Want to set and achieve ambitious business goals that align with your vision? In this episode, Gwen Bortner takes co-host Tonya Kubo through a live version of her proven 5-3-1 goal-setting strategy. Listen to how Gwen walks Tonya through breaking down her long-term aspirations into manageable milestones, starting from five years out and working toward the present. It’s not all about Tonya, though. Gwen steps out of the scene often enough to highlight how you can apply her signature method to yourself. Listen to her demonstrate how to extract goals from within you that you may not have even realized. Get ready to witness the artistry of goal setting and learn how this powerful strategy can transform your dreams into reality.
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Watch the episode here
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5-3-1 Strategy For Goal Setting: Achieve Your Dreams, Bigger Than Imagined
Are you ready to scale your business? Are you ready to achieve goals that are like the size of your dreams, the size of your imagination? I can’t say that’s necessarily what we’re doing, but what I will tell you we are doing is we are going to show you a proven actionable goal setting strategy that we use right here in everyday effectiveness to set ourselves and our clients up for major success. Honestly, it’s one of those things that’s easier than you think but also easier said than done. Which is why we’re walking you through it.
Whether you are ready to grow or ready to scale, our 531 Strategy for goal setting can make all the difference. My name is Tonya Kubo, just in case you’re new to the show and Gwen Bortner, my favorite operations expert. Together, what excites me most about this episode is this is Gwen’s signature method that I have personally witnessed helps so many entrepreneurs. What I will say is when I started working with Gwen, I was doing my own like strategic planning/goal setting workshops for my clients.
Now, we do them in a group setting and people would tell me all the time like, “I wait all year long Tonya for your strategic planning workshops. They work better than anything that I’ve ever done before.” I’d be like, “Yes, because I have a strategic mind. I am awesome.” I don’t actually say it like that.
That’s true because you do have a strategic mind and you are awesome. You’re great at facilitating those kinds of things.
Thank you.
I’m not surprised by the response.
I do think that I am particularly gifted at that. when we started working together, you had one of these goal settings sessions already planned and you asked me to sit in to take notes. I have to say, I was bold away because I knew exactly what you were doing and yet I found myself so distracted by the artistry in which you did it. I’ve now sat in probably in about ten or so, since we started working together. The artistry isn’t just like, “You facilitate a good call,” but how you were able to pull goals out of the client that they didn’t even know they had. What I want to do, Gwen, is I want you to just walk us through your method and why you think it works?
What I’m going to ask to do instead is we’re going to do it semi-live. I say semi not that it’s not live but the semi part is we typically give this process an hour and we’re trying to keep our episodes shorter than an hour. What I want to do is do the process with you and talk about one each piece is happening. It’s not quite truly a funny one, but if you give them a feel for it and understand why the way we do it works in the way that it does work. That’s the easiest way to do it instead of trying to explain it. I know when I explained it to clients, they’re are like, “That’s not going to work with me,” and then we go through it. It’s like, “That was amazing.”
I could totally see that because honestly, I’ve heard of the framework before and I’ve never seen the framework like this. I am willing to be a good soldier. I volunteer. I heard as I get free coaching and I’ll take that. Where do we begin?
The first thing we’re going to do is make it clear that although Tonya does work with Everyday Effectiveness, she is an independent contractor with her own business and her own clients. I want you to do that from that perspective. Not someone who works with me. You’re putting on your TonyaKubo.com hat. Not your “Chief MOO for Gwen” hat.
I love how you refer to that the same way I do. Whenever I’m talking about my own business, I’m like, “This is for TonyaKubo.com. Not for Everyday Effectiveness or any of my other clients.” TonyaKubo.com hat. I got it.
What Will be True Five Years From Now?
Where I started is I will explain. We’re going to start at five years out. I don’t like looking at ten years particularly with the type of business that I usually work with because ten years is just little too far out. Lots and lots of things. Not that looking ten years out is bad. I know there’s some people who love looking ten years out. I’m not saying it’s a bad, but I find it’s more productive for us to look five years. What we’re going is we’re going to come up with some information at five years and then what we’re going to do is say, “For that to be true in five years, what would need to be true in three years?”
We’re going to talk about that a little bit and what we do and we’re going to say, “For that to be true, what would need to be true at the end of 2024?” We’re running this near the end of ‘24. In this context, we’re going to say, “What would need to be true at the end of ’25?” Only for people to have context of when this is because we know this stuff lives forever. If they’re looking at it in 2030.
That’s the general process which I usually explain to my clients so that they get they get a feel for it. Where I start is different at the five year because the first thing I’m going to ask you, Tonya, and I’ll let you share it in a way that you feel comfortable sharing publicly because we don’t usually do this publicly. You can put your own constraints on it. I want you to think about what do will most likely be true. Now, we can’t predict the future but the examples that I often give are ages of children, status of partners, spouses or whatever, ages and possible statuses of parents, our own age and status and retirements. Thinking about all of those things.
I say that we likely believe will be true. All sorts of things. Goals will go astray. Instead of saying, what do I want my business to be in five years? Let’s not start there because that’s like this big giant white piece of paper that could be very intimidating. Instead, let’s start with, what are things that will likely be true in five years? Give me just 2 or 3 quick answers.
I’ll be in my early 50s. Brian will be in his mid-50s and the girls, we’ll have one who potentially will be in college. Definitely out of high school and the other will be preparing for high school.
That’s a great example, and if I remember correctly, both of your parents are no longer with us.
I am an orphan. That’s a good point, though. I have a different set of circumstances and possibilities because I’m an orphan. Brian’s mom is still living. Brian’s dad died before we met. We do have one aging parent in the mix but it’s not my direct aging parent and I don’t have siblings.
All of so all of that plays into this equation and what we would sometimes dig deeper into that. We’re not going to in this environment. We’re trying to keep it compressed. The reason that we start with all of those things is we often set goals without considering what the things are that are going to be happening in our life that we have minimal control over.
You can’t stop those girls from aging. Whether you wanted them to or if you wanted them to age faster. You can’t do that, either. It’s a both and. Often what we start discovering when I say that is people are like, “All of the kids will be out of the house,” or “The kids are going to be like 10 and 15.” That’s a busy time for kids, if you have kids. Part of this is when we set goals, we often forget that we need to set them in context of everything that’s going on in our world.
They are not siloed, even though they’re the business goal. The other thing that sometimes I have to remind people is, although, you said mid-50s, I believe is what you said. For some, that feels old but since I’m quite a bit older than that now, what I can tell you is it’s not that old. There’s a lot of time yet to hit other goals that may not be appropriate for this place, the stage of your life. That’s one of the big reasons people struggle with goals.
They are setting goals separate from what is appropriate with their time, energy, family situation, and financial situation. The list goes on and on, for where they are or will be at that point. Most likely will be at that point in time. They’re setting themselves up for failure right off the get-go. That’s the first thing. That’s where we start. Given that piece of information, what is something that you would like to be true related or unrelated but tied together with that information for your business that you’re willing to share publicly?
I would love to have a 20-hour work week.
That’s a great example. You’d love to have a 20-hour work week. I’m afraid to ask you this because it’ll make me probably feel bad. How many hours are you typically working a week? I feel like I’m a major contributor to this.
Here’s what I will say. I am contracted 50 hours a week. Sometimes it’s longer.
I was going to say, so that probably means closer to 70.
Some weeks, yes.
I understand how these things work. I am a contractor for long time in a lot of environments, so probably always 60 and probably sometimes 70.
Probably.
That’s just the way the nature of that works.
Nature of the thing.
One of the things that I would say in this case is, what we’re talking about is cutting two-thirds of your work day away. That’s a lot.
That is a lot. I have five years.
That’s still a lot. This is part of my process is to raise these things and say, “Is that feasible? Do you think we can do that?” The other question in this case that I would ask is, can you reduce your work hours to twenty and still make the income that you want or need to be making at that time?
If we were working, I’d be like, “That’s why I’m here.” I don’t know the answer to that question. I know what the gurus tell me. I’m just one funnel away.
We feel about that, and because I know how you work, you’re not doing a lot of work that truly is what I’m going to call project work. Where I can put in two hours and deliver something that’s, I’m going to give a ridiculous examples for the moment. My two hours is delivering a million-dollar value and so I can charge $200,000 for it.
No, I’m not the guy who knows where to put the little toggle at the nuclear power plant.
You’re probably closer to trading time for money. That’s a whole other conversation we’ve talked about having and when we do, we’ll link that show in the future. As a society in the entrepreneur world, were we sold the bill of goods that were trading time for money is evil and that’s not true. Most of us are trading time for money in a lot of capacities. As soon as we accept that, it allows us to make different choices. That would be what my next question is, can you do that? Typically, we would talk more about what that means.
What Needs to be True in Three Years?
I would ask for specific numbers and say, “That means that. Do you feel like you can get that?” We would have a whole conversation around them. Let’s assume for the minute that yes, you can. Twenty out, you can earn what you need to earn. Maybe because you’ve said, “I don’t need to earn as much or whatever.” Twenty hours feels right. Let’s just say we all agree on that. The next thing I would be asking you is, for that to be true in five years, what needs to be true in three years?
You can’t just cut two thirds of your time instantly without some prep typically unless something disastrous happens, which generally calls the stress and burnout. We’re not trying to do that. We’re trying to do this in a very manageable sustainable way. When I say that, what do you think your answer is to that? What needs to be true in three years?
I have three answers.
That’s okay if all were good.
One would be that I have a portfolio of digital products that I sell so that can help offset the income. Another is that I start streamlining my client base. Rather than working at the level that I work for five clients, I consider myself at capacity with 2 to 3 clients. The other thing that would have to be true or may have to be true is to build out a team. Still same amount of work. Maybe less in my pocket, but still same amount of workload spread around more people.
Build out a team so that the same amount of work may become less in your pocket but spread around more people. Share on XWhat I would do at this point, we’re not going to do it this time because too much time. Typically, I would be poking at each one of those options and helping you decide. When I say poking, this is where we talk about accountability. It’s reflecting back to you and saying, what I’m hearing is this, does that seemed true to you? Does that feel comfortable to you? Do you think that you can do that? Does that align with you?
I’m going to quickly just poke a hole in each one of these. You do not need to respond to them but the type of question that I would ask. I’m not taking notes, I don’t remember what all three but we’ll see how I get there. One was selling digital products. If I had said that, if our roles were reversed, you would poke back at me hard because you know I have some strong opinions about that or myself. Not that it’s anybody else’s right answer or wrong answers.
That would be one place that I would poke. I know you well enough to do be like, “I still think I would need to poke there a tiny bit.” One of them was reducing your client load in a particular way. That one feels a little more aligned, as I said, because you and I know each other and whatnot. I don’t have to put quite so hard but I also know you like all the people you work with. I’m not sure that would be as easy as it sounds.
I would be poking of like, how are you going to make those decisions on who stays on the list and who doesn’t stay on the list? That would be where I would be poking on that particular one. Only my thought process. The last one was bringing on staff. Where I would poke on that it, because back to I know you, is to say, you’ve done this before and you decided you didn’t like it. Why do you think this time would be different?
Let’s poke there. That’s a good one.
Let’s pretend we decide that is the answer of these three.
That is the answer.
Sometimes, it’s a combination of all three. There’s not like there’s one right answer and these others are bad. Sometimes it will be like, if we do a little of this and a little of this then we can do the whole thing. Let’s just assume just for simplification purposes, we say, “There we go. We think the best answer for this is that you’re going to bring on some additional staff to help you so that you personally are not working as many hours.” My poke, is you’ve done this before. Why do you feel this would be different?
It’s because when I did this before, it was under an agency model and what I recognized is with the work I do, especially with online community design. Agencies don’t have the margins to support pain somebody a living wage and delivering great service. When I think about down the line building on a team, I think more about building out a team that allows me to still be the principal. I’m not looking at my team to do service delivery but I’m looking at hiring a project manager to keep track of dates, deadlines, and deliverables.
Hiring somebody maybe who maybe a different person or maybe the same person, who handles the client facing. Making sure that we get what we need when we need it so that I can spend my time doing what I love, which is the strategy, the execution plans, and being a thought partner to my clients.
You know me well enough to say I relate to that answer.
I may feel that way because I’ve seen it modeled and I hadn’t seen it modeled before.
There was nothing there that raised a flag. There might have been some if we went further. I’m just going to keep reiterating. There’s more dating. There’s a little more pushing on all of this because I don’t want something to say, “That wasn’t that fabulous.” We’re giving little snippets along the way. As you’re saying that, it’s like, “I can see that work because I’ve seen it work personally as well and figuring out where those parts are.”
For that to be true in three years, usually at one, I’m only looking for one. At three years, sometimes I’m looking for a couple things that may need to be true. Although, this time, we’re focusing very much on business and this conversation. Sometimes there’s personal stuff associated with this as well. For instance, I’m going to knot your situation. If you had said, my youngest will be in second grade or in kindergarten and my older child will be in second grade in five years. I’m making that up.
One of the things in three years is, I might need to be bringing on some additional child care possibly. It doesn’t feel like it’s business-y, but that is business-y because they’re going to need more attention and I may or may not be able to give that attention at this point in time based on a lot of things. It’s not always just business things that were identifying. Sometimes, it’s like, “It’s because of life situation, there’s some other things that may need to be happening over here as well.”
How to Base 1-year Goals on What Must be True in 3 Years
Bringing on some staff to support you on more of what I’m going to call administrative types of activities in three years. What would need to be true in one year? Keep in mind, generally at one year, we’re looking for usually 2 to 4, and sometimes 5. Three is the sweet spot of key things that need to be happening within one year. In this case, as I said, we’re going to use the example of by the end of 2025.
I had a different answer to that question, but what came up is, given what I said I’d love to do in three years. I think that in 2025, I need to be looking at, maybe not necessarily hiring a project manager to come on and help with the work. At the very least, having the foundation built up so that a project manager could come in and truly helped me. Whether that’s documenting processes or even having a job description for what I would want from my project manager.
There’s probably multiple things here that probably all need to happen. Typically, we would spend time and I would help you start holding that because what you said is true. You probably do need to start documenting processes. You probably do need to think about, is this one role or two rules, because you talked about project manager but you also talked about customer support. I know what you do, chasing down deliverables is what you’re talking about.
I could see that being the same person and I can see how that is one rule. I also can see how that might be two roles, so getting clear on, are these separate roles or is this one rule and understanding that. Starting to document it and say starting to look for your holes in where you are making logical jumps and maybe somebody else wouldn’t be making these same jumps because they’re not already in your head. We have lots of conversations about that around here. No shame on you at all. It’s the being a human.
I would also be interested in why you be waiting for a full year before you’d be hiring that person because what I find a lot in my conversation, this would be one of the places that I would be poking a little bit is we often try to give ourselves more time on the things that scare us a little bit but getting done faster. We give ourselves no time on the things that are more complex and need more time but seemed more fun for lack of a better word. What I heard which may or may not be true, which is why I would poke at a little bit, is I’m a little scared about this. This doesn’t feel that fun. I’m not sure that I want to be sharing this space yet so I’m going to push it off.
You’re good at this. There’s a couple of things that come up. It’s so funny because I have watched other people in this chair, so to speak.
I know you have.
I’m like, “How does that happen? How does she do this?” It’s two things. Thing number one is, I don’t feel like I have the margin to bring on a team member and do all the other things that we do, which then brings up the real thing that I don’t want to address which is the need to raise prices. I have some legacy clients. When I started in business back in 2007, I didn’t think much about pricing structure. I was just willing to accept whatever people would pay me.
When I started to put my big girl CEO pants on in 2017-2018, I made a decision that if a client stuck with me, I was never going to raise their prices. I’m not going to lie, Gwen. You’re going to laugh, but I never thought clients would stick with me without a break in service for this long as they have. I thought, “It’ll just be attrition. Clients will exit. A new client will come in. They’ll come in at current price and it’ll all work out.” I’m a victim of my own success in that. More than half of my client load are legacy clients under very low pricing. It’s not that it’s not market. It’s just not sustainable at this stage because I can’t hire help in some cases, for what they pay me. I don’t like saying that out loud. That was not fun.
I know what I make my clients do that all the time and they’re always surprised. I say make, but I don’t. I just asked the right question and all of a sudden, they’re blurting it all out. They’re like, “How did that happen?”
I’m screaming. Keep going.
One of the things that I say a lot is at any point in time, one of the most important things we do is make a decision because the indecision is usually costing us more than whatever decision we make. You made a decision early on that I’m going to say if you stay in, you’re doing all of that. I love that. I also know what a person of integrity you are. It’s one of the reasons I love you and I like working with you and all of the things. I’m not going to say anything negative about that because that, to me, is also super important. I also say there is nothing that is permanent. You can make another decision.
At any point in time, one of the most important things we do is make a decision because indecision is actually usually costing us more than whatever decision we make. Share on XThis would be one of those situations where if I was officially coaching you on this, which technically I am. I would say it’s time that you make another decision. Everything you just said out to the entire universe is part of what I would say is, “It never occurred to me that someone would stick with me this long,” and all of you know that everything has gone up since 2017.
What I thought was a strong example and incentive and it was me being an integrity and doing all of those things. I can’t do anymore. My approach, because I had to do something similar quite a while back. I’m going to give you a couple options of how we’re going to solve this. You compare what those options are. If we were doing this for real, even though this feels very real, I would take you more through that process. We would talk through those details and think about what feels in alignment for you, them, the offer, and all of those things. I wouldn’t completely leave you hanging.
What I would also point out is, what we’ve gotten to is there is at least two things we have to do before the end of ‘25. One is raising our rates and one is prep for hiring a project manager. We started with we’re hiring a project manager and I’m just using that generic description. What we got to is, there’s also another thing that has to happen.
Now, we’re saying by the end of 2025, but that doesn’t mean that’s the actual date we’re going to put on it. That may be something it has to happen by June 30th of 2025. That’s where we would go in the more detail and put some dates on that. You’re not going to be prepared to hire a project manager if you haven’t raise the rates before that time.
That’s something that I’ll step out of the scenario for a moment and say that I’ve appreciated in observing you do time and time again which is going okay. That’s a great goal to have by the end of 2025. However, you can’t start it on December 30th of 2025. As you’ve said before, there’s ten steps to get there. We’ve got to back up into step one, which is going to have to happen come March 1st in order to get to step ten by December 30th. That is something that I don’t think people do.
I think people think so much and I’m guilty of this. I do this with Christmas every year. “Christmas is December 25th. Oh my goodness, Christmas is this Thursday?” It’s because I have been so focused on Christmas being December 25th. I bypass the fact that were already at December 23rd and I think goals happen the same exact way for people.
We talked about this quite often but this is the power of our weekly course of action process that we use with our clients. As we help them think through what needs to be happening on any given week to get to the point so that we aren’t trying to achieve all of our goals ten days before the end of the year. The other side of it is, if you can achieve it in ten days before the end of the year, that was only a ten-day goal. That was not a year goal. We could have had that done by January 15th. How much more could we have done? To me, it’s that balance. I know this particular episode went a little different than you probably were planning, at least.
We went left field but that’s okay.
I also think it was good.
In Under 30 Minutes, Tonya’s Goals Crystalized
I wanted spend some time. First of all, I want you to wrap up however you feel like we should wrap up this piece and then I have some questions.
I feel like we did enough for this. We would take a little bit further but for the purposes of how we’re handling this example I think was a great example. I do appreciate your trust in me to do this in a way that you didn’t feel like fully exposed badly. Even though you did become a little more exposed than you were expecting.
I’m a little sweaty. I’m not going to lie. I’m glad that we don’t have smell vision around here. What I feel like I should say wearing my marketing officer for Everyday Effectiveness hat is that typically you don’t do these as a one-off. This is part of a client relationship and is usually followed by the weekly course of action. Where after you have the one-year goal, then you map out like what needs to happen over the next thirteen weeks. There’s that mutual accountability process that our team practices with clients that carries it forward.
It’s not like you just exit stage left going, “I’ve got to raise my prices and hire a project manager. I’ll come back when that’s done,” because it’s a much more iterative process than that. Some questions I have, Gwen. I want to say, how do we get here? Yet I can watch the recording and know perfectly well the series of questions but I think what I’m most interested in or when I experienced is what I thought was the problem ended up not being the problem and we got there in like under 30 minutes.
I have been chewing on the idea of raising my rates since January. Let’s just say eleven months or so, by the time this episode airs. I only came up with the idea of needing a project manager, versus a different type of service provider. I was like, “That’s the piece,” because when I did my own time like task study, I recognize a lot of my time goes to chasing down things that are due to me and babysitting deadlines. How did you get me there in under 30 minutes? I’m fascinated by this.
I’m magic.
That’s just good of a reason as any for me. I’ll take that. You could have told me you manifested it. I would be like, “Oh, alright.”
Part of that is the answer. It’s a crappy answer and I understand that, but part of that is the answer that I have for as long as I could identify it. Looking back even further, I was like, “I’ve been able to do this for a long time.” I can see a path and I can see where there’s a hole or something to poke and check and to ask a question that gets closer to what the thing is very well. I would love to say, “The way you do that is.” I have no idea how to explain it. I don’t.
I do think it is part of my own superpower. We all have our superpowers. I don’t think any of us fly, but maybe someone does but it is a superpower. I’ve learned that I have to just know that it is part of my superpower and it is one of the unique things that people get when they work with me and they’re not going to get from anybody else. Someone else may have that same super power but it’s not going to be what you should expect from everybody who does something even close to what I do. That’s not a great answer that I have.
No, but it made me think of something else. I’ll take that answer because it reminded me. What I was going to say is, it showcases the power of having outside perspective. I have Biz besties. I have people who are in my circle and hold me accountable to what I say I’m going to do all the time but there’s the outside perspective from somebody who is invested in your success while also able to not projecting their own stuff.
I have had conversations like this and have had people say, “If your daughter’s going to be in college, you’ll probably want to take more time off to go see her, or you’ll have an 8th grader. That’s going to be an emotional year. You’re going to have to take time off and do this in this and this.” Suddenly, I’m designing goals toward what they would want to be doing at that phase of life and not necessarily what I want to be doing. I don’t even realize it.
This is the thing that as you know we talk about all the time when we do a quarterly review with our clients. It’s, are your goals yours? Have you taken society’s definition of goals, social medias definition, your family’s definition, you’re extended families, and cultural definition that? There’s all sorts of things that we’re bombarded with so early on and saying, is this what matters to me? I am not big on the feeler scale. People are always a little bit surprised because I do a fairly good job. I’ve worked hard to build but it is not my natural way and this is where it pays off. I don’t project my feelings onto you.
Are your goals really yours? Share on XI just see it in a very logical bit on/off way, which is probably why I was good at programming when I was young. On and off. No feeling. It doesn’t matter. That is where part of my natural being. I’m sure that’s associated with this superpower is, I’m not projecting a whole lot of emotions and feelings out toward you. That allows you to have your answer be your answer.
At the same point, someone pointed out a while back to me, which is one of those like, “It never even occurred to me.” I also don’t feel diminished when you’re more successful than I am. Most of my clients by what I’m going to call typical business success standards are way more successful than I am. I love that. I love that they are. I don’t have to get worried about what if they do amazing. I was like, what if they do amazing?
Both of those things together allow me to not be pre-populating your answer. Now that being said, because it’s important caveat. The better I get to know you, the better I will challenge you and say, “Based on what I know, what you’re saying is not true. That may sound like I’m projecting but it’s usually not. It’s me saying, “I’ve heard a lot of things from you and I’m going to try and reflect back to you what you’ve said.”
If you had said to me, “My eldest is going to be out of high school and will be in college.” Somewhere in a previous conversation, not here, you had said to me, “I know it’s going to be important that I spend a lot of time with her.” I would have reflected that back to you because I had that as information. I also have a pretty good understanding about the relationship between you and your daughter and all of the things. It’s like, “Time has got that part figured out.” I don’t need to add that in there. I can’t always do that because some of the relationship isn’t detailed and not for me to do that at this stage, but that’s an important element to consider.
Thank you and thank you for making me sweat. I’m just going to say thank you to our readers for reading this. This is a little bit of a different or a little bit of a departure from what we typically do here. What I like about this episode and the whole reason that I found it was important is we are at that time of year, if you’re reading shortly after the episode drops, where everybody is thinking to the next year. There is going to be no shortage of offers out there that are encouraging you to do some workshops, some program, or some whatever to achieve that big hairy audacious goal before your head hits the pillow at the end of Q1.
I do think it’s important to recognize that that’s not always success. It’s not always success for you. It’s not always success for me. What I love is we were able to walk through a process of goal setting that is unique and also highly relevant to where you are at this current stage in time. As you said, Gwen, it’s important to make a decision but it’s equal important to recognize that you can always make a different decision.
If you’re somebody who geeks out for the stuff or if this is the experience you would love to have with goal setting, I would love it. if you would visit us online at TheBusinessYouReallyWant.com. We have resources and tools there that can help you take the first steps in figuring out what it is you want from your business and what’s sustainable success means for you because it’s likely not going to be the same as what it means for me or what it means for Gwen. Don’t forget to come back to our next episode. We would love it if you would hit subscribe. We love comments. If you’re watching us on YouTube, we are here to engage in conversations. You can reach us at any time. The information for that is on the website.
Mentioned in This Episode
- Explore Gwen’s style of accountability through the Weekly Course of Action
- Find out more about Tonya’s work on her website or by joining her free Facebook group
- All resources mentioned on the show are available at TheBusinessYouReallyWant.com
About Your Hosts
Gwen Bortner has spent four decades advising executives and entrepreneurs in 45+ industries. She helps women succeed in business without sacrificing happiness by identifying their true desires and aligning their business functions. She spots overlooked bottlenecks and crafts efficient plans toward sustainable success that center your values and priorities. Known for her unique approach to problem-solving and accountability through the G.E.A.R.S. framework, Gwen empowers clients to achieve their definition of success without sacrificing what matters most.
Tonya Kubo is a marketing strategist and community builder who helps entrepreneurs build thriving online communities. As co-host of The Business You Really Want and Chief Marketing and Operations Officer (CMOO) at Everyday Effectiveness, she keeps conversations on track and ensures complex business concepts are accessible to everyone. A master facilitator with 18+ years of experience in online community building, Tonya takes a people-first approach to marketing and centers the human experience in all she does.
