Where Does Your Brain Live? Organize Client Folders and Save Time and $$$

Frustrated team, inefficient processes, overwhelmed brain . . . you know how it feels when your business tends to fade fast. 

What could be the culprit? 

Poorly organized, or even worse, unorganized client folders.

A Common Lost Brain Example

You’re in the middle of the day, and you’re trying to find a piece of paper, an article, or a client asset. So, you click at one folder, then another, and then another. But you can’t find what you need. 

You ring your co-worker and ask them if they know where the item is located? They say they’ll check and revert.

You wait and wait and wait.

Only to hear that they couldn’t find it either.

This is a classic scenario of LOST BRAIN.

You end up wasting your time — asking everyone around you to figure out what you need because you don’t know where it is.

But the good news is, you can STOP that.

And, INSTEAD, you can just go into your organized folder structure and get what you want. Quickly!

Because you know precisely where it lives and where it should be at all times.

This thing/item/document that you might be looking for is the BRAIN of your business.

It could be:

  • Clients’ assets
  • Proposals
  • Scopes
  • Change orders
  • Content
  • Deliverables
  • Milestones
  • Meeting notes
  • Meeting agendas
  • Frameworks, and
  • Anything that you’re producing for the client

So, where does it live?

It could live in a file, a folder, in your drawer, or a cabinet that has piles of paperwork already.

Take your BRAIN out of the DIGITAL MESS.

And make sure everything in your business has its organization.


Because you don’t want to end up hunting people down for everything you need.

Imagine this: If an employee leaves and you hire someone else, how do you expect the new employee to ramp up? Can they seamlessly pick up from where the previous employee left off?

Not unless there is a folder structure. It’s the only thing that can help them easily replace the brain of the previous employee.

And what would be the results in that case? 

Quick delivery, fewer hassles.

Understanding where your brain lives will not only help you train people faster, it will help you make more money by delivering to clients more quickly.

Overall, your profitability will increase, and you’ll better navigate and grow your business.


Once you know where your brain lives, it’s time to digitize and organize.

This is where a folder structure or a folder taxonomy comes and changes everything — for the better, of course.

Excellent delegation isn’t a myth.

You can make that happen. But how?

By having all your papers, documents, and files in specified places and organizing them into folder structures. So that the next time someone needs a document, they don’t have to make a hundred clicks to get to it.

A well-organized folder structure will save time and $$$ for your business. And it will help you manage your business better. 

Give Your Business a Fulfilling Run. Ready, Set, Go!

Not knowing where your brain lives is a huge drain on your business productivity, sales, and profitability.

Understand where your brain lives, organize client folders, and save time and money.

While you are trying to find your brain, check this case study to learn how one of my clients doubled her sales, tripled her team in size, and decreased her expenses in less than one year. Oh, and guess what? You can do it too. Just ask ScaleTime how.

If you have any tips to make the most of the folder structure, leave a comment below. And if you are facing any struggles or challenges with your folder structure, let us know.

How to Find the Cracks in Your Client Process

CLIENT (internal dialogue): OMG they think I’m crazy. I just want it how I want it. Aaaaand it WILL most likely happen again! Oooops. 

YOU (internal dialogue): You are insane. I’m going nuts. I might kill you — but I won’t … because I need to pay overhead.

Take a mind reading microscope to the typical scenario of dealing with a tough client, and it looks something like the above exchange. 

If you’ve been in business for quite some time now, chances are you’ve met at least one such wacky client. 

They can be are demanding.

They can be are usually unclear with their requirements.

Or, they can be terrible for no reason.

You know the drill, right?

But when a client gives you a hard time, and there’s no silver lining whatsoever, what can you do to protect your sanity while getting the job done? 

You’ll want to identify the cracks in your client process. 


By improving your client onboarding process and tightening up the scope of your projects. 

Identify Cracks in the Client Process

Here are five ways you can find the cracks in your client process and improve your client onboarding and scope creation.

1. You’re behind schedule because of the client.

You have a lovely client. It’s a pleasure to deal with them. The only problem is the project delays. In fact, there are a lot of them. Why? Well, because of the client.

Sound unusual?

Trust me, it happens so much we call it “client dragging a$$ syndrome.”

Many of my customers ask, “Juliana, what can I do if I fall behind schedule thanks to client-induced delays?”

I suggest two solutions in this scenario:

  • Add a buffer to each project’s deadline
  • Charge a margin fee for any project extensions past the agreed-upon deadline 

2. Scope of work? What’s that?

You may have mapped out an SOW that’s a thing of beauty. 

But what if your client doesn’t understand it? 

Or, even worse, doesn’t follow it on purpose — thanks to the whole “customer-is-the-king” song playing in their head all the time.

Instead of giving in to their “special” requests as “extras” and working beyond the scope for free, be upfront. Set clear boundaries, and avoid that grumble later on.

3. It’s urgent! It always is!

Well, here comes the most dreaded of them all — the one who is always running on tight timelines and wants quick results. Make sure your onboarding process is competent enough to filter out leads that want you to work on ridiculously short time frames. 

It’s no good. 

Being on a client’s beck and call constantly never is.

4. Hey client, “You’ve got an email!”

There are clients who are too occupied to check their emails and messages. 

And there are clients who just don’t bother to revert. 

Either way, it’s annoying to work with a bad communicator.

Whether you need feedback or sign off, reduce the frequency of contact to weekly check-ins, and use online tools like Slack and Asana, if possible.

 5.  Too many junior cooks in the kitchen.

Too many people working on a project? 


Chaos and confusion abound! 

Goalposts change, quality decreases, and more time is spent organizing and sorting things out than on actual work.

While you can’t remove stakeholders from a project, crowdsourcing can allow them to be heard. 

Having a single point of contact for collecting and disseminating information can also prevent your project from becoming a fine kettle of fish.

Also, try automating the process. 

Assigning a single-point-of-contact and setting up automations can help everyone involved in the project. It’s a major step toward better collaboration. You can trust me on this (and on all of the other points too, btw). 

That’s the problem with a client process. 

You commit too much, you look needy. 

Not enough, you seem too laid back.

Clients commit too much, they’re lovely. 

Not enough, they’re busy.

Why, oh why, this discrimination?

Set clear expectations before you sign a contract

And create an unbiased onboarding client process that’ll help you identify red-flags while dealing with a potential overly-demanding client.

If, still, you happen to encounter a difficult-to-please customer, try one of the methods listed-above before giving up on them.

🤺Find, Fill and bulletproof the cracks in your process: 

  1. Set clear boundaries upfront about scope, and add buffers to the project deadlines
  2. Include margin fees for Client-Dragging-A$$ syndrome
  3. Filter out leads who want to work on crazy timelines
  4. Assign a single-point-of-contact
  5. Use automations

It may not be easy. But it’s worth it. 

How to make sales hiring less confusing

No one can sell as well as I can,” says just about every badass agency owner that crushes sales

Small business owners spend up to 30% of first year’s salary, on average, and waste up to 4 months searching for the right candidate (Source: ADP)

Sales can get even more confusing: salaries, commission structure etc. and wtf is a draw?

Sound insane?

Think … how much time have you spent trying to hire a “salesperson” that “works”?
An SDR (sales development rep)?
A BDR (business development rep)?
A closer? Screw the acronyms… a list builder?


Meet Meg:

Meg has an amazing 7 figure agency
Working 5 days a week, 6 hours a day, big clients
Pretty sweet, right?

Has a great foothold in the SF and NY markets

It gets sweeter…
Most of her sales were from referrals and although her clients were corporate, she was able to bank on an amazing reputation and her 1 call sales cycle was a pretty outlier … pretty indeed

And then…
she decided she wanted to go after
a different market,
a different vertical, and
at a different price point
For funsies 🙈

She decided to hire a salesperson
She never really had to hire one before
And few failed attempts in the past never resulted in any kind of ROI

Hence, she had so many questions:
What type of salesperson do I get?What do I pay these people?How do I train them?

Why did this weigh so much in my (scaling) heart?

If you hire an experienced salesperson, they start selling on Day1

The best organizations have sales training that lasts between 3-8 weeks

Set up a training schedule for your sales people, whether they are junior, senior or trainers, so they are entrenched and sold on your product/services everyday – have them drink the literal “Kool-Aid” that they will be selling.

I asked Meg to solidify a few things before she took someone on:

  • How long is it going to take your salesperson to ramp up (learn the products, the sales strategy, tactics, process and competitive landscape)?
  • How long is it going to take your person to start seeing sales (= ramp up + average sales cycle)?
  • Do you have all the sales materials, processes, and resources ready for a salesperson?
  • At what point, do you profit from the salesperson? For instance, they work for you for 6 months and make 20k in revenue and you have paid them 15k base plus a $1,400 commission on a total profit of $3,600 – Is that 18% ROI in half-a-year really worth to you? ehhhh not so much.

I gave an example of a recent client and her sales structure who owns a niche Ad Agency and has a fully functional lead generation system that feeds to her 3 current sales reps:

  • New hires are paid $2500/month for the first three months (what she considers the ramp-up)
  • After the first 3 months, she pays $3500/ month with 10% commission for new customers and 5% on past customers (note – she has an incredibly large portfolio of clients)


She also had to make decisions on how she was going to pay this new person and I gave her a few rules of thumb:

A good rule of thumb is to compensate depending on how much they are going to do of the user acquisition (basically how much of the funnel are they in charge of).

Just Commission (Not recommended):
If it’s just commission, you can think of it as a referral or marketing fee.

She also had to make decisions on how she was going to pay this new person and I gave her a few rules of thumb:

  • 10% for all leads
  • 15% for qualified leads that you close
  • 20% of all leads that they acquire and close

Now, this is assuming that they hunt, gather and bring the bacon to the company so you are not spending additional resources on marketing.

Most great sales reps will not agree to commission only because

1. They need to ramp up

2. They consider it equity and they are not looking to be a partner in your firm unless they are – then that’s different

Just Salary/ Wage: (if they are closing, no bueno)
This is good for people who are helping you set up sales systems or sales coordinators who are doing all the administrative piece of the sale. This is about average 15 -20/hour, 30-35k a year.

Salary + Commission: the best practice for closers
In this case, you want the base to be a livable wage with a credo of: “May I never go hungry again”

It’s an average salary of 35-45K a year for sales reps in NY (for comparison)

And any commission is the gravy for shiny new toys and fancy foodie dinners

Some companies do a split i.e. if your sales rep wants to be making 150k a year and your formula is 50/50 then you would provide 75k and they would target 75k in commission for sales. Or you can do 40/60 and so on depending on how much hunting they will do.

The actual commission in this piece is on average 5-10%, most businesses consider 7% or above to be generous.

Now you may have heard about commission structures — if you wanna get faaancy. What that looks like is a tiered system that incentivizes the salesperson to sell more. For instance: you get 5% for the first 100k you close and 7% after that for the rest of the year.

Thanks, Juliana! “now I’m officially confused — what did Meg decide?”

She was ramping up marketing and she really needed someone to help her with lead coordination and setting appointments. Last time she tried hiring a closer, it didn’t work out because enough leads were not trickling to feed them and keep them happy.

This time, we made sure she:
1. Gathered all the sales assets she needed
2. Put together a training schedule for her junior sales coordinator
3. Hired them at $12/hour for sales and marketing admin work and $40/booked call
4. Trained them in setting calls and product knowledge
5. Promoted them to a junior closer 5 months later


Don’t you just hate leads and opportunities with all their pesky questions? 
What’s your price?
What are your offers?
Who have you worked with?
Meh meh meh LOL

Instead of being irritated by the range of innocuous to almost offensive questions that the sales cycle consists of, be ready to lay down all the answers like BOOM!

As opposed to blurting out (in your head)
“STFU, pay me and help me help you”
Take a look at this list and make sure you have all your stuff ready to email back within 2.5 seconds flat.
Before the little voice starts chattering and kills your deal
>>> Check out the Sales Process Toolkit


Thinking about recording calls…
For sales training?
For marketing content?
For improving conversions?

  • Tape a Call is a little app you can download to make calls from your mobile
  • Uberconference  is a free web-based call recorder that lets you take calls from anywhere in the world
  • Jive is a VOIP that allows people to have a “physical” phone line too
  • Toky is amazing for call recording and message centralization, great integrations with Pipedrive and WhatsApp for business
  • Zoom for when you are ready to level up and do video calls. It might be a little scary, but it’s worth the conversions!


>>> Before firing his biggest client which was 65% of his 7 figure agency (ouch), I told Jeff that he needed to fill his sales pipeline. He did. After much resistance to putting in a real sales process, he started crushing his lead gen on LinkedIn and repeatedly got ideal clients that made his team really, really, really happy 😊

With zero additional sales training, and just sales process he and his number 2 increased their sales closing rate up to 85%, consistently … not bad indeedy

Is your CRM System Leaving Money on the table?

I just want to sell, I don’t want to spend time doing admin,” said one of my dear friends and a serial entrepreneur.

According to SalesForce, using a CRM can increase your revenue by 41%!!!

Are they simply using a fuzzy stat to sell more software?

I thought that too.

But think about it … how much money are you leaving on the table by relying on memory and forgetting to follow-up?

I am especially guilty of doing this at conferences… Traffic & Conversions or Inbound, anyone?


Meet Nate:

Who decided to upgrade from his spreadsheets (thank the universe) and move his pipeline over to Asana.

He was already using Asana for project management, so naturally, why not?

It was going well until he turned the gas on his marketing. He realized Asana (or spreadsheets for that matter) doesn’t send you reminders or give you sales reporting or sync up to call scheduling.

$hit, he needed help with the massive follow-ups he was faced with now.
And he needed to hire sales peeps.
And he needed a real CRM.

Reluctantly, he looks for a CRM that makes sense for his business and team. He had sales trauma from the agency he used to work at and he didn’t want to get bogged down in sales admin or a clunky system.

Nate starts to wonder…

  • Should I uplevel my CRM?
  • Should I hire a “closer” to just delegate the whole thing?
  • Should I shut off my marketing because I don’t want to hire people?

In defeat, Nate takes out his notebook and pen and writes out which proposals are out with due dates and triumphantly decides:

“If they are not one-call close, they don’t deserve to be followed up with!” he was done with it all!

Why does this kill me a little inside?

Sales is about closing. That’s it!

80% of sales are won in the followup.

If you are “the” salesperson, a sales system will make you more money. If you are hiring a jr. salesperson, a sales system will help train them. If you are hiring a sr. salesperson, a sales system is expected. Sales System = More Money

So back to Nate…

We had to break Nate free from his past sales trauma (of red tape and big agency overloards) and show him we could create a simple agile system that would grow with him and his team.

Here are some of the things we did with Nate…

  • We picked a CRM that integrated with his email (he had Gmail, we picked Copper)
  • Created a lead pipeline that was easy for his sales coordinator to prioritize,
  • Set up a visual pipeline so he would know where the bottlenecks are,
  • Developed a dashboard with activity types that made followup EASY
  • Made sure his current opportunities were in the right place and kicked out the tire kickers from his pipeline so he didn’t waste any time.


Reinventing the wheel when it comes to Sales sucks. Being asked a million questions by legit opportunities for case studies, decks, or the random objection handling that needs to be done can be super triggering if you can’t email it back in 2 min.

Check out our checklist to see what info you may need so your future team can followup like champs! Sales Process Checklist  << Check it out!


Looking for a CRM or thinking about upleveling current one?

  • Streak – the starter CRM that feels like a spreadsheet layover on your Gmail, great for solo agency owners that are doing their own sales,
  • Copper – great for small sales teams that integrate with gmail and want sexy AF dashboards on data studio
  • Pipedrive – great for small sales teams that integrate with outlook and want super easy integrations with other sales apps
  • Hubspot – great for small to large sales teams that have hubspot marketing suite integrations


>>> He booked more sales calls in 1 week than he had all year.

I am so proud of Nic of Vanguard Media who 300Xed his business last year and sent me this wonderful villa property that he is procuring in Thailand to host retreats.

He is onboarding 30 clients this month… not bad

How to protect your agency and manage a volatile crisis 💪

“Any tips for making sure we don’t derail during this time? I already feel like we’re changing strategies by the second (internally and client-facing) and I want to make sure 1) messaging is consistent, 2) the team doesn’t feel overwhelmed with this very quick change and need for action.

Does that make sense??” [sic] ” asks Kate, a project manager of my beloved client.

It does if:

Your Facebook feed is filled with Corona memes to distract you from

Your news feed that is FUD-filled (fear, uncertainty, doubt – so you don’t have to urban dictionary) with echoes of the last recession

Your WhatsApp is blown up by frantic friends and family away

You’re not sure which clients are sticking around, even if you feel like you have them under legal lock and key.

And worse… you are in a confined space with those closest to you while trying not to kill each other. 🤬 You wish you could SOS yourself out of a Vampirina tranz because kids are home all day.

Oh and did I mention it’s happening to your employees and clients, too?

Now that I have made you feel super warm and fuzzy 😉  I promise there is hope!

In times of crisis, people look for leadership.

  • If you are reading this, you are a leader.
  • Step into it.
  • Own it.

Juliana, “What happened to Kate’s answer… I’m dealing with a crisis over here…tik toc “

Here’s my video response to her:

 The best crisis management we can model is the Situation Room of the United States (setting aside your feelings about the current administration)

It’s an effective way of managing crisis because it swiftly and effectively deals with the volatility by managing:

  • Information: parsing and prioritizing data that’s incoming from various sources
  • Dissemination: to whom and how to share relevant and urgent communication
  • Action: deploying and implementing tactics despite a barrage of new information coming at you (i.e revenue and resource changes)
  • Support: making sure the nation (in your case – clients and team) feel supported throughout
  • Action: deploying and implementing tactics despite a barrage of new information coming at you (i.e revenue and resource changes)

Five simple things to implement your own “Situation Room”:

  1. The Situation Room – needs to take place in real life (preferably with social distancing in this case). Whether that is a Slack channel, Zoom huddle or your team sneaks into a football field and then stands 6 feet apart (jk), you need a time and place to gather the info with the Gladiators you appoint.
  2. Opening and closing debriefs – there is a phenomenal amount of info to digest between closing shop and opening … then it cycles throughout the day. This is crucial to pivot and/or course-correct quickly.
  3. Create a change board in your project manager – – this is a project or board where new ideas that flood from you and the team get placed to be approved, denied or delayed based on resources and urgency. This will help keep track of all competing projects and ideas.
  4. Measure the capacity of both hours and emotional stress –  this is a prime time for people to be on edge and overwhelmed. Track hours for the good of everyone’s sanity. Support your people by checking in. Are their families healthy? Will they have wifi outages (SE ASIA)? Do they need to make appointments to go to supermarkets(certain South American countries)? Stay informed… Any new data will: Affect workflow. Affect productivity. Affect your business.
  5. Lastly Lead –
    In your industry.
    In your business.
    In your home.

As a kid, my stepdad would constantly ask me “Are you a leader or a follower?” That is ingrained in my head. Be the reliable, constant, future thinker your team and clients need you to be.

If you need to silently scream into a pillow, reach out and I’ve got your back.

Leadership is the manifestation of Expansion, Empathy, and Empowerment.

Kick some ass and let me know if you have any questions.

Legit, send me an email – I read them all (I’m unfortunately addicted and stuck at home), I promise to respond.

Let’s grow together.

BLM What do systems have to do with race?

Juliana, you do systems – right? explain how racism is the system please.

Remember when your systems were a little screwy (no shame here – it happens to the best of us) and it made you feel suuuuper uncomfortable?

It didn’t let you fall asleep at night.

If you got another client, another request, or another “common sense” interruption, your system might break.
Or, you might kill someone (figuratively).

I often preach, “When you put off working on your systems to the back burner, that’s the stuff that will burn the house down!”

Our system is broken and these streets are on fire, literally

While sipping coffee in NY on a beautiful pandemic morning, I got a DM from a Jamaican friend, with this image, confused AF yet curious to know what systems had to do with race.

I responded:  
Our defaults, our patterns of behavior are systematic.
They are molded by our beliefs. 
The collection of habits and behaviors create our processes.
Those processes build the infrastructures that now become the system. 

➡ automated/systematic actions 
➡ systemic behaviors/processes 
➡ the infrastructure that is the system

Que Que? 
Okay, that was a mouthful. 
Let’s get a little less abstract. 

  • Jada Doe values keeping mother nature happy. (beliefs)
  • She creates personal habits that reflect this and ripples to all parts of her life. (systematic actions)
  • JD has a paperless business with all green practices based on her values and beliefs that hires and produces eco-friendly people and products. (systemic processes)
  • Eco-friendly sustainability becomes the default state of practices and outcomes based on the infrastructure Jada has created. (her system)

Jada has ensured that every input to every process of her operation is sustainable and therefore all outputs are designed to lower the carbon footprint.

This is why when building a system, I tell my clients to ALWAYS cross-reference your values and beliefs with your decisions, because:

Culture is created by design or by default
Either way, it will get created systematically 

Systemic Racism refers to HOW society operates:  the system disproportionately harms people of certain races regardless of whether there are racists in the system or not. 

When the default practices formed by conscious and unconscious racial bias create our social infrastructure, it allows for a system that  leads to: 

  • voter suppression
  • unequal school/ employment housing
  • lack of any true wealth creation practices
  • million-dollar blocks
  • school to prison pipelines that makes me want to cry
  • list goes on…& on…

That is our system 

When something is wrong with the output. 

Then something is wrong with the system. 

Then you know, 


How Do I Manage Information Access for My Team?

Has this ever happened to you?

EMPLOYEE: We need a new hire for [sales, marketing, accounts, etc]!

YOU: What?! We don’t have the money for that because we JUST hired in a different role!

It begs the question–do your employees know what’s going on with your business? From hiring to projects to new initiatives, how are you managing information access?

Managing Information Access for Your Company

When you first start your company, information access is usually informal and unilateral. You only have a few people you’re working with, and everyone gets access to the same info.

But as your company grows, these conversations will start to take place in portals like Slack, Facebook groups, or your project management software. When someone goes on vacation, you still have access to all the information you need.

Once you get to a staff size of 5-15 people, this might stop working as well as it used to. The info is good and useful, but you have to train new employees. So you create a knowledge base in a Wiki or something similar to help you disseminate the information better. There’s a central place where people can catch up and get up to speed.

When you break 20 employees, information starts to get siloed. The leadership group is funneling the information down through meetings and memos. This might work for a little while if there’s only a few silos.

But as you get to 100+ employees, you need to start thinking of information as a heat map. Who needs to know what? What pockets of people need access to what kind of info?

You need to think about how information flows from you as the leader to the people doing the work, whether they’re employees, freelancers, or clients.

The Sales/Marketing Feedback Loop

When it comes to information access, the biggest thing to pay attention to is the feedback loop between sales and marketing. When communication and information flows freely between these two departments, it will make things more efficient and help your business development efforts. Sales can let marketing know about pain points or feedback from prospects, and your marketers can adjust in real time.

But here’s the thing–you don’t have to wait to get bigger to tighten up that loop. 

It doesn’t matter how big or small your organization is. 

If you have a gap between sales and marketing, as you scale that gap is going to scale along with you. The earlier you can close it, the better.

The Benefits of Improving Your Information Access Process

Listen, I know you’re busy. Figuring out your information access might seem like a low-priority task. But I promise that once you streamline this process, you’re going to see major benefits. Here are just a few:

Make Your Customers Happier

When your employees are empowered with information, they can actually make your customers happier! The faster you can answer a customer or client’s question or concern, the better. 

If you have informed, engaged employees with immediate access to the answers they need, you can help customers resolve their issues—fast.

Make Your Employees Happier

When you keep your employees in the loop, their energy and commitment to your company goes up. You’re going to see this reflected in the way they turn from employees to brand ambassadors. 

When your employees become privy to important information—whether it’s your company’s mission or a client folder—they feel like part of the team. They go from employees to partners.

Increase Profits!

Here’s an easy equation for you:

Informed employees = better service = happy customers = more profits

If you give your team access to important information in a central spot, customers with a problem won’t have to be passed around like a hot potato until they can find someone in your organization to solve their problem. When everyone is in the loop, you don’t waste time on filling team members in when there’s a service issue.  

And because you’re not wasting time trying to find the right person to solve the problem in the first place, your employees can be more productive.

Happy customers and efficient team members can be the key to higher profits!

Empower Your Leaders

You’re not the only leader on your team. 

You need your other leaders to have easy access to important data about your business so they can do what they do best. 

Whether it’s research and development, marketing strategy, or sales bottlenecks, giving them key info can mean the difference between a well-oiled, innovative company and a disorganized company where processes are too overwhelming to allow for innovation. 

Tell Me!

How do you organize your information access? Is it working for your team? 

If not, no worries. I can help. Let’s chat about it.

How To Delegate on the Fly

Most leaders–whether they’re leading a government or leading a company–are delegating on the fly. Things are changing minute by minute, and we all want to be responsive to these changes. But how can you do that without driving your team crazy and getting lost in the chaos?

All you need is a system for delegating that can be established quickly and tightened up later. And I’m going to show you how to do it.

How to Delegate on the Fly

When it comes to delegating tasks on the go, the first thing we need to do is set our employees up for success. Obviously that’s what we all want, but how do we achieve it?

Create a Safe Space

First of all, you need to let them know that it’s ok to fail. Nothing and nobody is perfect, but the fear of failure can still be paralyzing. If you give a team member some quick instructions for a project without any guidelines, they won’t know what to do. Put yourself in their shoes. Tell them–“hey, it’s ok if you make mistakes. That’s ok. Just give it a try.”

Be Transparent

Next, you have to be transparent about where you are with things. Maybe you have a brand new idea that you think is amazing, but you haven’t figured out all the specificites yet. That’s ok! Just be open and honest with your team. A lot of us are flying the plane as we’re building it, so things look really messy. But this is all about partnership. You and your team are in this together. So being transparent with everyone about where a project or idea is, who is supposed to be doing what, and how things have progressed is crucial!

When you’re delegating on the fly, make sure you and your team understand that this does not have to produce a final product right away. You’re giving minimal instructions that are often unclear. That’s ok! If you have them, give your team members some examples or research to get started on. It’s all about lighting the match. You just want to get them started down the right path.


Delegating on the fly is all well and good, but these ideas will never come to fruition without a good process in place to check on their status. You can do this with a short check-in. Establish the first milestone–it should be relatively quick and small. Then you can check-in with them early on in the project to make sure they’re on the right path. And if they’re not, you can course-correct quickly. 

Just a quick reminder–when you’re giving out tasks on the fly, either you or your team member has to put it into your project manager. Otherwise it’ll just get lost in the abyss. You have to document them in the right place if you want them to get done.

But you’re busy. So how can you facilitate these check-ins so you actually do them and don’t bottleneck the whole damn project? You set up a review process that is easy and works for you. 

For example, I have my team attach screenshots of deliverables in our project manager. That way, I can review their work and give feedback when I’m in line at the grocery store or have a few minutes between calls. It’s easy and accessible on my phone, so I’m more likely to do it in a timely manner. That keeps everything from getting backed up in the project pipeline.

Initially, this might all be modge-podged together. But this will become part of your feedback loop, and you can adjust the process as you go along. Operations are all about adjusting as you go to make your life simpler and your work better.

Need help navigating operations and workflow with your team? Let’s chat–I bet I can help you delegate projects and boost productivity in no time.

Want to crisis-proof your agency ASAP? Take this 3 minute quiz and get some free resources to keep things on track (even during an international pandemic).

Pricing; How to Do It & Get Rid of It’s Emotional Baggage

Juliana, how do I price myself?

Let’s not talk about breakeven points and operating models (you can call me for that). It’s truly hard to price a new service or an offering, but, we need to get over the emotions that come with it and start putting it out there.

I hate to say it to the ladies, but we are the worst. It’s the whole socialization of humbling values that have been instilled in you since you were a wee one. Guys, you don’t fall too far behind. You are an entrepreneur now, get over it. Own it. Don’t apologize for being “expensive.”

There’s all this emotional clutter that comes with monetizing your services. It’s like you are putting a price on yourself and for service providers, you are. It’s your discipline, your years of study and or practice. The amount of experience and crap you have to put up with to go out into the world and say, “This is how much MY TIME costs.”

A colleague of mine, Lisa Velazques who is a Love doctor, (I love saying that because it’s true) says that individuals either have a good relationship with money or they don’t. It encapsulates every dollar conversation I have. You have to start having a good relationship with your money, with yourself, and start owning your price point.

Juliana, But seriously how do you price your services?

The same you would a product – test the market.

It is the best way to start and in your field there will be a wide range. Your job is to figure out what components make that range, and then, where you fit in it.

For example: lawyers can get paid between 100 – 1200 an hour, and sometimes more.

Gasp. I know, mine charges me by the tenth of an hour. He is absolutely amazing: so, I pay.

ScaleTime’s Pricing Tactics:

  1. Figure out the market you want to cater to ranging from accessible to affluent.
  2. See what your competitors are charging in that market. There will most likely not be too keen to give out pricing to you, but you can always have a friend or associate ask for pricing on competitive services.
  3. Insert yourself in the market and start putting your price point in the hands of potential clients. If there is no pushback, you are probably pricing too low. If there are no buyers, chances are your price is too high for your offering or market.
  4. If you are not comfortable saying your prices, your leads will know, they will smell blood and they will pounce.

Pick a comfortable price point and stick to it.

You are the one that gets to go out into the world and say, “This is how much MY TIME costs.”