Staying within your scope of business is not necessarily bad, but it hinders you from unlocking bigger opportunities found beyond your niche. Gwen Bortner and Tonya Kubo discuss how you can get out of your business echo chamber and experience growth you cannot achieve within your comfort zone. They discuss why you should not be afraid to ask questions, even if they seem dumb, to open up whole new ways of thinking and learning. Gwen and Tonya also explain why the real magic happens when you connect not just with like-minded people but also with individuals who see things differently.
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Escaping The Business Echo Chamber
Do you have business connections surrounding you that look like you? Same industry, same business side, same challenges. I know that there’s a lot of comfort and similarity, but in this episode, we’re going to explore why stepping outside of your usual comfort zone, your usual business circles, might be what you need to do to get to that next level of success. We’re tackling something that we have both observed individually and collectively repeatedly in our work with business owners, which is the tendency to stay in our comfort zones when it comes to business relationships.
Understanding Analog Vs. Antilog
Gwen, you and I talk about this all the time. We talk about analogs versus antilogs. Particularly, there are these business environments where you’ve felt the odd personality where people are like, “Why are you here? What you do is not like what we do.” I would love for you to kick us off first by sharing maybe what you’ve gotten out of being in a community with business owners who are very different from you. We can then talk a little bit more about why folks lean into this idea that they have to hang out with the same industry, same business sides, etc.
I’m going to kick it back to you first and say, give a quick definition of analog versus antilog because that’s the first time you used that. I had never heard of that term, and I generally consider myself pretty well-educated about these kinds of terms. When you explained it, it was like, “OMG.” It was important to understand what that difference is. Take a moment and explain analog versus antilog in this context.
I’ll have to find the original person who came up with this. Analogs are things that are similar. If I am a service provider, I’m a marketing professional, If I want to look at similar services, maybe I’m going to compare my pricing to somebody else, I am going to go look at other marketing professionals, community strategists, and chief marketing officers. Those would all be analogs. I’m looking at the businesses that are similar and I’m specifically looking for the similarities.
Antilogs are when I look at entirely different business models and entirely different industries and go, “What are they doing to make themselves successful that I could apply to my business model and as a result maybe be on the cutting-edge of things or maybe avoid this big hole that my peers or my collaborators are in?”
Once you explained it, it hearkened me back to a very early conversation as I was starting to develop this particular business. I’ve had multiple entrepreneurial businesses and whatnot. With the gal I was talking with, I had done an antilog answer where I had grabbed something out of a completely unrelated industry and talked to her about how I could apply it to her industry, why it would work, and all of the things. She said to me, “You are such an out-of-the-box thinker.” I heard what she said but it didn’t resonate with me because I don’t think of myself as an out-of-the-box thinker. I know I’m creative but I’m not creative in the blank canvas way.
I started chuckling and she said, “What?” I said, “I know what’s in everybody’s box.” She said, “What do you mean?” I said, “I’ve worked with so many industries.” I come to most of the work I do as an antilog. Even though I may be a business advisor and there are lots of business advisors out there, I approach it from an antilog perspective.
When you first talked about this, it was years ago. It was after one of our quarterly tune-ups because we were talking about why it works and you were like, “It’s the antilog.” I’m like, “What’s that term? What does that mean?” There is power in it, and there is power in the analog as well. Given all of that, I forgot what the original question that I was supposed to answer was, but I feel like it’s still a good lead-up.
I’m going to insert myself here for a moment and then I’ll bring us back to the question. Our question is, how have these experiences affected us individually, and how do we see them affect other businesses? For me, I first started doing this when I worked in higher education. I had a newspaper background.
In journalism, you know a little bit about everything and not much more. There is no benefit in you doing a deep dive and becoming a super expert in one company unless it’s a huge company that is making the news all the time but you need to know enough to educate the general public about a lot of things.
When I got into higher ed, they wanted me to bring that same perspective into higher education into the work that I did to promote the good work of the university. However, anytime I had an idea, the answer I would always get was, “Who else is doing it?” I would be like, “What do you mean?” They’d say, “We can’t take that idea to leadership unless you can show it to us in action at other universities that are 3 times our size and 3 times as old.” It got to where that wasn’t even good enough. I couldn’t find a private college that was 200 years old that had success in this. It had to be other universities within our university system.
I remember that whole time struggling, going, “First of all, how are we going to make a name for ourselves if all we’re doing is copying the university that’s 50 years older? That means these processes are 50 years old. Also, because they’re so much larger, they can’t shift with trends like we could because we’re small.” That was frustrating. It was like, “If we copy them, we’re going to have the same problems they have and be 50 years behind it. Second, we are a 21st-century university and you want me to practice 19th or 20th century, if I’m lucky, marketing practices. This doesn’t make sense.” That’s where it first started.
Going Beyond Your Own Niche (Or Not)
I eventually got myself to a position of authority and credibility within the organization and they let me dip my toe into innovation every now and then. Primarily, what I was able to do is take a lot of what online business owners were doing, specifically with email marketing and social proof and social media and apply it to the higher ed space. We didn’t create complicated sales funnels because that’s not appropriate for higher ed, but we could take some of the you-first language or voice of customer language into our emails and dramatically affect the outcome of those emails. That was when I started using it. It was all the way back then.
Bringing us back to the conversation, here’s why we have to have an episode on it. We are in 2025, in case you’re reading this several decades in the future if we’re around that long. I am still in rooms where somebody’s making an offer and the first question that pops up is, “Does that work in the health and fitness space?” or, “I need to know how many other authors have been in your program and have had this success,” or, “I need to know how many other product-based business owners have this success.” What we’re saying is, “If you can’t show me 22 other retailers who have done this, then there’s no way anything you say can have any validity for me as a retailer.” I want you to tell me why that thinking is wrong or why it’s right because I shouldn’t feed you my opinions.
You should because that’s what we do here. My answer is it always is yes-and or both. There are some situations where the thing they’re doing doesn’t cross over a particular line. Using a very easy-to-distinguish example, a physical-based business, a brick-and-mortar business, versus an online business, there are things that will work in one and won’t work in another or will be exceedingly hard to do in the other back and forth. There’s a point that that question can be super valid. Also, if I haven’t seen it done by 1,000 other people, then I don’t believe it can be done. I’m exaggerating here, but it’s also completely wrong.
Using the example that was happening that I used at the beginning of this, the gal I was talking to was in the web development space. She was developing membership sites for people. She was getting paid a flat rate. It was probably a time when it was material rate. She was getting a price of X amount of dollars. What she was seeing was that her membership site was allowing them to create these huge incomes because she was still in there doing some maintenance, some other things, and whatnot.
What I talked to her about was a royalty model because she had access to the numbers and knew what the numbers were. It was like, “What if you reduced your base price but then said, “Ongoing maintenance is a percentage of this?” We talked about a couple of different things. She was like, “That will never work. No one’s ever done that.”
In journalism, you know a little bit about everything and not much more. You just need to know enough to educate the public about a lot of things. Share on XIn my mind, I was like, “This is the book royalty model that has worked for decades, if not centuries. I have no idea how long it’s been in place but it is a very well-established practice. At this point, no one had considered the possibility of using that in this web development space.” It felt like, “No one has ever done this. It couldn’t possibly work,” whereas in my mind, it’s like, “Hundreds of thousands of people have done this. It will work. It hasn’t been done here.”
To that point, let’s talk about one of the best examples of this, which would be Netflix. Netflix says, “You can subscribe to movies.” Do you remember back in the day when they used to bring little DVDs to your house?” They went to this online-only model, which, if you think about it, isn’t that much different than a gym membership. Back then, and we got to go way back here, at that time, it was most like a gym membership. It’s like, “That’s never going to work because there’s not a brick-and-mortar space,” but it did.
Now, we’ve got software. Let’s be honest. You complain all the time about how you used to be able to go to the store, buy your TurboTax box or your Adobe box, take your box home, and spend half a day uploading your software, but you owned the software for as long as you licensed it. You had access to that for as long as you wanted until you decided to upgrade. Your old version would still work. Your old Quicken, old Windows, or whatever would still work. Now, everything is Software as a Service. We subscribe to the software and pay.
I was looking at Adobe. It was $20 a month forever. The upside is I never have to worry about spending all that time updating my software. The downside is that as long as I want to use that, I’m paying a regular fee. I bet there was somebody somewhere going, “This is never going to work. Nobody is going to pay an ongoing access fee for software. Nobody is going to pay an ongoing access fee for design templates.” Yet, we’ve got memberships of everything under the sun. It’s all because people saw Netflix do something that they thought would never be done.
It’s true. If you and I sat and thought about it for probably more than fifteen minutes, we could probably come up with hundreds of these cross-pollination examples, probably even more in recent times but even in old times. There truly are very few people that are what I’m going to call 100% innovative where they get this idea and say, “I think this can work. I’m going to figure out how to make it work.”
For most of us, our creativity is, “I see A, B, and C and I see a path between them,” or, “I see where they cross,” or, “I see how they connect.” It’s more what I’m going to call the Netflix model. Someone at Netflix said, “Gym membership. Could we do that?” It’s those things where we’re like, “I’m taking A, B, and C. I see how they work together and I’m pulling them together in a new way.” There are lots of them out there, but most of us have trouble identifying them. That’s what’s happening.
Biggest Costs Of Homogenous Networks
I hear this all the time with real estate agents, for instance. Real estate agents believe that the only business advisors who can help them are those who work exclusively with real estate agents or primarily with real estate agents. I addressed early on what I believe is the biggest cost of networking and communities, which is that it’s hard to get ahead of any trend if all you’re doing is sticking with your similar businesses and similar industries. Do you think there are any other costs associated with homogenous networks?
This is what you’re saying. They become an echo chamber. We’re hearing the same thing. When someone says, “I struggle with that,” it’s like, “Yeah.” It becomes very difficult for people to pull out of it. At the same point, there is some value in the homogenous network when it shortens your conversation time. You say, “ABC,” and everyone’s like, “I know what ABC is. You don’t need to explain it in a big way.” There are pros and cons.
One of the challenges is that we also forget that these analogous networks are not just by industry. Being in a network where everybody is at the same stage of business that you are, so they could be in all completely different industries, but they’re all at the exact same stage, is also an analogous network. It’s a different kind of analogous network.
We talked about the distinction between a brick-and-mortar-style business and a purely online business. There is a third one, which I think of as home service. It’s not necessarily home. Plumbers, technicians, and all of those are brick-and-mortar, but they’re service and they’re not online. They’re halfway. Saying, “They don’t have anything for me,” is maybe true, but maybe not because that’s a place where that doesn’t apply exactly to you, but what if you took this sliver of what they’re doing and applied it to you?
Being exposed to different perspectives allows you to see things in your business you usually do not. Share on XThere’s another form of this analogous that we discount sometimes. To me, the challenge, more than anything, is that it’s an echo chamber and there’s no one to question or challenge you on what your preconceived notions are because we often don’t know what our preconceived notions are until someone challenges us. They seem like facts or truths, and to some degree, they are. It’s back to where they are within this box.
How Different Perspectives Solve Old Problems
I want to talk about the value of different perspectives and what you’ve seen. I’m curious. Do you have any examples of different perspectives on solving old problems?
I occasionally teach a class on how to build your own mastermind network. The example I use of this is, is that. What I say is that for a good mastermind network, there usually needs to be some element of analogousness. It could be we’re all women. It could be we’re all at a certain stage of business. I’m not saying there is a correct one but there usually needs to be something so that there’s some amount of either common experience, common language, or common something that you aren’t having to explain every aspect all the time. I also say a good one also has an element that’s very specifically antilog because that’s where the fresh idea comes from.
Decades ago, I started my own mastermind network when I was working as a professional instructor in the knitting industry. My analog piece was that I wanted other women who were taking their business seriously and trying to run it as a business. In the craft industry, there are some people who are doing their business as a hobby. I’m not making any criticism of that. That’s fine, but that was where I wanted everyone to be. I was like, “This isn’t for fun. It needs to make money. It needs to be profitable. I’m doing this in a nearly full-time-ish way.” That was that.
For my antilogness, I said, “We all need to focus on a very distinctively different craft.” I was the only knitter. There was a weaver. There was a quilter. There was handmade clothing. These were where the differences were. What happened in the conversation was that someone would pull a completely common practice out of one side of the craft industry. All of a sudden, you can say, “I can apply that to my industry in a different way.”
Years ago, I did one of the very first mystery knit-alongs. They are still common. Everyone on the planet does them. It is common practice. When I did it, as you’ve experienced as a marketing person, I was highly innovative, making it very hard to sell. People did not get it and did not understand. Where I had taken it was out of the quilt industry, which had been doing a block-of-the-month thing probably at that point for decades. You give a piece every month along the way and some of the block-of-the-months have started to become mysteries where you don’t get to know all of the pieces. You only get to know the piece each month as it gets revealed.
People were loving it because it was like, “It’s fun. I don’t have to pre-anticipate. I get to learn as I go. I don’t talk myself out of something because I say, “I won’t be able to do that. That’s too far.” That was something I pulled out of a completely different industry. When I did it, it seemed highly innovative, but it was a common practice in this other industry. That was the importance of having this antilog group to be able to talk about things, see those things, and go, “We could do that.”
Sometimes, it’s the different perspectives. I don’t know how else to say it other than they see things in your business that you don’t. I spent years in a mastermind that was an all-women. We had the same, all-online business, except everybody else was a digital product-based business and I was the only service-based business.
I remember initially being told, “That’s a bad investment. You should only be in groups with service providers.” One of the challenges that I had was trying to figure out things that were easier, a little bit more automation without fully automating because I like the high touch service. For me, being in this room full of digital product-based businesses, I learned so much because some of them had these evergreen newsletters and others of them had these ad strategies and all of these things. I could pick this and pick that and go, “I like this idea. I like that idea.”
Back then when I joined the group, service providers didn’t have email sequences much. They didn’t do a lot of newsletters because the idea was somebody would come to your website and they hire you or they don’t. In this arena, I was like, “There is a benefit to having 5 or 6 emails that somebody gets after they subscribe and then gets them at least to know you a little bit better.” It’s a simple idea.
Uncomfortable is not always dangerous just because our amygdala says it so. Share on XNormalization Of Having Different Options
What I’ve also seen, especially with your clients, is that because your clients are all women but have very different business models, there is a lot of normalization. Somebody thinks they’re the only person with a problem. Since everybody’s in these different business industries, sectors, and stages, the person comes in and says, “I’m a terrible business owner because I have this problem.” Everybody’s like, “That’s a pretty universal problem.”
They all talk about, “This is how this problem looks in my world,” and then somebody else says, “This is how this problem looks in my world.” They go around the circle and then start talking about ways to solve it. That person goes from thinking that this problem is proof that they have no right being in business to going, “All these women I look up to that I think are five steps ahead of me are either in it or have overcome it. Now I’m walking away with five different options for solutions.”
One of the things that we offer to our clients and what we call our alumni, our past clients, is this very intense but truly small-focused group called the Savvy Syndicate. It’s limited to four people maximum plus me. That’s part of it. It’s a small group. We’re together for two days. We are in it. We are in a beautiful but isolated space in the middle of a vineyard. It’s gorgeous, and there are all of those things, but there’s nothing to walk to. There’s nothing to go through.
No distractions is what I like to say.
There are no distractions. In the last one that we had, which was at the beginning of 2025, the 3 people that were there were all very different. One has a business that she’s growing fast. I’ll be shocked if it’s not an eight-figure business in the next year or two. I’ll be shocked if that’s not the case. Another person has a very successful business but it’s her and her partner. They don’t need this whole giant team. That’s not the way their business works. Our third person owns a brick-and-mortar shop. These are all different business models, yet we have found commonality. Some places where the languages were common. They were always in unexpected places, which was interesting and different. It was analog.
We had our follow-up wrap-up conversation. In this environment, typically, the retailer always feels like they’re not doing as well because the retailers I work with don’t have eighteen locations. They usually have a location, possibly two. They’re an independent, smaller retailer. It’s like, “I’m not as successful as.” First off, I never believe that because success is based on our own definition.
As she got on the call, she was like, “I feel like I haven’t done well since the event,” but because we have a weekly report, I had already looked at her weekly report. The thing was what she viewed as not being successful, I responded back to her. I have shared it with the group because there was a close relationship there. It was like, “It doesn’t feel successful because it doesn’t look like their success but it is exactly 100% what you wanted. You would not have been able to do otherwise.” When I shared it with the other two, they were like, “That’s amazing that you’re able to do this,” because the other two haven’t been able to do that particular thing.
It’s one of those things that allows everyone to see how success is different and also allows others to give feedback and say, “I would love to be able to do that.” When you look at the person who’s potentially going to be making an eight-figure business, it’s like, “That’s success.” That’s a partial definition of success. That is nowhere near 100% success.
We all tend to think the grass is greener on the other side.
It must be a human condition.
We get to see, “This person who I think is five steps ahead of me, they feel like I’m five steps ahead of them in this other area.” We all are seeking something different. I don’t think anybody pursues a business development program of any sort, whether it’s a one-to-one consulting relationship, a coaching, a course, or whatever it could be. Nobody pursues that because they think they have everything figured out and want to go into the room and have it validated that they figured everything out. We all go with some gap that we want to fill. Seeing that everybody’s gaps or perceived gaps are different is powerful.
Introverts value deep connections even if they have a hard time with small talk. Share on XFinding Opportunities In Different Places
I’m going to turn this one on you a bit because I happen to know because I work with you that you intentionally put yourself in a lot of rooms where you’re a bit of a unicorn. I’m curious about your experience and how you go about finding opportunities in these places where they’re a little bit uncomfortable. Maybe nobody knows that you’re awesome sauce in your industry or your sector. They don’t know that you have all this accomplishment or acclaim. What do you do to find the right opportunities there?
There are a couple of things that I try to be aware of. One is if I’m 100% comfortable right off the bat, I know that that’s going to be a different kind of room than a room that I am uncomfortable in. I have a new friend, Hannah Abad, that I’ve met in one of these. One of the things that she shared with me, which I’ve been sharing with others, is we have to learn to regulate that uncomfortable is not dangerous. Our amygdala says uncomfortable, which usually is more of a gut response, means there’s a tiger in the bush about to pounce on us. For most of us, 99% of the time, uncomfortable is not dangerous. It’s just uncomfortable. It’s unknown. Part of it is saying it’s okay to be uncomfortable.
Part of the reason I can find these rooms is because I also don’t try to hang out with my exact tribe all the time. There are people who are talking about an experience being in another room and it’s like, “That seems like an interesting experience.” I ask them more about it and it’s like, “Does that feel like it’s so far out that it won’t be valuable? Does it feel like it’s closer than I want or is it somewhere in the middle?”
The other thing that will happen is because I do speak in workshops, sometimes, I end up in places as a paid or invited person into an environment that’s not my environment. Since my natural setting is highly curious, like, “Let me learn more about your industry.” I’m good about being able to say, “Now I understand about your industry. I can apply it over here.” I love to be able to give more relevant examples when I’m doing these kinds of presentations, I see that as an opportunity to be like, “I’m going to dive in and see what I can learn.” Both of those things allow me to see it. The thing I’ve learned is in most circumstances, unless it becomes highly obvious that it doesn’t make sense for me to stay, I also try to commit to three years unless it’s something that is meeting on a regular basis.
Say more about that.
If it’s where there’s a big event once a quarter or a big event once a year and there are a couple of other things, what I’ve learned is that the first year is trying to get a lay of the land and get a feel for things. Making all of your judgments on that is usually not useful. The second year is where you start building relationships and being able to see whether or not it’s going. Somewhere around the third year is where you can say, “This is going to have long-term value or not.”
I’ve talked to several other people. A lot of people use the three-year guideline. I randomly came up with it but it appears to be a good thing. I’m not saying that I’ve stayed in everything for three years because occasionally or something, it’s like, “This is not my world.” That being said, one of my good friends years ago, I was asking him, “Tell me what you find unique.” It was one of those exercises I was given to do. It was like, “He’ll spend enough time with me. He’ll give me some good insight.
What he said, and it was interesting when he said it, was, “You’re one of the only people that I know that can hold two conflicting thoughts in your head without freaking out about it and not necessarily having to decide which one is right but to be able to let them sit there.” That allows me to be in these antilog environments more easily.
The Strengths Of Introverts And Extroverts
I want to speak to the introvert who is reading. Some of my introverted friends would listen to you and say, “That’s easy because you’re an extrovert. Extroverts love to go into rooms. They love to talk to people. Introverts, not so much.” The thing is, I happen to know that introverts value deep connections. We have a hard time with small talk but we value one-to-one conversations and being able to build those relationships.
When it comes to finding opportunities in uncomfortable spaces, I’ll give you my little introverted tactic that doesn’t involve talking to anybody. Simply when other people are sharing or in any of these environments where somebody has the opportunity for hot seat coaching, I leave a page of notes where I write down all the things that I am learning that I could potentially apply from what’s being shared there. I don’t have to talk to anybody for those insights. It’s that social learner piece of me. That’s one thing I’ll do.
The other thing that is valuable, especially when you’re looking to build meaningful relationships with people in different industries, is I seek out people who I find interesting. If I’m curious enough, I will figure out something that makes sense. Maybe they’re not very curious in return, which feels one-sided and is not worth pursuing, but a lot of times, we find that our biggest similarity is mutual curiosity.
That makes perfect sense. You don’t have to approach it in the, “I’m going to meet everybody in the room.” You can say, “I’m coming into this room and I’m going to meet two people,” or, “I’m going to meet one person.” It doesn’t have to be a big, giant number. Keep in mind that although the world presents extroverted, I am confident that there are more introverts than there are extroverts.
Susan Kane will tell you that. She wrote books on it.
I’ve read her first book about that. Part of it is our culture here in the United States rewards extroversion. When people say, “I’m an ambivert,” I always say, “You’re mostly introverted but you’re nearer the middle of the introverted scale, so it’s easier for you to do some of the extroverted things.” As they describe it, you’re primarily introverted, and there’s nothing wrong with that. You don’t need to justify it. Introverts generally are way more interesting than extroverts because they’ll go deeper faster.
How To Learn From Businesses That Aren’t Yours
I thought you were going to say because they always live a little mystery. Before we close out, I’m curious. Do you have any tips for how to approach learning from businesses that aren’t like yours? Leave us with like 1 to 3 tips. It doesn’t have to be a lot.
One is to let go of the words, “That would never work,” or, “That’s the way we’ve always done it.” Get those out of your head because when you’re in that space, you can never be looking for this innovative, “How do I take this and twist this?” That would be my very first thing. You’ve got to let go of, “That would never work,” or, “This is the way we’ve always done it.”
The next is understanding that the thing that you’re potentially pulling from somewhere else probably won’t fit exactly to say, “What is the core idea? What is the nugget of the idea? How can we fit it in?” It often still is a little bit of a square peg and round hole thing. It’s like, “It’s mostly the same size. If we shave off these couple of corners, it will fit,” but not saying, “It’s square. We’re round. It’s never working,” although I don’t think that’s always the right answer because context matters. It’s being able to say, “A couple of adjustments here, and this thing would fit.” If we’re using a square peg, I could say, “A square peg versus an octagon, you shave off corners, and all of a sudden, that thing does fit.” You have to be creative and say, “What am I doing and where?”
The third, which you referred to earlier on, is the curiosity factor. It’s always being curious and seeing why. Why does this work for someone? Often, if you’re curious and get less worried about the specific tactics but take it up a level and look at the strategy or even up a level more and look at the principle, then you can say, “I can take this and then bring it back down into my world.” It’ll look very different but it’s still grabbing something from the outside and bringing it in.
I thought of another one. When you’re in these environments, don’t be afraid to ask, and listen for people who are willing to ask what I’m going to call the dumb question. The person who doesn’t know will ask a fundamental question because they don’t know, which will start making you think about your world differently.
When we had one of our first quarterly tune-ups, there was someone who was a retailer working with someone who was a service provider who knew nothing about what the retailer’s business was about, which was a specialty retail business. When they came back, they said, “The service provider who knew nothing asked me a fundamental question that no one in the industry would’ve ever asked me that changed my thinking.” The service provider said, “I felt stupid asking the question,” but it was the best question that was asked.
Episode Wrap-Up And Insight To Impact Offer
I love that. As we wrap up talking about the hidden cost of staying in a business echo chamber, what you’ve talked about is number one, being open to possibilities. Part of being open to possibilities is not being afraid to ask dumb questions but also not tuning out when somebody asks a dumb question or a beginner question because it can open up your whole way of thinking. While it’s natural to seek out people who think like us, what we’re talking about is that the real magic happens when we connect with those who see things differently.
Dear reader, if you are ready to break out of your business echo chamber but you’re not sure where to start, a great first step is From Insight to Impact, which is our weekly premium accountability subscription that helps you gain clarity on your business one reflection at a time. Every Friday, you get a thought-provoking question designed to help you examine your business. When you respond, you get personal feedback, usually from Gwen and sometimes from me, to help you implement positive changes. Head over to EverydayEffectiveness.com/impact to learn more.
Mentioned in This Episode
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.
