BFB Quest Workbook V1 1

Business Freedom
Blueprint
A Six Week Strategy for Creating

True Entrepreneurial Freedom
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TABLE OF CONTENTS
NAVIGATING YOUR QUEST 5
The Map of Your Quest Ahead 5
Your Learning Tools 5
Daily Video Lessons 5
Implementation Days 5
Workbook 5
Journal 5
The Tribe 6
UNDERSTAND THIS FIRST 7

You Transform Through Practice 7
Start with a Beginner’s Mind 7
HOW TO MAXIMIZE YOUR EXCELLENCE 8

4 Tips to Get the Most Out of This Quest 8
The Top 3 Hurdles You Need to Be Aware of 9
What Happens If I Miss A Day? 10
SETTING INTENTIONS 11
Step 1 - Why Are You Here? 11
Step 2 - Who Am I? 11
Step 3 - Self Supporting Beliefs 12
BUSINESS FREEDOM AUDIT 13
‘DECLARATION TO ME’ CONTRACT 20
YOUR PREPARATION CHECKLIST 21
Quest Overview 22
Day 1 - Leadership 23
HOMEWORK 23
Day 2 - What Is Your Ideal Entrepreneurial Path? 24

HOMEWORK 25
Day 3 - What Is Your Vision? 26

HOMEWORK 27
Day 4 - The Intentional Entrepreneur 29

HOMEWORK 30
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Day 5 - Freedom Fridays 32
HOMEWORK 32
Day 6 & 7 - Review & Implementation 33
Day 8 - Setting the Course Pt. 1 34

HOMEWORK 35
Day 9 - Setting the Course Pt. 2 37

HOMEWORK 38
Day 10 - What Business Are You In? 40

HOMEWORK 41
Day 11 - Revenue Attraction Plan 42

HOMEWORK 43
Day 12 - Financial Forecasting 45

HOMEWORK 46
Day 15 - Exit Strategies 50

HOMEWORK 50
Day 16 - Serving Notice 52

HOMEWORK 52
Day 17 - Procedures, Policies, and Templates 56

HOMEWORK 56
Day 18 - Situational Awareness 58

HOMEWORK 58
Day 19 - Shopping For People 60

HOMEWORK 62
Day 22 - How to hire, train, and retain Superstar Staff 67

HOMEWORK 69
Interview Script 69
Day 23 - Laying the Right Foundation 73

HOMEWORK 73
Day 24 - Creating Addictive Employment 75
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HOMEWORK 75
Day 25 - The Ultimate Staff Review System 79

Quad-Pro Review system Template 80
HOMEWORK 85
Day 26 - Never Get Sued or Always Prevail 87

HOMEWORK 88
Day 29 - Continuous Incremental Improvement 91

HOMEWORK 92
Day 30 - Creating a Kaizen System 94

NOTES FROM TODAY’S LESSON 94
HOMEWORK 94
Day 31 - Iceberg Spotting 96

HOMEWORK 97
Day 32 - Iceberg Avoidance Plans 98

HOMEWORK 98
Day 33 - Kaizen Policy 102

HOMEWORK 102
Day 36 - Inception Marketing 104
Day 37 - Target Markets 105

HOMEWORK 105
Day 38 - Get their attention 107

HOMEWORK 107
Day 39 - Inceptive Stories 109

HOMEWORK 109
Day 40 - Make it easy for them to buY 115

HOMEWORK 116
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NAVIGATING YOUR QUEST
The Map of Your Quest Ahead
On your 6-week journey, make sure you carve out enough time to show up every day and make it
a priority to sharpen your intuition.
Each week, you will have the opportunity to discuss your reflections with the Tribe. Learn from
each others’ wisdom, review what you’ve learned, and consider how you can integrate your
lessons into your business.
Your Learning Tools
This Quest is not for passive learning. You are at the beginning of a transformative journey for
your business. In addition to consuming learning content, you will use various learning tools to
integrate and embody the lessons.
1. Daily Video Lessons

Your lesson is released daily, for 20 mins or less. You will also have some tasks that will
prove instrumental in creating your business freedom.
2. Implementation Days
You will have implementation days every weekend throughout the Quest that you can use
to do the assignments which include reflective writing, homework, and rewatching the
videos.
3. Workbook
This workbook is designed to be used alongside your daily lesson videos. You will find
daily exercise instructions and extra notes in your workbooks. You may type directly in the
PDF or print it.
4. Journal
We suggest keeping an extra journal to write your ongoing daily reflections. You can also
use it if you want to go deeper in doing the tasks and exercises. Additionally, if you want
to get the most out of your Quest, we recommend reflecting on your insights on a daily
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basis, sharing them and teaching what you’ve learned.
5. The Tribe
Your Tribe is more than just a social group. It is your go-to space during any moment of
realizations and challenges in the Quest. You benefit from learning socially, which is the
primary way the brain learns.
You are invited to share your daily moments of realization, post your questions, learn
from insights from others, ask for support, and deepen your learning.
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UNDERSTAND THIS FIRST
You Transform Through Practice

You may have learned about the upcoming concepts in this Quest before; however, it is not about
what information you know, but how well you’ve embodied these practices in your life and your
business for real transformation to take place.
Start with a Beginner’s Mind

You cannot add water into a cup that is already full.
Don't ask do I know this, but do I practice this in my business? This is the difference between
knowledge and embodiment. Practice yields insight, which through more practice develops into
embodiment.
So, start with a beginner's mind. Coming in with the mindset that we already know everything
about something hinders our ability to learn anything new. Repetition is key.
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HOW TO MAXIMIZE YOUR
EXCELLENCE
4 Tips to Get the Most Out of This Quest
1. Don’t aim for perfection. We do not recommend you spend hours on the exercises to
make them “perfect”. Instead, be playful and have fun with it. The bare minimum is to get
started and do the homework each day.
Journaling means writing down your thoughts and the first thing that comes to mind. Write
as little or as much as you like. You can always come back and take more time on a
particular task after you complete the Quest. A task done is better than perfect.
2. Stay with the group. Even if you miss a task, continue the journey with all the others who
joined the Quest with you. This Quest includes implementation days during which you can
catch up, or rewatch the more challenging days.
3. Set a clear time. Dedicate time for watching videos and completing the homework. Set a
reminder on your phone or elsewhere.
4. Team up. The community is one of the biggest benefits of participating in a Mindvalley
Quest. Share your questions, inspirations, results, and thoughts. Find an accountability
partner who you can team up with for the length of the Quest (instructions in the Tribe
Guidelines). This is a powerful way to accelerate your success.
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The Top 3 Hurdles You Need to Be Aware of
1. Not enough time. Life gets in the way and might have the impression there is just not
enough time. To prevent this, you need to prioritize and structure your day.
Schedule each day at least 20 dedicated minutes for this Quest. While the lessons may
be short at times, the meditation or journaling may run longer than the usual 20 minutes.
Only by giving this Quest a high priority in the following weeks, you will get long-lasting
results.
2. Low motivation. Spend extra time in this Workbook to define your vision and context for
this Quest. Knowing how your life will change is a huge motivator.
Therefore, remind yourself why you started this Quest, and don’t wait to apply what you
have learned.
Celebrate the little victories to keep up the momentum. Reward yourself after each
completed day and week. This will teach your brain that learning is fun and something to
look forward to.
Boost your motivation by teaching your insights to someone who can benefit from it. This
way you realize the progress you are making and start contributing to the world around
you.
3. Resistance. There will be days where you just don’t feel like continuing. This is normal
and part of every learning journey. Therefore, expect difficult days and know that exactly
on those days, it is important to push through. Only by stepping out of your comfort zone,
can deep learning happen.
You will not agree with everything in this Quest. The brain hates information that is
contradictory to what we already learned. This might increase your resistance towards the
Quest or the teacher. Don’t let this limit your learning experience. Treat this Quest as a
buffet of practices and information from which you can choose freely what is right for you.
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What Happens If I Miss A Day?
Even if your motivation is high and you prioritized this Quest for the next week, life might get in
the way and you miss 1 or 2 days. First, be kind to yourself. Don’t get distracted by self-judgment.
Take a breath and continue where you are at.
Use the implementation days to catch up or re-watch any videos you may have missed. Schedule
some extra time to catch up. If you missed too many days, you always have the opportunity to
re-start the Quest with the next batch of students.
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SETTING INTENTIONS
Deep change comes through tiny habits repeated over time. To create motivation in change,
begin with the end in mind. It starts with intention. Set your intentions now to create a powerful
basis for the Quest ahead.
Step 1 - Why Are You Here?
I decided to start this Quest because:
This is important to me because: (Include what or who this could benefit)
Step 2 - Who Am I?
It is important to start with knowing what you wish to get out of the experience. Intentions help to
create more clarity, especially when the seed is planted right before you start.
By the end of this Quest, I am…
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Three core values associated with this identity are…
Step 3 - Self Supporting Beliefs
‘’Whether you believe you can, or believe you can’t, you’re right.’’
Henry Ford
Once you have your intentions clear and you know who you want to become, consider the
beliefs that align with that intention. Beliefs are the ultimate cornerstone of success. Think of the
beliefs that your highest self would have about themselves and their abilities, and adopt them.
Write down 3-5 empowering statements about yourself and make them as simple and clear as
possible. Make sure they are in the present tense, positive, emotionally meaningful, and the first
person. [ I, me, my ]
Examples:
I am poised and ready for more good than I can ever imagine.
It is easy to live my life full of bliss, abundance, and ease.
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BUSINESS FREEDOM AUDIT
Before you start your Quest, let’s first gauge where you are. This audit is helpful for two reasons:
1. It will help clarify what areas you should focus on in the Quest.
2. It will help set a reference point for yourself, so you can later evaluate which areas you’ve
developed as a result of participating in this Quest.
Don’t think too much, use the first number that comes up in your head and heart.
Section One - Ownership

Please rate, with a score of 1 to 5, the following statements about your business.
1.1 We have a refined and up-to-date business plan for our company. SCORE
To have a 5/5 rating for this section you must have a complete business plan that includes a plan
for at least the next 3 years, a marketing plan, a financial forecast, and an executive summary.
Further, for a 5/5 rating, the business plan must be made available to all senior-level stakeholders.
1.2 We have a clearly defined leadership development program.

To have a 5/5 rating for this section you must have a written document that stipulates your plans for
the development of your leadership team that might include prospective leadership development
programs, recommended reading list, and a defined budget for leadership development.
1.3 We have a clear business continuity and contingency plan and

infrastructure.
To have a 5/5 rating for this section, you must have legally reviewed terms of trade, disclaimers,
and a privacy policy. You must also have a robust contingency plan that covers any possible
long-term absence of a key member of the team. Lastly, you should have ‘key man’ insurance to
cover any members of the team that are truly ‘key’ to the survival of the company.
1.4 We have a documented ‘threat’ analysis or ‘Iceberg Spotting’ plan and

procedure.
To have a 5/5 rating for this section you must have a written plan for the regular (at least quarterly)
review of threats to business continuity as well as a log that tracks (a) the review process and (b)
any identified threats and (c) any recommended actions and (d) any completed actions.
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1.5 We have a documented Social Responsibility plan.
To have a 5/5 rating for this section you must have a clear statement about, and plan to execute, a
social responsibility program for your company as well as a log or file structure to measure and
track progress in this area. The Social Responsibility plan should be digitally available for all staff
and the company should have a plan in place to meet twice per year to check progress and adjust
any ongoing plans.
Section Two - Marketing

2.1 We have a solid, attractive, search engine optimized, and strategic

website. SCORE
To have a 5/5 rating for this section you must have a website that does well with organic search,
creates audience engagement, and helps you build your prospect/client list.
2.2 We have a clearly defined social media presence and plan.
To have a 5/5 rating for this section you must have a social media presence on the platforms that
are most important to your target market as well as clearly defined (a) targets (likes, reviews,
comments), (b) messaging plan, and (c) content repurposing map/plan. (This must be an approved
written document.)
2.3 We have a completed and approved branding guidelines document for

our company.
To have a 5/5 rating for this section you must have a complete branding guidelines document that
clearly states your company colors, imagery, and guidelines for users of your brand. The document
must be dated (updated at least once per year) and must be available in digital form for easy
sharing with your team and any design/marketing teams you work with.
2.4 We have an excellent system of marketing metrics; we measure our

activities effectively.
To have a 5/5 rating for this section you must be able to easily report on the cost of client
acquisition, overall marketing spend, individual marketing campaign spends and the lifetime value
of a client.
2.5 We generate effective marketing review reports on a regular basis.

In order to have a 5/5 rating for this section you must have a clear statement about how often
marketing reports will be completed and then you must generate (and archive digitally) your reports.
Reports must accurately include information about budget/actual marketing spends, cost of lead
acquisition, campaign results, repurchasing frequency and conversion averages.
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Section Three - Operations
3.1 We have an Information Technology plan (including budget). SCORE
To have a 5/5 rating for this section, you must have a plan for the acquisition, maintenance, and
upgrade of your existing IT infrastructure which includes your computers, phones, tablets, web
servers, and any other technology that your business depends upon. You must also have up-to-date
virus protection and routine off-site back-ups.
3.2 We have a business template and document management system.
To have a 5/5 rating for this section, you must have all regularly used documents saved as
version-tracked templates in a central (and backed-up) folder that is accessible to your team (so
that they do not store local out-of-version copies). You must also have a system for tracking all of
your documents so that they are easy to find and manage (i.e., serial numbers or an effective
file-numbering system).
3.3 We have a complete and up-to-date Role Map™.

To have a 5/5 rating for this section, you must have a complete and up-to-date Role Map of
your company including highlighted areas of improvement and a strategic plan for the
resolution of those areas.
3.4 We have a robust and effective CRM system.
To have a 5/5 rating for this section, you must have a system for tracking all of your prospects and
clients so that you can quickly and easily identify them, contact them and look up their
purchasing/marketing status and contact history. Further, the system must either be cloud-based or
protected by a robust and regularly scheduled off-site backup system.
3.5 We have a Customer Service handbook.
To have a 5/5 rating for this section, you must have a complete and accurate (dated and updated at
least once per year) handbook that describes your company’s customer service ethos, messaging,
and escalation procedures. Further, the handbook must be digitally available to any member of your
frontline or customer-facing employees.
3.6 We have an effective and incremental improvement management

system.
To have a 5/5 rating for this section, you must have a system for tracking and fixing problems. The
system must include a systematic (numbered) way for tracking problems, the current status of each
problem, an audit to confirm resolution, and then, at least once per quarter, a review to work on
prevention of reoccurrence.
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3.7 We have a Procedures Manual.
In order to have a 5/5 rating for this section you must have a complete, dated (and up-to-date)
manual that includes any and all recurring procedures in your company’s operating cycle. The
manual must be reviewed regularly with updates and version tracking. The manual must also be
available — in whole or in part as the case may be — to your employees and anyone else
responsible for processes in the company. The manual should be sorted by department and the
processes should be numbered with individual version tracking. The manual must be stored
centrally so that team members may not accidentally use outdated versions that they have stored
locally.
3.8 We produce a regular Operations Report.

In order to have a 5/5 rating for this section you must have a regular Operations Report procedure
that calls for a regular (weekly/monthly/quarterly) report that provides information about current
operations including project status, on-time delivery, customer service updates, improvement
updates, personnel information and budget versus actual reports. This report must be created using
a report template and the reports must be saved and archived digitally.
Section Four - Finance

4.1 We have a solid and robust accounting system in our company. SCORE
In order to have a 5/5 rating for this section you must have a software-based accounting system for
your company that tracks things including sales, invoicing, accounts payable, accounts receivable,
bank balances, loans, prepayments, payroll and all other financial accounting aspects of your
company. The system must be backed up regularly (at least weekly) and the back-ups (or copies)
must be stored offsite.
4.2 We have a robust sales order processing system that leads from sale to
invoice to payment efficiently.
In order to have a 5/5 rating for this section you must be able to report historically and in close to
real-time about your sales, invoicing and payment status. You must also provide your clients with a
formal order confirmation and customer service contact details.
4.3 We have excellent processes for accounts payable.
In order to have a 5/5 rating for this section you must have accurate and aged information about all
pending payments and you must endeavor to make all payments within the agreed payment terms.
Failing that, you can still achieve a 5/5 rating by having a system for notifying suppliers in advance
so that they are not surprised by your cash flow issues.
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4.4 We have excellent processes for invoicing and collecting payments.
In order to have a 5/5 rating for this section you must track all inbound sales and, where payment
does not immediately accompany the sale, a system for invoicing clients within 24 hours of
receiving their order. You must also have a system for debt collection that includes well-crafted form
letters (at least three) that are sent to clients who are late with payments. Further, you must have a
system in place wherein you generate a regular (weekly/monthly) Accounts Receivable report that
can be shared with the various team members who should be aware of late paying clients. And, you
must have a policy and procedure for putting a client on ‘hold’ to prevent further purchases once
their account has become unacceptably late.
4.5 We have approved accounting templates for invoices, letters, reports

and other accounting-related documentation.
In order to have a 5/5 rating for this section you must have complete templates for all accounting
documentation.
4.6 We produce a regular Accounts Department report.

In order to have a 5/5 rating for this section you must have a regular Accounting report procedure
that involves a regular reporting cycle (weekly or monthly or quarterly) and reports on all vital
accounting information including existing bank balances and investments, accounts receivable,
accounts payable, budget versus actual and a cash flow forecast. Further, and key, is that you must
produce monthly management accounts (profit and loss, balance sheet).
Section Five - People

5.1 We have a system for the effective sourcing, hiring and induction of new
staff members. SCORE
In order to have a 5/5 rating for this section you must have document procedures for recruiting
(scripted interviews), evaluating, vetting and recruiting new members of staff. Further, you need a
written and scripted procedure for on-boarding them into the company.
5.2 We have excellent and complete Personnel Files.
In order to have a 5/5 rating for this section you must have a complete and up-to-date filing system
wherein every single member of the team has an up-to-date file that includes a full history of their
employment including training, reprimands, promotions and staff reviews. The file must have a front-
page template that tracks the employee's employment history and then copies of all related
documentation. These files must be secure (from prying eyes) and they must be backed up off-site.
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5.3 We have a staff review procedure.
In order to have a 5/5 rating for this section you must have regularly scheduled (and tracked) staff
reviews with all members of staff. Staff reviews should happen at least twice per year and must be
logged in the Personnel Files.
5.4 We have a Culture Manifesto.
In order to have a 5/5 rating for this section you must have an approved, dated and updated (at
least once per year) document that details the company culture which will include company values,
company mission and guidelines for conflict resolution and team building processes.
5.5 We have a team development plan and system.
In order to have a 5/5 rating for this section you must have an approved dated and updated staff
development plan that will include some specific reference to the kind of development your staff
requires, prospective training programs, recommended reading and a system for encouraging and
measuring staff development. All staff development (training, evaluation etc.) must be tracked in the
Personnel Files.
5.6 We create regular Personnel Reports.
In order to have a 5/5 rating for this section you must produce regular personnel reports that detail
information such as overall staff performance, individual stand out performance, personnel related
challenges, projected staffing requirements and budget versus actual numbers.
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Your Business Freedom Audit Overview - Overall Scoring
While you may already have had a partial breakthrough just from playing the game, the real breakthrough clarity comes by scoring
yourself objectively on the measures outlined in the chart below:
1. Your scores (from 1 - 5) for each of the actions are displayed below.
2. Put an X in one of the three boxes below the score to view your results on the table.
DEPARTMENT OWNERSHIP MARKETING OPERATIONS FINANCE PEOPLE
Section 1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 4.1 4.2 4.3 4.4 4.5 4.6 5.1 5.2 5.3 5.4 5.5 5.6
Grading
Score = 1-2
Score = 3-4
Score = 5
Overall Dept
SCORES 0 0 0 0 0
Overall Business ● A score of 50 or less indicates a great deal of work required to move toward proper Business Freedom.
● A score of 51-75 indicates excellent progress and a significant amount of additional work to achieve Business
Freedom Score
Freedom.
● A score of 75-100 indicates potential levels of Business Freedom and requirements for refinements for true
Business Freedom.
0 /150 ● A score of 100 - 125 indicates a solid likelihood of some Business Freedom and some refinements for complete
Business Freedom.
● A score of 125 - 150 indicates Business Freedom or an owner that is extremely close to Business Freedom.
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‘DECLARATION TO ME’ CONTRACT
If you choose to take this Quest, read and sign the ‘Declaration to Me’ contract. When you
commit in writing what you want to accomplish, you increase the likelihood that you will act
accordingly. Eliciting this type of personal commitment has been shown to be one of the most
important aspects of behavior change, especially when you share this self-contract with others
close to you.
You can print it out, sign, and put it somewhere visible to remind yourself throughout the Quest.
I, _________________________________, hereby commit to the full challenge of taking

this Quest towards the evolution of my highest potential:
1. I commit to showing up and playing full out in this Quest.

2. I commit to opening to ways in which I might change and evolve.
3. I commit to having the courage to uncover, to break through my past patterns, and to redefine
new ones.
4. I commit to joining my fellow Tribe members in this process, to open and share my
vulnerabilities, because I understand these are pivotal to learning.
5. I commit to refrain from judgment of myself and of others.
6. I commit to being respectful with all communication, to always speak with full honesty and
humility.
7. I commit to being respectful to my own boundaries and those of others.
8. I take full responsibility for my participation and I know I am not coerced in any way into any
activity or belief system.
9. I understand that every moment matters. I commit to take on my truest nature.
Signed:____________________________ Dated:__________
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YOUR PREPARATION CHECKLIST
❏ For the duration of this Quest, schedule at least 20 minutes every day to go through the
daily lesson and exercises. Block time each day when you are most alert and ready to
learn, reflect, and really focus on your transformation.
❏ Complete the Business Freedom Audit.
❏ Ensure you have a journal ready for the Quest.
❏ Read and understand the Tribe Guidelines.
❏ Join the online Tribe and introduce yourself.
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Quest Overview
Monday Tuesday Wednesday Thursday Friday Saturday Sunday
Week 1: Leadership (Work on Yourself)
What Is Your Ideal

What Is Your The Intentional Review & Review &
Leadership Entrepreneurial Freedom Fridays
Vision? Entrepreneur Integration Integration
Path?
Week 2: Create Your Vision Plan (Business Plan)
Setting the Setting the What Business Revenue Financial Review & Review &
Course Pt. 1 Course Pt. 2 Are You In? Attraction Plan Forecasting Integration Integration
Week 3: Preparing to Exit
Procedures,
Situational Shopping for Review & Review &
Exit Strategies Serving Notice Policies, and
Awareness People Integration Integration
Templates
Week 4: People - How to Hire, Train and Retain Superstars
How to Hire, Train Creating

Laying the Right The Ultimate Staff Never Get Sued or Review & Review &
and Retain Addictive
Foundation Review System Always Prevail Integration Integration
Superstar Staff Employment
Week 5: Kaizen Systems: Constant, Continual and Incremental Improvement
Continuous,
Creating a Iceberg Review & Review &
Incremental Iceberg Spotting Kaizen Policy
Kaizen System Avoidance Plans Integration Integration
Improvement
Week 5: Inception Marketing: How to Double Sales for Half the Cost
Get Their
Inception Make It Easy for
Target Markets Attention Inceptive Stories
Marketing Them to Buy
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Day 1 - Leadership
To have a good business, study business. To have a great one, work on you.
NOTES FROM TODAY’S LESSON
HOMEWORK
1. EMOTIONAL STATES
Journal about emotional states that might be getting in the way and emotional states that might
be more effective or appropriate.
2. Watch the “Hindsight Window” video
3. REMINDER: JOIN YOUR TRIBE
Make sure to join the Tribe and introduce yourself. In the Tribe, you will find all the people who
are on the same journey as you and will go with you day by day through the Quest. Every day
you are invited to share something to learn from each other and in interaction. Don’t miss this
integral part of your Quest.
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Day 2 - What Is Your Ideal
Entrepreneurial Path?
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HOMEWORK
1. Reflect on the 8 Entrepreneurial Paths and identify yours. Which one feels more natural?
My ideal entrepreneurial path is the path of
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Day 3 - What Is Your Vision?
WHY you are doing anything is like the ultimate compass and the ultimate
motivation; a strong “why” will keep you going in the direction and it will
keep you making progress.
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HOMEWORK
1. Reflect and answer the following questions:
A. What is your vision for your business?
B. What is your vision for your lifestyle?
C. What is your vision for your culture?
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D. What is your vision for your client experience?
E. What is your vision of your social impact?
3. Share your insights with your Tribe.
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Day 4 - The Intentional Entrepreneur
Intention lies are the core of WHY you do anything and sets the tone for
WHAT you do and HOW you do it.
Setting intentions is all about getting clear on your outcomes. Having clear outcomes makes it
much easier to keep yourself and your company on track and creates a sense of certainty for the
people around you.
Today’s exercise is about setting your daily intentions which is a combination of the
logistical realities, tasks and higher outcomes you have for each day.
Logistical realities and tasks are the ‘jobs and projects’ that you need to work on during
the day whereas the higher outcomes are more esoteric in nature and include how much
fun you want to have, how much you want to learn and what feelings you want to convey
to the key people in your life.
When you have completed today’s video, plan your day. First, plan your higher
outcomes and, then, plan your logistics and tasks.
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HOMEWORK
1. My five higher intentions for today include:
1.
2.
3.
5.
6.
2. Today, I will devote my time to the following tasks and projects:
Time Projects and Tasks

6:00
7:00
8:00
9:00
10:00
11:00
12:00
13:00
14:00
15:00
16:00
17:00
18:00
19:00
20:00
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3. If I find myself ahead of schedule or with extra time today, I will invest some effort in the
following projects or tasks:*
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
* Sometimes it is very motivating to keep some of your more enjoyable or fun projects on the
‘extra time’ list – knowing you have fun stuff to work on can push you to achieve even more each
day.
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Day 5 - Freedom Fridays
HOMEWORK
1. Do a time study of yourself. What did you learn about the way you work?
2. Take one hour today and do whatever you want. Notice the emotions that arise and journal
them.
3. SHARE WITH YOUR TRIBE
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Day 6 & 7 - Review & Implementation
Each weekend, you will be given the opportunity to catch up on the previous week’s lessons as
well as getting additional time to do the homework.
Did you manage to do a time-study of yourself? Today, reflect again on your intentions for the
next week.
1. Celebrate yourself for following through this first week! How can you reward yourself for
your progress?
Reflect on what you have learned so far. What were your 3 main takeaways from the first week of
the Quest?
Share your insights with the Tribe.
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Day 8 - Setting the Course Pt. 1
Having a plan puts you in a category of your own
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HOMEWORK
1. Write a personal summary (this is for you, not to be included in the plan) that lays out
what you are planning to build, what kind of life you would like to live, what kind of
business freedom you want and roughly what schedule you are aiming for.
2. Write an Executive Summary: This is the opening of your business plan; it is a brief
introduction to the business and your general plans for the business. It should describe
the business, the target market, the problem you plan to address, your plan for
addressing it and some general financial highlights.
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3. Write a Company Description: This is a more detailed overview of the company; what
kind of company it is, what it does, who it does it for, where it is based, what kind of legal
entity it is and what the current management structure looks like.
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Day 9 - Setting the Course Pt. 2
37
HOMEWORK
1. Describe Your Overall Market (ideally, who are the people you sell to?)
2. List your top competitors and tell us what worries you about them and how you plan to
deal with them as competitors.
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3. Describe your current management structure and, generally, what your short, medium and
long term plans are.
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Day 10 - What Business Are You In?
40
HOMEWORK
1. Describe your current offerings (products and services) and provide a preview of your
future offerings if you believe that they will be different over time.
2. Remember to share your insights with the Tribe. Have you discovered anything new
regarding your business plan by using this method of examining your product offering?
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Day 11 - Revenue Attraction Plan
We can not use the ‘if we build it they will come’ school of business.
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HOMEWORK
1. Provide a description of your current marketing plans. Even if you are not clear about this,
please describe what you are clear about or what your best current guess is.
2. Provide a description of your current sales structure.
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3. Provide a description of your sales structure as you see it in the future. How will you
actually sell your products/services; how will you take the orders and collect payment?
SHARE WITH YOUR TRIBE
Share your insights with the Tribe. How does your sales structure differ from other members?
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Day 12 - Financial Forecasting
Most business owners don’t have a solid appreciation for good accounting
Remember: Today is another Freedom Friday. Take 2 hours off from your work today and do
anything else that you wish.
45
HOMEWORK
1. Set some personal financial goals:

a. Write down your Income goals for the next three years.
b. Plan out your retirement contribution for the next three years.
46
c. Plan your Material/Experiential spending over the next three years.
2. Write down your Monthly Sales Goals for the next three years.
3. Write down your Monthly Profit Goals for the next three years.
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4. Write down your Cash Flow Projection for the next 12 months.
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Today is an implementation day. Take this time to review the previous lessons and catch up on
any homework you may have missed.
Remember, this quest is designed to build upon each lesson so it is important that you keep up
with the homework.
Today, review Day 8 and 9 videos and continue working on your business plan.
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Day 15 - Exit Strategies
HOMEWORK
Start the mini-exits process.
1. Create the role map for your organization. To start the Mini-Exits process, put your name
in each of the boxes that represent roles that you are currently highly active in.
If you don't already have an organizational chart or a role map, you’ll find a template
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below to which you can refer. Note: This template is here for guidance only; your
company is probably different so you should also do this with an organizational chart
specific to your company structure. For now, however, and to keep your momentum
moving forward, complete the exercise using this chart as best you can.
2. Populate it with names. Naturally, if you are the sole steward of that role, then your name
goes in the box. Also, even if you have someone else doing that role, if you are still
investing a great deal of your time or energy to that role, then your name still goes in the
box.
3. Highlight the trouble boxes by priority:
RED: Must change as soon as possible.

GREEN: Will change when possible.
BLUE: Will change when ready.
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Day 16 - Serving Notice
HOMEWORK
Yesterday, we highlighted boxes in your role map and marked them RED, GREEN or BLUE. Today
we are going to look at the RED boxes and start creating a plan for you to let them go.
1. Identify ONE red role you wish to leave.
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2. Calculate the real cost of you doing this (or the real savings of you stopping). Take
another look at your list of tasks and give some thought to the tasks that you least enjoy.
Specifically, do some quick math to compare the cost of hiring some to do those tasks
with what it costs you to do the work yourself. In other words, how much are you worth to
your business on an hourly basis and how much would it cost to hire someone to do the
tasks you don’t love? (The idea being that by freeing up more of your Fme you can focus
more on your highest value contributions to your company
Description of task or action Hourly cost to Your hourly value Difference per
hire someone to your business Hour
E.g. Entering bills $20/hr $200/hr $180/hr
3. Identify any Emotional Addiction you have and write a paragraph about the long term
cost of not breaking the addiction and what you can do to break it.
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4. Identify any reason for holding onto a role and write some suggestions you can follow to
find a better way.
5. List the RED items and set goals as to when you would like to top doing those roles.
Optional: Do this for the BLUE items too.
Red Role When I would like to stop this
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
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6. BONUS: Pick one RED item and write yourself a letter: Give yourself NOTICE that you are
quitting that job and how long the company has to replace you.
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Day 17 - Procedures, Policies, and
Templates
HOMEWORK
Start creating your company procedures:
1. Open a new document and name it COMPANY PROCEDURES.

2. Write 3 procedures to get the document started.
3. Write Your company’s Policies
a. What are your work schedule policies (Breaks, hours, days, etc.)
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b. What is your sick leave policy?
c. What is your company’s holiday policy? (How to request, how long, etc)
d. What is your maternity policy?
e. What is your paternity policy?
f. What is your dress code (if any)?
g. What is your location policy (work from home/office)?
h. What are your rules of conduct?
i. Optional: Add 3-5 procedures per week and create the habit.
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Day 18 - Situational Awareness
HOMEWORK
Creating Business Freedom is largely about learning how to delegate and undertake a series of
mini-exits from the various roles and departments that you are currently involved with. Today we
are going to work toward creating the certainty you need to let go of these roles with confidence.
Take another look at the Red roles you identified and plug them into the tables below. Then,
create a list of the various elements that you could measure about that role that would tell you
how well that role is being managed. This might include measurements about quantity, quality
and timeliness. Consider, for a moment, the kind of report you might want from someone if they
were managing that role for you. What are some of the key performance indicators that would let
you know how well the role is being managed?
Role #1: Accounting
Metric:
Metric:
Metric:
Metric:
Metric:
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Role #1: Sales
Metric:
Metric:
Metric:
Metric:
Metric:
Role #1: Operations
Metric:
Metric:
Metric:
Metric:
Metric:
Role #1: Human Resources
Metric:
Metric:
Metric:
Metric:
Metric:
Ideally, once you have created this list of metrics, you could create a template; a one-page report
for that role. A one-page report that would provide you with an immediate and high-level report
of the metrics you have asked for.
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Day 19 - Shopping For People
Remember: Today is another Freedom Friday. Take an extra hour off from your work today and
do anything else that you wish.
This week we are going to start creating a strategic roadmap of the people you want to attract to
your business. To do this we’re going to build off the homework from last week by focusing on
two things.
1. The kind of people you need to attract in your business.

2. Some specific people you already know you want to attract.
Before we do that, let’s go back to the 8 path system. If you did the homework, you should have
figured out what path you’re on and from there we can figure out who you need around you.
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Take a look at your natural path based on the system, then go two steps clockwise to the
right, that will give you your first recruit. Then take note of that path you land on, then go
another three spaces clockwise to the right for your second recruit.
Whatever path you are on, you probably have a natural inclination to the two paths on either side
of you, so you can technically cover three paths at once just by yourself. With the instructions that
I’ve given you above, it will allow you to recruit others that will cover all 8 Paths in your business
with only three people.
The people on these two different paths may not be people that you love spending time with, or
you may not click with socially, because they think differently than you. However, in a business
context you really need to have those people counteracting energies.
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HOMEWORK
1. Following the explanation given earlier, write the two other paths you landed on down
below.
● Two steps clockwise: The path of _________________________________
● Another three steps clockwise: The path of__________________________
This may seem like a really empty piece of homework, because you don’t really know how to
read people yet, but here’s what’s interesting, if you put it out to the universe then you may just
meet them, and you might just see them for who they are
2. For each of the red roles, make your best guess and write down the path on which you
think that role lies.
Role Path
1. 1.
2. 2.
3. 3.
4. 4.
5. 5.
6. 6.
7. 7.
8. 8.
9. 9.
10. 10.
3. Create a list of people you might know (if any) that could do this role. Give some thought
to the people you know, your network. Think about who some of the people are that you
want to attract into your business to do those tasks. Write down the names of the people
around you that might be interesting to work with. It doesn’t matter if they already have a
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job or a business. Some of these people you may want to actually recruit, but the others
create an archetype or a frequency for the type of person you want in your business.
Name Where you know them Task/Role

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
4. If you don’t know anyone in your network who could fit that role, write a description of the
kind of person you might be looking for. Then, write down some of the places you might
find this kind of person.
Role Description Where to find them

1.
2.
3.
4.
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5.
6.
7.
8.
9.
10.
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For these review and implementation days, please revisit the Procedures, Policies, and
Templates video as well as the Role Map you created.
It is important to document exactly how each role is performed before you vacate the role. There
are a number of important reasons for doing so, including:
1. Increasing your confidence that the role is being managed correctly.
2. Making sure that the way the role is fulfilled does not veer away from your established
best-practices.
3. Making it much easier to replace key people because their role is both defined and
documented.
Step 1 - Procedures / Policies: Pick three roles on your role map. For each of the three roles (and
more, if you are feeling adventurous) make a list of the various procedures involved in order to
execute the role effectively. This may be difficult at first particularly if you are doing the role
sporadically or reactively. One way to compile this list is to keep track of everything you do while
you are in that role. (Right now, all you need is a list of each procedure - later you can fully
document the procedure.)
Role 1
Procedure
Procedure
Procedure
Procedure
Procedure
Role 3
Procedure
Procedure
Procedure
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Procedure
Procedure
Role 3
Procedure
Procedure
Procedure
Procedure
Procedure
Step 2 - Templates: For each of the three roles, make a list of any documents that are in regular
use in the execution of the role. Ideally, every document in use should be turned into a template
so as to create quality control and message consistency
Role 1 Role 2 Role 3
1. 1. 1.
2. 2. 2.
3. 3. 3.
4. 4. 4.
5. 5. 5.
6. 6. 6.
7. 7. 7.
* Again, this is just a LIST of the required documents. Ideally, you will create templates for each
of the documents you have listed and store them centrally so that your team is always operating
from the most recent version of the document.
Finally, review the lesson on Shopping for People and continue the homework to describe the
people who would be a perfect fit for the roles you wish to vacate.
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Day 22 - How to hire, train, and retain
Superstar Staff
Let’s start with the interview:
The challenge with most interviewing is it’s really just a system of checking for resonance. The
questions you ask yourself are:
● Do I get along with this person?
● Do I like their energy?
At the end of the day, you wouldn’t be having the interview with them if their resume didn’t say
the right things.
We’re going to change the interviewing process by understanding a few things about it.
1. People are generally nervous when they come to an interview

● This isn’t ideal, because you don’t really get to know them, and who they are.
● Think of it like dating, and not being genuine
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2. They’ve been rehearsing, they’ve been practicing, and thinking a lot about it
So, with this in mind we can create a better interview structure. What you want to do is:
1. Make them comfortable

● This makes them more personable, and more likely to open up. If they’re nervous, you are
going to only see their stressed personality, and that’s not genuine, so, to make them
more comfortable you can:
○ Interview off property, that could help
○ But it’s mostly about the conversation
● Don’t ask them about their last job, ask them questions you would in a normal social
setting
● Ask personal questions about likes and dislikes
● Make it less formal
● If you do this well, you can learn a lot about them
● But ask them personal, atypical questions to make them feel more comfortable
2. Mime Some Questions
● This makes your question seem more real, and makes it harder for them to use their script
or lie
● Ask them what people would say about the individual if you called them right now, like an
old boss
● Use your hands to show that you are going to call them, so make a phone with your hand
and bring it up to your face
● Listen to what they say, and it will almost always be truthful
● Also, you want to ask them some unorthodox questions.
● You do this because you get them away from their mental script, and because
spontaneous lying is difficult.
● At this point you will know if you like them or not, so if you don’t like them you can let
them go, but if you like them then you should move on to the next part.
3. Attack them
● This step will save you THOUSANDS of dollars

● This is how you get a glimpse of how they think and operate as well as gets them off
balance
● Tell them that you like them, and that you enjoyed the interview
● Then, question their ability in regards to one aspect of the job, something that the job
requires, or something about the candidate that you are concerned about.
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● Listen to their response, there are only three possible answers.
○ They genuinely defend themselves (The answer you’re looking for)
○ They accept the criticism (Indicates nice, but ineffective)
○ They get mad that you attacked them (They’re crazy)
● You can even use this to get the candidate to agree in advance.
● If they said that they are often late, then you can use this part of the interview to get them
to agree not to be late.
HOMEWORK
By using this script you can avoid those pointless hires that really waste your money and your
time. This will ultimately make your business more effective, because you’re not wasting precious
resources on people.
Part 1: The first thing you are going to this week is to read over the script/questions that you’ve
been given below and really familiarize yourself with it.
Part 2 (Optional): Practice on a real person. Go into the Facebook group and ask someone if
you can practice conducting an interview on them, and get feedback. You can do this in person,
or you can also use Skype or another digital medium.
Part 3 (Optional): If you are at this point with your company, actually interview someone AND
share your success with the Tribe.
Interview Script
Step One: Optional Questions To Help The Interviewee Relax
1. What do you do when you’re not working?

2. Did you choose your profession or did it choose you?
3. What would you do if you won the lottery?
4. What is your favorite way to relax?
5. What is your favorite book to read? or What is your favorite song or favorite movie?
6. What makes you laugh the most?
7. What is your favorite holiday?
8. What was the last book you read/movie you saw?
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9. What are your favorite TV shows?
10. What is one thing you’re glad you tried but would never do again?
11. When people come to you for help, what do they usually want help with?
12. Who’s your go to band or artist when you can’t decide on something to listen to?
13. What’s something you like to do the old-fashioned way?
14. What is something you have only recently formed an opinion about?
15. What are you interested in that most people haven’t heard of?
16. What is something you think everyone should do at least once in their lives?
17. What is something that people are obsessed with but you just don’t get the point of?
18. Where is the most interesting place you’ve been?
19. What is the luckiest thing that has happened to you?
20. What is your biggest pet peeve with modern technology?
21. What object have you been searching for with no luck?
22. What social customs do you wish would just disappear?
23. What is your favorite animal or what animal would you be?
24. What gets you out of bed every day?
25. What do you say more often in life: yes or no?
26. What is on your bucket list?
27. What would you tell your teenage self if you could go back in time?
28. What gets you fired up?
29. What’s one responsibility you really wish you didn’t have?
30. What do you regret not doing?
31. What or who couldn’t you live without?
32. When do you feel the most confident?
33. What fictional character do you identify with?
Step Two: Probe Into The Interviewees Background With Unorthodox Questions Or With Subtle
Mime.
1. If I were to call your past employee right now, what would they tell me about you? (Mime
picking up a phone with your hand and holding it up to your ear)
2. Are you more of a hunter or a gatherer?
3. You’re a new addition to the crayon box. What color would you be and why?
4. We finish the interview and you step outside the office and find a lottery ticket that ends
up winning $10 million. What would you do?
5. What do you think about when you’re alone in your car?
6. If you could be any animal in the world, what animal would you be and why?
7. What was the last gift you gave someone?
8. What were you like in high school?
9. What’s the last thing you watched on TV and why did you choose to watch it?
10. Any advice for your previous boss?
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11. Tell me something about your last job, other than money, that would have inspired you to
keep working there.
12. What is the funniest thing that has happened to you recently?
13. What do you want to be when you grow up?
14. Which two organizations outside your own do you know the most people at and why?
15. Pretend you’re our CEO. What three concerns about the firm’s future keep you up at
night?
16. If I were to hire you for this job and I granted you three promises with regard to working
here, what would they be?
17. If you don’t get this job, what’s your backup plan?
18. What inspires you?
19. Teach me something I don’t know in the next five minutes.
20. What are you known for?
21. What do you work toward in your free time?
22. What’s the most interesting thing about you that we wouldn’t learn from your resume
alone?
23. How would you rate your memory?
24. If you woke up and had 2,000 unread emails and could only answer 300 of them, how
would you choose which ones to answer?
25. You’ve been given an elephant. You can’t give it away or sell it. What would you do with
it?
26. How would you convince someone to do something they didn’t want to do?
Step Three: Attack Them On The Traits That You're Looking For And Have Them Convince You
That They Have Them.
Example: Hiring a Salesperson

Hey, thanks so much for coming in for this interview, I’ve really enjoyed it. I like you and I think
you could really fit in. My only concern right now is that we have a pretty competitive
environment in our sales room and I’m just not picking up that cut throat, aggressive,
determination from you that we would normally expect from a sales person. What do you think
about that?
Responses:
A. They defend the position that you’ve just challenged them on causing them to have to
sell themselves to you
B. Passively accepts what you’ve just challenged them on, they are a nice, ineffective
person.
C. They attack you right back
Examples: Hiring an accountant
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Hey, I’ve really enjoyed you coming in here for an interview. I can really see how you might fit in
with our team and you definitely have the right attitude. Here’s the thing though, we are really
detail oriented, particularly in our accounting department, we want things to be on time, all the
time and super accurate. Often that takes someone with almost OCD tendencies around
numbers and you seem a little more relaxed than that. I’m not sure if you’re as detail-oriented as
we would like.
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Day 23 - Laying the Right Foundation
HOMEWORK
One of the most important aspects of creating a great culture is your company’s induction
process; a person’s first day working for your company sets the tone of their employment
relationship. It is with that in mind that today’s homework assignment is to create a perfect first
day.
Today’s assignment is creating the perfect first day.
Imagine that somebody has just joined your team. What is the perfect first day for them to
experience?
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Thoughts to consider: What happens first? Who greets them? What documentation are they
given? What does their tour look like? Who are they introduced to? How are they introduced to
their workspace? What does their workspace look like? Is their work place ready for them before
they arrive?
Describe the perfect first day for a new member of your team below:
Then think a little further, what is the perfect first week? How do you make sure that they are
comfortable? That they are settling in nicely? How do you create the perfect first month? Write
down some notes on how you can create this consistent culture for your team:
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Day 24 - Creating Addictive
Employment
HOMEWORK
1. Come up with 3 ways that you can help your customers or your employees constructively
meet each of their six human needs by doing business with you.
Example: Employees that are superstars, we start to take them for granted. You could create a
schedule by which you have an Appreciation Day. Once a month or once a week you have an
appreciation event for all of your superstars to let them know that they are significant. That one
idea alone can qualify under significance, connection you are going to create with them or as a
group amongst themselves, and it can also help with variety, not the same day every month,
surprising them sometimes.
Below, list 3-5 ways that you can constructively meet the following human needs for others by
doing business with you.
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1. Certainty
1.
2.
3.
4.
5.
2. Variety
1.
2.
3.
4.
5.
3. Connection
1.
2.
3.
4.
5.
4. Significance
1.
2.
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3.
4.
5.
5. Growth
1.
2.
3.
4.
5.
6. Contribution
1.
2.
3.
4.
5.
7. Meaning
1.
2.
3.
4.
5.
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[Bonus] Schedule some of these strategies into the next year's calendar.
List below some instances that you observed. What did you think about them?
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Day 25 - The Ultimate Staff Review
System
Below you will find a template for how to conduct the Staff Review using the QuadPro system.
Use this as a basis for creating your own review system.
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Quad-Pro Review system Template
For Productivity For Energetic Contribution (or Attitude):
0 – 49 = Below target 0 – 50 = Below-the-line behavior

50 = At or has met their target Maybe some negativity and gossip, etc.
51 – 100 = Has exceeded their target
51 – 100 = Positive Energy
Good attitude, supportive, helpful, etc.
We use this system because it’s going to create a graphical view of how someone is doing in the
company. There are 4 boxes on this template.
⚫ The top left box is Box A, which represents a good attitude and good productivity.
⚫ The top right box is Box B, which is a good attitude but bad productivity.
⚫ The bottom left is Box C, which represents good productivity but a bad attitude.
⚫ Box D is in the bottom right, and it represents poor productivity and a bad attitude.
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The interview or review process.
When considering the frequency of your formal employee reviews, quarterly is the best option.
Booking your reviews annually leaves too much time in between and does not give you enough
time to make the course corrections required. Quarterly is best unless you have enough
day-to-day contact with your employees, then you can do it on a daily basis in normal
conversation.
Here is the process and script for conducting your formal quarterly reviews:
1. Bring the employee in.

2. Show them the template, explain how it works, and then ask them...
YOU: I’m curious...right now, how do you view your productivity on a scale of 0 to 100 on
a normal day? Explain it to me.
EMPLOYEE: 45.
YOU: Now, in terms of your overall energetic contribution (don’t say “bad attitude”) where
do you find yourself there? 0 is total negativity, 50 is pretty neutral, and everything below
50 might be occasionally getting involved in a little bit of gossip (remember to diffuse
these things as you’re asking) or maybe a little bit of negativity from time to time when
you’re not sure of what’s going on. Then everything above 50 is consistently positive,
talking up co-workers, helping out others, and so on. Where would you put yourself on
the scale?
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EMPLOYEE: 30.
3. Next step is to talk to them about their “off” days.
YOU: (Disarm them.) Okay, look, not everyone’s having a good day every day and so my
curiosity is that when you’re having a little bit of an off day, where do you see your
productivity from 0 to 100?
EMPLOYEE: (Interestingly enough, sometimes you might see an employee’s productivity

go up on an off day) 75.
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YOU: On an off day, where do you see your energetic contribution from 0 to 100?
EMPLOYEE: 10.
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YOU: How does your direct manager see you (or how do you think I see you, if you’re
their direct manager)?
EMPLOYEE: Maybe a 55 for productivity and a 55 for energetic contribution.
That will give you a triangle of points on the graph, and that triangle will probably be pretty close,
as they have a pretty good assessment of who they are, where they are, and how they’re viewed.
Now you’re going to determine from that triangle where they live most of the time. You could pick
the middle of the triangle or their self-assessed position that you asked at the beginning, it
doesn’t really matter.
4. This is your opportunity to correct the course.
YOU: (The wording of this next line is very important!) I’m curious what would have to
happen for you to move from ___Box to A Box?
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It is important to phrase it just like that because otherwise your question could end up placing all
the blame on them or end up taking all the responsibility entirely on yourself. By asking what
would have to happen to move you from the C Box to the A Box, you’re not placing an emphasis
on where the responsibility is and you’ll end up learning something very interesting about them.
They’re either going to give you all answers about them (which means they’re good at taking
personal responsibility and it might mean they are a little afraid of you), or they’re going to give
you all answers about you (which means they’re not good at taking personal responsibility), or
they’re going to give you a balanced list of things.
BE SURE THAT YOU ARE LISTENING TO WHAT THEY SAY

If they give you answers about how you could improve things, LISTEN TO THEM.
When your employees give you feedback about what you can do to help them enjoy their jobs
more and be more productive, THAT IS CALLED FREE CONSULTING.
Whether you like it or not, whether you agree with it or not, just say thank you, write it down, and
think about it another time when you don’t feel attacked by the feedback.
Hopefully you have ended up with some feedback about how you could improve, and how you
could make their environment better for them. If you didn’t get this, and you only have stuff about
them or stuff about you, then keep probing until you have some of both.
5. Now you need to get them to make a commitment to make the improvements that they
want to make.
YOU: All right, what has to happen in order for you to make this improvement? How can I
support you in making this improvement?
The key thing when you’re doing this process is to be open, supportive, friendly, and warm.
You want the employee to know that your goal is for them to succeed.
HOMEWORK
1. Write a policy for how often you will do staff reviews and add it to the policies section of
your procedures manual.
2. Practice the staff review.
a. Read the scripts several times.
b. Practice the review script with a teammate.
3. Bonus: print off the graph template and figure out which box you fall in. Mark where
you are in your Energetic Contribution and your Productivity on an average day and
on an off day. Be honest–it’s just you looking at it! Then, determine where you land
between those Xs and ask yourself, “What would have to happen to move from
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where I am to the top left of the A Box?” Keep asking yourself that question until
you have a list (a page full) and that list will talk to you about some habits you need
to create, habits you need to change, etc.
“What would have to happen to move from where I am to the top left of the A Box?”
86
Day 26 - Never Get Sued or Always
Prevail
How to create a really good employee filing system
Step One: Print out the template below, and staple it into a file folder.
The template will have a place for your employees name, contact information, start date, position
and so on. Below it will have a log, with a space for time, and for notes. This is so you can log
your history with that employee.
Step Two: After your new employee’s been hired, log any interaction, training or onboarding that
is done with them along the way. Such as:
1. When they come in for their induction you write down the date, who they were inducted
by, and the signature of the person who inducted them.
2. If you send them for training, you put that in the file, when it happened, and what training
a. If they received a certificate of some sort, copy the certificate, and put it in the file.
3. While they’re working, if they do something wrong such as show up late, then you take
out the folder, write down the date and what they did wrong, and you initial it.
4. If you need to have a corrective conversation with them, you write down why, and book a
meeting with them. After or maybe even during that meeting, write down what was said,
the date and initial it, and when necessary you may want to have them initial it as well.
87
The main idea is that you are documenting the relationship, that they were hired correctly, they
were inducted correctly, they were trained effectively, they have been corrected when needed,
and they have been given every possibility to succeed.
This log stays in the file, along with any other paperwork, emails, conversations or documents
that you feel are necessary to record this relationship.
Step Three: In the event that you have let an employee go and a lawsuit has come up against
you.
After reviewing the merits of the case, if the grounds for the suit are unreasonable, you're going
to go to court with that employee file in hand. In fact having this file can even prevent you from
having to go to court, if you send in a copy ahead of time for review.
Then you end up needing to go to court, bring two or three other files with you. The judge may
suspect that you fabricated the file just for that specific case, but if you have others, then you can
prove otherwise.
If you build your employee files this way and track their whole employment history with you.
When you walk into court, it’s no longer he said, she said. The judge will see that you are a model
employer, that you have evidence to back up your employee’s history and they will side with you.
The key is to make sure you have the backup to demonstrate that you provided good training,
good opportunities for correction, chances for advancement of employment, etc.
HOMEWORK
● Get a file folder.
● Copy the template provided on the next page and Print it.
● Fill out at least one employee file for your records. If you are the only one in your team,
then make one for yourself, just to get in the habit.
If you want to go the extra mile, you can use the next two days to do your whole company all at
once. Or you could choose to do one once a day over the next week.
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Employee Personnel File
Full Name: Home
Phone:
Date of Birth: Mobile

Phone:
SSN: Personal
Email:
Home Address:
Emergency Emergency
Contact: Contact Tel:
Employment History Log

Date Description Initials
Employee file created
New employee welcome meeting/culture meeting completed
I T Department: Email account created & set up
I T Department: Phone extension created
Marketing: Business cards ordered
HR: Health and Safety interview and tour complete
Personnel File
Date Description Initials
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Day 27 & 28 - Review &
Implementation
Congratulations on completing another Week! Celebrate yourself for following through and doing
the homework.
Did you watch all the videos this week? Take some time to rewatch any lessons you may have
missed.
Additionally, use today to continue building your HR filing system for all employees.
How did you find the exercises this week? Connect with the Tribe and share your stories: did
anyone else have similar experiences with employees? How were these handled?
How do other companies handle their Staff Reviews?
What changes, if any, are you going to implement starting now?
90
Day 29 - Continuous Incremental
Improvement
The magic of compound returns: the idea that if you put a dollar away every day at 16, you’ll be a
millionaire at 65. If you improve every day, you will notice exponential change in your business
even though it feels incremental and short.
Key to Incremental Improvement:
● Don’t try to do it on your own.

○ You are responsible for many ideas and improvements in your business, but some
of your VERY BEST ideas are going to come from your people.
○ Facilitate a conversation by which you can get free consulting from all the people
around you.
● You can use:
○ Your employees
○ Your shareholders
○ Your friends
○ Or even your customers
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HOMEWORK
THE THINGS I AM TOLERATING
What I can change What I can not change
1. 1.
Action Steps: Action Steps:
Who can help: Who can help:
2. 2.
3. 3.
4. 4.
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5. 5.
6. 6.
7. 7.
8. 8.
93
Day 30 - Creating a Kaizen System
HOMEWORK
To create your Kaizen system for continuous improvement, you can use the template below. Copy
the template into your own spreadsheet and begin populating it with past or current tickets. This
will allow you to start auditing and tracking the recurring issues.
Ticket Date & Impacted Description of Ticket Resolved Resolution Note

Number Time Party the Problem Owner Date
(Department)
94
The next step is to verify that each of the five issues have since been resolved. In each case,
audit the situation and where people were impacted (customers, employees etc.) physically
contact them (phone or in person is best) and check to make sure that the issue was truly
resolved to their satisfaction. Please note the details of each audit, below:
Ticket Resolved? Audit Notes: What happened when you contacted the impacted party?
No
Finally, review all the issues and notice if there are any trends or common threads that might have
contributed to them.
95
Day 31 - Iceberg Spotting
Examples of Icebergs
● Your business only has one supplier for their product.
● A global pandemic.
● Your business has one client that brings in the majority of your revenue.
● There is one employee that your business relies on heavily.
● A change in the economy.
● Technological development from your competitor.
● A change in legislation.
● A competitor has a better business or marketing plan.
● The market gets flooded by similar products.
● Relationships with your employees
● Relations with your clients or suppliers.
● Computers or computer programs now being able to do the work of your company.
● Poor customer service team.
● A competitor starts offering the same product or service much cheaper or free.
● A single employee that is so crucial that losing them - for whatever reason - would be
very disruptive or fatal to your business.
96
HOMEWORK
1. Brainstorm and think about all the potential icebergs that your business/industry could
face. They can be both internal or external threats that can become potential icebergs to
your company.
2. Do an iceberg spotting session with some members of the Tribe.
97
Day 32 - Iceberg Avoidance Plans
HOMEWORK
For each iceberg you identified yesterday, please write three paragraphs:
1. What opportunities this iceberg might create for you.
2. What you can do now to be better prepared.
3. What you will do at the time if it happens.
Iceberg:
Opportunities:
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What I can do to be better prepared:
What I will do if it happens:
Iceberg:
Opportunities:
99
Iceberg:
Opportunities:
Iceberg:
Opportunities:
100
101
Day 33 - Kaizen Policy
HOMEWORK
While it will be important to deal with challenges as they come up, it is also important to have
regular review sessions planned.
1. Decide on the response time for current non-conformances:
Non-conformance Type Response Time
Customer-related
Staff-related
Supplier-related
2. Schedule a review of all non-conformances to check for patterns.
3. Schedule your iceberg spotting sessions.
102
Day 34 & 35 - Review &
Implementation
Continue Iceberg avoidance plan today
2. Celebrate yourself for following through this first week! How can you reward yourself for
your progress?
1. 2. Reflect on what you have learned so far. What were your 3 main takeaways from the
first week of the Quest?
103
Day 36 - Inception Marketing
There is no homework today. Feel free to rewatch the video lesson and then reflect on the steps
required to create your Inceptive campaign:
1. Determine your overall target market.

2. Identify your ideal target market.
3. Do some market research.
4. Create an engagement pitch.
104
Day 37 - Target Markets
HOMEWORK
1. To identify your ideal target markets, first start by creating your Overall Target market.
Determine everybody you would like to sell to. Don’t put limiters on your overall target
market. (Limiters are anything where you say “people who would like...” or “companies
that are interested in...”) You’re not only selling to the people who are already interested in
the product. You are selling to people who might not be interested (yet), and people who
don’t know about your product (yet).
My Overall Target Market is:
105
2. Niche or segment your Overall Target Market into specific subsections.
Create a master list of 5 to 10 ideal target markets.
My Ideal Target Markets
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
3. Pick one that you're most excited about.
106
Day 38 - Get their attention
HOMEWORK
After reviewing the Engaging Headlines ebook it’s now time to think about pitching to your Ideal
Target Market. Here’s how you can start:
1. Do a Psychological Evaluation of your Ideal Target Markets.

a. Pick one of your ideal target markets.
b. Think deeply about developing a campaign for them. How might you get their
attention? What do you need to say to get their attention? Where should you put
your advertising to get their attention?
c. Get to know them; try to understand everything about them and their needs.
Deep-dive into their heads; Empathize.
d. Do some surveying. NOT what’s important to them about your product or service.
What’s important to them in their lives.
107
2. Create 5 possible engagement pitches for your ideal target market.
Make them a promise and make them want to pay attention. Consult the book “Engaging
Headlines” for help with this step.
1.
2.
3.
4.
5.
108
Day 39 - Inceptive Stories
We use stories because stories evoke emotion, and emotion is the glue of memory.
HOMEWORK
1. Decide on the format of your inceptive story
Inceptive Story Formats
1. You tell a single, overarching, engaging story,

and inside that story you are helping that
person come to the realization that they want to
buy your product or service.
2. You give them information in bullet form but tie

that information down with individual stories to
make a point.
109
The key component of inceptive stories: is to DELIVER ON THE PROMISE YOU MADE IN THE
ENGAGEMENT PITCH
Think back to the wedding photography example. If you say that you are going to provide
specific information, you need to provide that information.
Use your Engagement Pitch to deliver your Inceptive Story:

● You have information to provide (deliver on your engagement pitch)
● Provide this information using your inceptive story
● Option 1: tell one story that will cover all the information you intend to provide
○ Peppered with anecdotes, statistics, and data
● Option 2: tell a story for each piece of information you provide
● The stories should be engaging and include emotion to make them memorable and
relatable
Whenever you provide information with a good story attached to it, you can create:
● Credibility
● Authority
● Virality
● Reciprocity
There are only 3-5% of people

who are actively looking for your
product at any point in time. This
leaves 95-97% of people that are
there for you to convert!
There are 2 REALLY good reasons for converting non-buyers:

● There are so many more of them
● The people you convert will be the most loyal customers
○ Because you fixed a problem for them
○ And you have credibility and authority because you changed their minds
REMEMBER:
● Deliver on what you promised in the Engagement Pitch
● Decide if you are going to:
110
○ Deliver a story peppered with information that is designed to lead them in a
certain direction to buy
○ OR deliver them a menu of information peppered with stories that build your
credibility
● Once you decide the structure, include data that will lead them to the conclusion that they
want to buy
2. Plan your story.

What is the focus of the story? How does the story take place? What information do you
believe will move them towards a buying decision?
111
3. Write your story in the way that you want to deliver it.
112
Next:
4. Set the buying criteria
A Note on Selling
Most people have resistance about selling

● Especially selling themselves or their own product or service
So what if your inceptive campaigns are so good that they just lead people to
want to buy?
● THAT’S THE GOAL

● The goal is that your campaign is so effective that people just naturally
arrive at the conclusion that they want to buy, which will make the whole
selling process easier!
How to set the buying criteria:

Advice that you’re giving a prospect about how best to buy your product or service.
● NOT a shallow, self-serving list of reasons they should buy from you
● It needs to sound like, look like, and be genuine advice
● What if you had a relative that you really cared about, and they needed to buy what you
sell, but they couldn’t buy from you. What would you give them as a checklist to make
sure they’re buying properly?
● When delivered properly, a buying criteria list can absolutely filter out your competitors
○ People aren’t so concerned with price; they’re more concerned with doing
business with you
● When you are giving advice through the lens of credibility and authority, it is good advice
● You don’t have to give the list all at once right at the end
● You can pepper the list throughout your presentation or campaign
● Don’t try to filter out competition with one point
● Looks transparent
○ Use all ten (or however many you choose) points to filter out competition
○ You may also notice when making your list, that there are things on it that aren’t
true YET
● Things that will set you apart, that you need to do
● EVERYTHING on this list should be real, empirical, and measurable.
113
My buying criteria list
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
5. Record yourself telling the story, OR write it out completely. Share it in the Mindvalley
Tribe.
114
Day 40 - Make It Easy for Them to Buy
115
HOMEWORK
Create your Inceptive Marketing Campaign by using all that you have learned this past week.
Test it in the Tribe.
There are three components to making a compelling offer:
1. Make it as simple as possible

● Easy to transact
● Let them pay the way they want, payment plans, etc.
● Remove all barriers to purchasing (e.g. Amazon’s one-click purchasing)
2. Make sure that through the course of your marketing, you’ve created price juxtaposition
● You’ve demonstrated that the value proposition that you’re making exceeds what
it costs for them to join the program
● Value you give them massively exceeds the investment you are asking them to
make
3. Risk reversal
● Make it easy for someone to buy your product and feel safe
● Give people case studies and testimonials
● Offer a money-back guarantee
BONUS: Write a paragraph about whichever of the following better applies:

1. How are you using Inception Marketing in your business right now, what kind of results
you are getting and what you could do right now to get even better results?
2. Why have you not yet taken action with Inception Marketing and what has to happen for
you to move forward now?
116
CONGRATULATIONS ON
COMPLETING THE QUEST!
You are now much closer to achieving true Business Freedom!
117

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Business Freedom

A Six Week Strategy for Creating

UNDERSTAND THIS FIRST 7

HOW TO MAXIMIZE YOUR EXCELLENCE 8

BUSINESS FREEDOM AUDIT 13

‘DECLARATION TO ME’ CONTRACT 20

YOUR PREPARATION CHECKLIST 21

Day 2 - What Is Your Ideal Entrepreneurial Path? 24

Day 3 - What Is Your Vision? 26

Day 4 - The Intentional Entrepreneur 29

Day 6 & 7 - Review & Implementation 33

Day 8 - Setting the Course Pt. 1 34

Day 9 - Setting the Course Pt. 2 37

Day 10 - What Business Are You In? 40

Day 11 - Revenue Attraction Plan 42

Day 12 - Financial Forecasting 45

Day 13 & 14 - Review & Implementation 49

Day 15 - Exit Strategies 50

Day 16 - Serving Notice 52

Day 17 - Procedures, Policies, and Templates 56

Day 18 - Situational Awareness 58

Day 19 - Shopping For People 60

Day 20 & 21 - Review & Implementation 65

Day 22 - How to hire, train, and retain Superstar Staff 67

Day 23 - Laying the Right Foundation 73

Day 24 - Creating Addictive Employment 75

Day 25 - The Ultimate Staff Review System 79

Day 26 - Never Get Sued or Always Prevail 87

Day 27 & 28 - Review & Implementation 90

Day 29 - Continuous Incremental Improvement 91

Day 30 - Creating a Kaizen System 94

Day 31 - Iceberg Spotting 96

Day 32 - Iceberg Avoidance Plans 98

Day 33 - Kaizen Policy 102

Day 34 & 35 - Review & Implementation 103

Day 36 - Inception Marketing 104

Day 37 - Target Markets 105

Day 38 - Get their attention 107

Day 39 - Inceptive Stories 109

Day 40 - Make it easy for them to buY 115

The Map of Your Quest Ahead

Your Learning Tools

1. Daily Video Lessons

You Transform Through Practice

Start with a Beginner’s Mind

4 Tips to Get the Most Out of This Quest

Step 1 - Why Are You Here?

I decided to start this Quest because:

This is important to me because: (Include what or who this could benefit)

By the end of this Quest, I am…

Step 3 - Self Supporting Beliefs

Section One - Ownership

1.2 We have a clearly defined leadership development program.

1.3 We have a clear business continuity and contingency plan and

1.4 We have a documented ‘threat’ analysis or ‘Iceberg Spotting’ plan and

Section Two - Marketing

2.1 We have a solid, attractive, search engine optimized, and strategic

2.2 We have a clearly defined social media presence and plan.

2.3 We have a completed and approved branding guidelines document for