As a founder juggling content, sales, and staying technical with AI, I hired someone for content to focus on sales but wonder if I'm spreading myself too thin. Can you help?
Your content is your sales, so hiring someone to handle the most important task doesn't make sense; instead, consider delegating operations, fulfillment, or administrative work. In general, delegate any work that isn't essential to your bottom line to buy back your time—a concept Dan Martell emphasizes. Use that reclaimed time to focus on activities that have a direct one‑to‑one correlation between time spent and revenue, like high‑value sales or product development. You might worry about remaining just the sales guy while others become more valuable to larger companies, and while you're strong at marketing and getting attention, your sales still need improvement. The valuable skill is maintaining client relationships and providing daily progress updates; doing so preserves the relationship and sharpens your most valuable abilities. You're overthinking the situation—you're stuck in your head. Stop spending time on this problem; put your head down, resume the daily outreach and marketing activities that got you meetings, and repeat them all day. These concerns are largely self‑created; you are your own biggest obstacle. Getting out of your own way will unlock far greater progress. I’ve experienced this myself over the last seven or eight years: progressively removing my own limitations has been key to my success. Okay, it's Clark's as I am. Thank you.
The limiting belief section in my career plan addresses whether I have any beliefs holding me back. I’ve had two such sections; the most recent one was written when I was earning $100,000 a month, where I mapped out how to reach $167,000 a month, then surpassed it to hit $400,000 a month. I concluded I don’t have any limiting beliefs for my current goals, though if my goal were a billion‑dollar business I’d likely have many. If I did have limiting beliefs, the most effective way to eliminate them is to repeatedly do the thing you’reafraid of—acting contrary to the belief changes your habits, which reshapes your beliefs and identity. It’s almost like reverse‑engineering the belief: instead of deep meditation or soul‑surgery, simply muster the courage to do the feared action once; doing it once makes repetition far more likely, and then you keep doing it. Action over knowledge, action over thinking—this is the straight‑line path to dissolving limiting beliefs. I personally had a big limiting belief about hitting $167,000 a month; I doubted I could reach that figure. My yearly goal was $2 million, which averages to $167,000 monthly—a target that felt realistic yet challenging within the realm of possibility, making it effective for growth. I then examined bottlenecks and beliefs, realized I could achieve the figure if I set my mind to it, and saw no fundamental reason why not. Later I recognized I’d already solved those earlier limiting beliefs, perhaps in an earlier blog post. Beyond mindset, I’ve been thinking about increasing the value of my videos—not just production value, but the actual business value they deliver. I’m considering lowering production effort a bit while raising the substantive value, inspired by an accountability partner who spends 20 hours per video and publishes once a week. I’m experimenting with higher‑value, intensive content on the main channel while keeping the daily updates as a lower‑effort, value‑rich format. I’m also planning to redesign the website to better showcase the team, edify collaborators like Noah, and highlight agency work. Future ideas include hosting live dinners in Calgary to build local community, and continuing to share stats and growth updates.
limiting beliefsaction over knowledgevideo valueagency
To be the best in your niche, you need to provide far more input than seems reasonable—far more outreach, practice, and reps than you think necessary. Think of elite athletes who train before dawn: they maximize reps by talking to many people, maximizing opportunity. In my early business days, I knocked on 50–80 doors daily, every day, 25–30 days a month with a partner, simply to familiarize myself with the sales interaction—the 'ball.' You must frontload value and volume before people even wake up. My channel exemplifies this: I answer more customer questions in a week than most do, doing it each morning. This approach grounds you in what people truly want and their problems, letting you solve them better—like striving to be as effective as LeBron James in your field.
The non‑negotiable daily tasks are essentially the same as when scaling from $1K to $10K – they’re all about consistent marketing. I always start at the top of the funnel: marketing, then sales, then the transformation event, onboarding, fulfillment, and finally admin and re‑engagement. Previously I focused on cold‑email outreach, time‑boxing one to two hours each day and making at least one improvement to my emails – whether a tiny copy tweak or a full rewrite. I’d also respond to all outstanding leads on platforms like Upwork, Freelancer.com, and Fiverr, then handle sales and client management. Nowadays the focus is more on content (videos, community engagement) because community members become my marketers. I aim to spend roughly 20‑30% of my energy on marketing each day (sometimes up to 50‑60%). Consistent daily effort on these core activities is the only thing that reliably drives growth.
I don't have all my old clients; I've let go of many because the profitability per unit time spent on them is lower than focusing on other things. The relationship is different now that I have 150,000 subscribers versus when I had zero subscribers and got those early clients. With the clients I still have, the relationship is pretty good—I've even negotiated a bigger partnership with one of them. Early in my community, there were questions about whether I'd still have time for them as I shifted into information products and coaching. I decided to make time because it's important to practice what I teach. Many coaches and consultants build a successful business model, then teach it as an idea, realizing they make more money selling the model than delivering the service, so they stop doing the actual work. When they stop, they lose touch with the market. In our fast‑changing industry, an outdated approach won't work in six months, making it unethical and ineffective to sell outdated methods. That's why I do live building—showing how I acquire leads and sell stuff—so I stay current. Revealing the 'sauce' (my methods) actually increases my income; every time I've shared it, I've made more money.