lot of money
And up until I was about 22, it was pretty much to play in the NFL. That was my dream. I wanted to play sports, play in the NFL. I got very into weightlifting, mostly because I got bullied as a kid. I was a little strange. And then at 22-ish is when that ended. And I had a mentor who convinced me. He's like, hey, you should drop out of school and start a business. And I was like, you're crazy.
Chapter 3: How to Balance Core and New Products Effectively?
And eventually I did drop out, but it took me two to three years to actually start making money. But once I started making money, it just blew up really fast because I kind of I feel like looking back, I there's three things that really make you a different person. And it's like skills, obviously, criteria.
characteristics and then beliefs right and i think i just was doing all this work on beliefs and characteristics without knowing it and so finally when i got the skills things just blew up so in a short amount of time like six years we did 100 million in sales and it was it was pretty crazy yeah and you know 100 million sales and you built teams about 100 similar to me right so i want to dive into like what were some of the biggest uh jumps and lessons during that journey
to stop one lesson that i look back now and i didn't realize is i was lucky i had my brothers to start with because i could trust them and i just and they were good in the business yeah i mean just to be frank like at first i didn't train them very much so i was like figure it out and i just would get mad i scream at him but that actually gave me like some latitude to to grow really fast because i had reliable people yeah outside of that i think a big mistake i made when hiring is i didn't
Chapter 4: What Are the Benefits of Licensing in Business?
I didn't hire them before I hired them, meaning I didn't test people out. And I wish if I could go back, I would have tested people out, meaning, hey, like a sales rep, I would be like, hey, here's some calls. Here's a script. When you're ready, like we're going to give you a live call. If you close it, you get paid.
You know, and like trying to actually test people out before you bring them on, because you bring people on and then you waste all this time and ramp up period, getting them up to speed. And then they're not even a long-term fit.
And a lot of people like, like I learned from going to 110 staff, especially W2 in office, like a lot of them straight up lie on their resume too.
Chapter 5: How Can Joint Ventures Propel Your Business Forward?
It's not even like... Yeah, you know, I don't know how it was for you, but I didn't really look at resumes from the standpoint of where they go to school. It was just what experience you had.
But even that, like, people, like, we had somewhat, like, people working for us where they're like, oh, produce shows at Netflix. And then four months later, I fire them because they're useless. And then you learn that they were, like, sweeping the floor at Netflix. Oh, so they weren't... So they were, like, what they were saying they were doing. Yeah, yeah.
It was, like, straight up, like, not even, like, elaborating. It wasn't even a little... Yeah, it was just, like, completely bullshit. Yeah, yeah. So...
Chapter 6: What Are the Keys to Effective Leadership?
you do get it like i think it just to emphasize the point though because we've gone back to doing a lot more like hey you want to work with us well we're going to put you through a two-week probation and test you yeah and then make a decision because i used to be it feels like it feels on the front end like more work but i think in the long run it's actually better yeah right because you don't waste time because what actually hurts the business the worst is the onboarding the offboarding
and the trusting of they've got that now, and then you find they don't. Right.
Chapter 7: Why Is Less More When Building Teams?
It's just better if it takes you longer, and you have to work with more people up front, but then you find that longer, I guess, person on the back end. It's totally worth it.
And we've streamlined that too, for anyone listening. So now for most of the roles we test, we literally have a doc that's like, test one, here's how you're going to get paid, here's how to do it, here's what you've got to do. Once approved, go to test two. So it's like now we just hand them this packet, So it's like we tried to automate it.
I think that was the other thing is I didn't have like set SOPs and KPIs when I started. So, you know, like now they can come through and it's like, right, here's the job. Yeah, here's exactly what to do. Here's a video for everything. Yeah. So if they can't follow that, you're just like, you can't work here. But in the beginning, when you're growing really fast, I think
having that structure just like it sounds nice on paper but it's like sometimes you don't get to build it as you're going or you you build it too slow like and that's just reality though and i also think like as entrepreneurs it's great hiring mentors and everyone that tells you to do this but i think part of us entrepreneurs we like have to get punched in the face to learn yeah like ultimately you have to go through it yeah ultimately like one of the best learners is experienced
Chapter 8: How to Build Trust with Customers in a Changing Market?
You can read stuff all you want, but there's no substitute for having a kid and then probably reading about having a kid. It's not anywhere near the same, so probably similar.
So on the journey, so testing people better, maybe building out the systems process, SOPs. What about the marketing sales side? We both obviously have a gift for selling. Yeah.
You know, I lucked out on that. I'm so glad I was good at sales and marketing because I see horror stories all the time. People are like, oh, this person says they'll come in and run all my sales and marketing. I'm like, yeah, but why would they run your business for you? It doesn't make sense.
One of the best benefits I ever had was door-to-door sales because door-to-door sales teaches you so many skills very quickly. It teaches you not to be nervous. It teaches you to be quick on your feet. It teaches you to just be bold and aggressive. I think because of that, that really helped me grow faster because I was able, that was like one of those things I could just tell right away.
I was like, you're full of shit. You're good or you're not. And there's some positions you're not as skilled. I think being good at sales and marketing is more important in the beginning than it is to be like, product or client fulfillment, right? You can come back and get better at that. But like in the beginning, if you're not good at sales and marketing, you can't make any sales.
You don't have a business, right? You don't need product, client fulfillment if you have no clients. Yeah, yeah, yeah. And it's funny you say the sales side because, you know, I was a personal trainer for three years in a gym.
and you're like i was 17 18 19 20 and like you legit had to walk up to someone like running on a treadmill and try and talk to them yeah and they're like and it's like it get at least for me i don't know how it was for you but when i did door-to-cells like two months i'm probably really nervous when i would knock on that door like my heart would like beat and after two months you're just like whatever like you just get so used to like abnormal situations that
I think it just made abnormal situations normal. So I was like, I'm not going to even get nervous anymore because who cares? Because I realized it didn't really matter for the situation. Like, it doesn't do anything. They are not... They don't care as much as I think they do. This isn't as big a moment as I think it is. And you're never going to see them again.
No.
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