Archives For Strategy

People decide if they’re going to stick with the podcast in the first minute or two; they will decide if they’re going to stay on or not.” — Corey Layton

Word-of-mouth is the most dominant way that people get recommendations from podcasts; it’s all about your friends’ recommendations.” — Corey Layton

Analytics are essential. One of the realms you can get some stats is via Apple analytics which will tell you about the time people spend listening to your podcast. Now if you make an hour and 20-minute podcast and your time spent listening is 20 minutes in, you’ve got a problem. Equally if people are skipping over certain segments that you think is really funny every week, you can see that skip and then you like, “Maybe I’m not so funny.” Via Spotify you can get an understanding of your demographics based on gender and age. It helps you understand where your stories are resonating most, and the sort of demographic that you need to continue to pitch at or grow. Analytics are key.” — Corey Layton

Before you start your podcast you need to ask yourself, “What’s in it for my listeners, and what’s the problem that I’m trying to solve for them?” You need to really know your audience. Who are you talking to, and what do you want them to get out of it? You need to be passionate about the subject matter that you’re talking about, or at least have done research on the subject so you are engaged in the actual topic that you’re talking about. And you need to bring in great storytelling elements. So knowing your audience will help you shape your whole podcast that will dictate what themes you choose what topics you choose.” — Serpil Senelmis

It sounds like it’s technically easy but there are a lot of considerations in making a podcast that’s of high quality. The thing that I can say that is the same or similar is other markets such as advertising or search engine optimization or website design. You can basically have a crack at all of these things. And in fact, we probably all have had a crack at all of these things. But once you call in the experts, you’re going to get better results. Because you are competing with radio stations, you are competing with newspapers, and you are competing with commercial brands that are pumping out podcasts. So to be able to play in their league, you need to think like they do.” — Serpil Senelmis

The most important thing are the answers to the following questions: (1) who is your audience; and (2) why are you making this podcast? If you don’t have a purpose, what’s the point of it? You really need to know what is your purpose and who you are going to service with your podcast. If you can’t answer those two questions, go write a short story or do something else.” — Serpil Senelmis

Who else is doing the same, and how can you do it differently? Given with how many podcasts exist, there’s so many people on their own tangents. If you’re just mimicking someone–which most often is, “I’m in X industry, I’m going to talk to ex-experts from this industry about their experience”–chances are that it’s already covered. Find your shtick.” — Corey Layton

Peoples’ attention spans, particularly on social, are not there. The work we did with Facebook was about taking broader content, which are 60-minute discussions, and cutting them down to 20-minute podcast episodes, which were then accompanied by 60 to 90-second videos. Each content piece did different jobs. The video is there to give you an essence and to hook you in. The podcast is to sit alongside it. And if you wanted to dive deeper, it was there was an option. The differing mediums are complementary because they have different roles.” — Corey Layton

With thanks to

Serpil Senelmis is the co-director of content creation agency Written & Recorded. As a journalist for hire with decades of experience in radio, television, newspapers, and marketing, Serpil helps organisations to tell their story. She steps through the podcast creation process from concept to publication.

Corey Layton is the Content & Marketing Director with podcast hosting platform Whooshkaa, where he has led the production of successful podcasts from Mercedes Benz, Facebook and the City of Sydney. Corey warns of the pitfalls in podcasting and names the secret ingredient in reaching your audience.

About Masters Series by WeTeachMe

Masters Series is a show about inspiring entrepreneurs, creative thinkers, and visionary dreamers, and the stories behind how they built their companies.

Subscribe to show

Show brought to you by

Masters Series is presented by WeTeachMe.

Our strategic alliance partners: MYOB, SitePoint, and Entrepreneur’s Organization.

Our media partners: Startup Victoria and Digital Marketers Australia.

Our content partners: Written & Recorded.

The views expressed by the contributors on this show are linked websites that are not necessarily endorsed by the publisher.

Question of the day

What was your favourite quote or lesson from this episode? Please let me know in the comments.

Don’t let your calls-to-action fall apart. Calls-to-action are a great place to use conversational language because it makes people feel like they want to respond and interact.” — Georgina Laidlaw

You need to dig deeper to communicate unique benefits, or to position the value you are presenting in a different way. You cannot get around this by “adding words” because it puts people off.” — Georgina Laidlaw

Think of copywriting as storytelling. That might sound a bit lame because you might think that you’re “just selling a product”, but, it is really is a story that you are communicating with somebody.” — Hannah Kallady

It’s very easy, especially in new businesses, to just want to create lots of content. But that’s not strategic and it’s not helpful. It’s important to have a strategy behind all the content you create.” — Hannah Kallady

What’s that overarching story that you want to tell your users that’s also grounded in what matters to them, what they’re thinking about, and the stuff that keeps them up night, or the stuff that makes a their day hard and frustrating? Have you considered their dreams and the things that they want to achieve? Start there and figure out what that story is, then break it up, and figure out how it plays out across a range of channels.” — Hannah Kallady

Even though we’re in a highly digital space, word-of-mouth is still one of the most important drivers for marketing. So you got to think about how can you can get your customers to tell other people about their experiences with you.” — Hannah Kallady

It’s all about tailoring the story to what the user is really thinking and how they make decisions. What we’ll do is we’ll sit with our clients and map out that process. Customer journey mapping is one way of arriving at specific story that you should be telling.” — Hannah Kallady

Scott Rosenberg from Intel  said that when you have a different tone of voice or a different brand across all your touchpoints, it makes for this semi-schizophrenic brand experience. The reason why it’s important you don’t do that is because consistency is the thing that builds trust.” — Hannah Kallady

You can’t just assume people know what your tone of voice is. I’ve seen organizations, especially startups, think that “people get it; they know what our tone of voice is”. They don’t because your version is going to be very different to someone else’s. Making sure you actually document your tone-of-voice is important. Otherwise you can’t guarantee that you’re all on the same page.” — Hannah Kallady

Think about how you describe things. Split test that as well. For example: “jobs” or “careers”? What happens if you change those words? What happens if you target different segments with slightly different language? Testing this as well is valuable.” — Georgina Laidlaw

With thanks to

Georgina Laidlaw is a copywriting specialist with the experience (and pedantry!) of an English teacher. Georgina works with brands like REA, Aconex and CyRise to help them express themselves clearly. She warns that the written word has no tone of voice which leaves it open to misunderstanding.

Hannah Kallady is a Digital Strategist with Ntegrity where she works with brands to get their words in the right place through communication strategies. Hannah believes strongly in the power of the story to connect and even stimulate our minds in ways we don’t quite understand.

About Masters Series by WeTeachMe

Masters Series is a show about inspiring entrepreneurs, creative thinkers, and visionary dreamers, and the stories behind how they built their companies.

Subscribe to show

Show brought to you by

Masters Series is presented by WeTeachMe.

Our strategic alliance partners: MYOB, SitePoint, and Entrepreneur’s Organization.

Our media partners: Startup Victoria and Digital Marketers Australia.

Our content partners: Written & Recorded.

The views expressed by the contributors on this show are linked websites that are not necessarily endorsed by the publisher.

Question of the day

What was your favourite quote or lesson from this episode? Please let me know in the comments.

Nothing in my last 7 years has been one major step. Everything has been tiny, tiny steps.” — Ben Cohn

Starting a business with the view as to who will buy that business, or what industry is going to buy that business, is a really important point. This shapes the way you will to develop the business so that it eventually has a buyer.” — Ben Cohn

The first-year and a half or two years were quite easy for me because I knew I only had to work really hard, and that it was just dependant on myself and my business partner. As the business grew, we got staff, we operated in 3 cities, and now we’ve got 49 full-time team members. People have things going on all the time in their lives, and you cannot carry all of that load. The interpersonal stuff that happens when dealing with people and work dynamics, I find it challenging.” — Ben Cohn

As time goes on, the odds and the stakes are much, much higher. To be frank, I don’t find that it gets easier with time.” — Ben Cohn

I’ve seen clients come in with a great idea and I desperately try to convince them to go and try to talk to their market. And they come back and say that they have talked to their market. And what they actually did was go to five people, who already like them, and said, “I’ve got a great idea. It’s going to be awesome. Do you like it?” and those people didn’t want to hurt their feelings and so the feedback they got was just rubbish. What the problem interview does is that it forces you to not show anything. It forces you to literally go to a group of people and just classify and prioritise the problem and just get a real sense of what is causing pain. If there is not pain in the market, it’s really hard to sell to.” — Ben Stickland

Go and talk to people. Don’t just say, “I’ve got a great idea, I know my market, and I’m going to be determined.” That little phrase is highly correlated to losing lots of money. (Just on my experience and my observation.) Get out of the building. Talk to five customers with problem-solution interviews and in most cases, it will change your idea.” — Ben Stickland

Really trust your gut instinct. We all have a very strong feeling in our gut as to who we really are and what we want to do in life. We get clouded by the expectation of what we should and shouldn’t do. Being in touch with your gut feeling as to what your calling is, and what you need to do, is a very powerful thing; it’s a very hard thing to do because there is so much noise around us.” — Ben Cohn

I hire on culture; I do not hire on skill. In our business, we feel we can train anyone up. I hire for culture, and skill is secondary. There has to be an interpersonal connection.” — Ben Cohn

The highest rate of success in tech startups is two people, not one, not three; and it’s people who have known each other for a lot of years, not people who have just met. Because when you know someone for years, you actually go into it knowing their faults and you don’t have unresolved expectations of them.” — Ben Stickland

With thanks to

Ben Cohn in a Co-Founder of TAXIBOX, the mobile self-storage solution that brings yellow cubes of joy to your front door. Ben did a lot of on-the-ground research to jumpstart his business. He explains his approach to making sure TAXIBOX customers always have a remarkable experience.

Ben Stickland is the Founder of Alliance Software and has spent a lot of time and money in the startup space. Ben says the first three years of business are like walking up a see-saw, then things start to level out and become a bit easier. He says he loves running experiments to see what’s going to work in his business.

About Masters Series by WeTeachMe

Masters Series is a show about inspiring entrepreneurs, creative thinkers, and visionary dreamers, and the stories behind how they built their companies.

Subscribe to show

Show brought to you by

Masters Series is presented by WeTeachMe.

Our strategic alliance partners: MYOB, SitePoint, and Entrepreneur’s Organization.

Our media partners: Startup Victoria and Digital Marketers Australia.

Our content partners: Written & Recorded.

The views expressed by the contributors on this show are linked websites that are not necessarily endorsed by the publisher.

Question of the day

What was your favourite quote or lesson from this episode? Please let me know in the comments.


One thing I have learned is that for the most part, people express the same idea but they express it in many different ways and with many different words. It is the details in the expression, the words, and combination of words used, that give a story its colour, its texture, and brings it–and its lessons–to life.

We are unique combinations of our beliefs, values and life experiences. Differences notwithstanding, we, and our experiences, are important. Therefore, there is value in compiling and sharing these stories and the multitude of ways in which ideas are expressed. Combined, these stories weave a wonderful tapestry that exemplifies just how rich and beautiful life can be.

And who knows? An inadvertent remark or detail in the retelling of a story can stand to attention and have an impact in the world of a reader. And with that exciting possibility, perhaps the most valuable thing I can do is create the space where the stories of those whom I admire and respect can be shared.

Below are people that I have come across on my own life journey whom I deeply admire and respect. Whether it be their tenacity or courage, or relentless drive or passion, each individual generously reveals a different lens in response to the questions I regularly pepper them with.

As we continue on our sharing over this anthology, I will share tidbits and anecdotes as to why I hold them in such high esteem, and what I love most about them. In turn, I hope that you do too.

What was the best business advice you have received?

Agonise over whether or not you need business partners

Ai-Ling Wong. Founder at The Decorateur, President at Entrepreneurs’ Organization. Kuala Lumpur, Malaysia.

Agonise over whether or not you need business partners. Alternatively, if you can afford it, don’t have business partners. 9 out of 10 entrepreneurs I know have long-term pain with theirs. The 10th entrepreneur without the headache is usually the one without a business partner. For me, not having a business partner is one less problem.

During my journey, people have asked me if I want to partner with them; usually because they know that I know how to work hard. I have held back because I place more value on the relationship.

Always look for the angles

Alex Louey. Founder and Managing Director at Appscore. Melbourne, Australia.

The best business advice I have received is “always look for the angles”. For example, if you’re pitching, selling, or proposing a partnership, you want to find out what will spark the other person’s interest so that they can’t help but want to work with you.

The act of “doing business” is a lot like dating; everyone likes something different. Your job is to find where the other person’s sweet spots are.

If their response is “no”, it’s not because they don’t want to use your product(s)/service(s). It’s because you just haven’t pitched your product(s)/service(s) to solve their problem(s).

Listen to your gut

Andrea Grisdale, Founder and CEO at IC Bellagio, Board Member at Entrepreneurs’ Organization. Bellagio, Lake Como.

Warren Rustand taught me the value of listening to my gut, and so I share with you the following: Always listen to your gut or your intuition.

Even if every single person in the room believes otherwise–and that room is filled with people who you believe are more experienced, more intelligent, and more prepared than you are–do what your instincts tell you you do. Listen to the point of view of others but go with your gut. It will never fail you.

Whenever I made a decision that was contrary to my gut or intuition, whether it be because I wanted to people please or I capitulated under the pressure of being surrounded by–in my opinion–people who were more intelligent, experienced or qualified than I was, those decisions have always turned out to be the wrong decision. Conversely, whenever I made a decision that honoured what with my gut or intuition was telling me, it was the right decision.

As I reflect on this, I cannot help but laugh. My dear friend Alonso (who has a tendency to analyse everything to the nth degree) becomes incredibly flustered by the “moments”.

Measure Twice. Cut Once.

Daniel Dickson, Managing Director at Amarco Enterprises. Sydney, Australia.

Ironically, what I now know is some of the best business advice I was given was in my year ten woodwork class by my then teacher, who was teaching woodwork to boys that were both frivolous and quick to make decisions on cutting into beautiful pieces of timber.

His message to me then–which has since stuck with me and I believe I still say it ten times a week to my current staff–is“measure twice cut once”. The reason this is so important is that often people are quick to make decisions or take actions, only to have to later use twice the time to fix any mistakes that could have been avoided.

Measure twice cut once” ensures that that we do things properly, and prior to delivering, executing or starting, we ensure that all the checks and measures are taken to ensure our chances increase for a successful deployment or implementation.

Being the son of a builder, this adage is one of my favourites.

Do the most important thing at the start of the day

David Fastuca. Founder at Ambisie, Founder at Locomote. Melbourne, Australia.

Spend your first two hours of your work day doing the most important thing so that if you did nothing else, you would be happy. This is an idea that has been drummed into me over time by various mentors and business people. I find that I–and many people I know–have a tendency to get caught up in “doing things” that we forget, or worse, neglect the things that should be done to help move our businesses forward.

Never give someone else permission to treat you in a way that is contrary to your values, principles, and beliefs

Demi Markogiannaki. Founder at WeTeachMe. Melbourne, Australia.

The best advice I have ever received came from one of my mentors from the US. It’s an amazing life lesson, and one that I will carry with me for the rest of my life.

During one of our regular catchups, I was complaining about how I felt helpless while dealing with a co-worker that was being a bully. I remember vividly how I went on and on about how much I disliked the way my co-worker treated people, and the detrimental effect that this behaviour was having on the workplace culture.

I confessed how I constantly felt unhappy, stressed and unappreciated; how nothing was ever good enough; and how this co-worker had an uncanny ability to find the negative in just about everything.

After I finished unloading, my mentor looked at me in the eye and said, “I don’t feel sorry for you. I apologise if this sounds insensitive, but you are only allowing yourself and others to be bullied. Stand up for yourself. Build yourself up so that you will be able to handle situations like this. You have the power to call this co-worker out, and to tell them to shut up. If you, don’t have the ability to stand up for yourself, how are you going to stand up for, and support, others?”

My learning is that to be an effective leader, one that can both protect and elevate others, starts from being able to lead yourself. It starts from having the courage to stand up for your values, your principles, and your beliefs, and never ever give permission to anyone else to treat you in a way that is contrary to your values, principles and beliefs.

Find the puzzle pieces

Emma Welsh. Founder at Emma & Tom’s. Melbourne, Australia.

Talk to as many experienced people as you can. Each person that you talk to will have one small piece of the puzzle, and not the entire puzzle.

Your job, as an entrepreneur, is to find as many pieces of the puzzle as you can, from as many different, experienced people as possible, and then to construct your own version of that puzzle as best as you can.

Skills can be learned. Values cannot.

Jamie Skella. Chief Operating and Product Officer at Mogul, Former Chief Product Officer at Horizon State. Melbourne, Australia.

I didn’t have the luxury of mentors at my disposal as a young entrepreneur, so most of the business advice I garnered was done so at arms length as I closely watched those succeeding on the global stage (as well as those who were making mistakes).

One of the earliest meaningful pieces of advice I remember paying attention to was Richard Branson’s “most skills can be learned, but it is difficult to train people on their personality”.

Alas, some lessons need to be learnt first hand. In spite of Richard’s words, I still fell into the trap of hiring based on credentials instead of cultural compatibility at one critical juncture in the past. It’s not a mistake I’ve made since as a hiring manager and it’s also a learning I’ve carried over into my investments: I back entrepreneurs first and foremost and not their CVs; that distinction is critical.

Life is too short to learn everything through experience

Keith Roberts. Founder, Author and Speaker at OAKJournal, Board Member at Entrepreneurs’ Organization, President at Entrepreneur’s Organization, Founder and Creative Director at Zenman. Denver, Colorado.

This idea was taught to me by a gentleman by the name of James Webb. James and I couldn’t be more opposite in our personal life, but throughout the years we have become lifetime friends: The idea that “life is too short to learn everything through experience” applies to my business, my personal, and my family life. It seems like common sense, but when applied to all facets of your life, it can have a significant impact through: (1) avoiding pitfalls; and (2) identifying possibilities.

It means that you can avoid potential hardships by learning from what others have done or experienced before. The practice of looking into the past also reveals opportunities that may have previously gone unseen. Don’t make mistakes or miss the chance to capitalize on trends that are visible by looking at historical/competitor data.

Be unrelenting

Kym Huynh. Founder at WeTeachMe, President at Entrepreneurs’ Organization. Melbourne, Australia.

I grew up intimately watching, and bearing witness to, the ethos and work ethic of my Mother and my Father.

It is seared into every fibre of my being the unrelenting nature in their extreme work ethic, the strength in their inability to take no for an answer, the bravery in their conviction to stand up for what is right and fair, the audacity in their willingness to bulldoze through insurmountable odds, and the courage in their unrelenting ability to never, ever, give, up.

I cannot remember nor can I imagine a time when the above was not the case.

Let people go if you cannot serve them

Raymond Chou. Founder and CEO at Infront Consulting APAC. Kuala Lumpur, Malaysia.

I used to hate letting non-performers go because I had this strange thought in the back of my mind that said, “If you let them go, you will destroy their life.”

This little voice was challenged one day when I was asked, “If this person continues working for you, am I right to say he will never progress in his career?”

To this question I responded, “Yes”, to which they replied, “So why are you destroying this person’s career when you could let them go somewhere else where they can be a superstar?”

It was at this point that I finally understood the meaning of “letting someone go”. This is something that I have carried with me since.

The riches are in the niches

Ron Lovett. Founder and Chief Alignment Officer at Connolly Owens, Founder and Chief Community Officer at Vida Living, Author at Outrageous Empowerment. Halifax, Nova Scotia.

Verne Harnish shared an idea that I carry with me, and that idea is about focus: (1) take an industry and break it into sectors; (2) pick 10% of the overall sector where you think you have the most opportunity and can beat the competition; and (3) double down and completely focus there. Own 70% of that 10%!

In my last business (security guarding) we were focused on a model but not a market segment (customer). If I could go back and do things again, I would have put a lot more of my energies into focusing, and I believe that I would have built a much larger business as a result.

If you are in a crisis, committees of 1 make the best decisions

Tony Falkenstein. Founder and CEO at Just Life Group Limited, Founder and CEO at Just Water, President at Entrepreneurs’ Organization. Auckland, New Zealand.

In this time of COVID-19, I reflect on the advice from John Fernyhough, who was a very successful lawyer and entrepreneur in New Zealand. One of his great lines is “as a lawyer I will tell you what the legal position is, but then we decide what the commercial action is; that’s the fun part”!

John’s advice in a crisis is “take absolute control; you are like the pilot of a plane, you get paid the big money for when you are in trouble so forget discussions and meetings; just take the action you think is right, and execute fast”.

I became CEO of a long established family company that had gone public; it had millions of dollars of obsolete stock, it had no good processes, controls or reporting, it rented a building that it didn’t need, and every Executive had an Executive Assistant. The son of the Founder was the Production Manager, the Board had monthly catered meetings with drinks and yet the Company was insolvent. The Directors hadn’t realised it. Nobody had.

I drew big red crosses through the management team, including the Founder’s son, rented out the excess building, found a creative way we could use the stock, put a customer service person who had a “just do it” attitude into credit control, and found a new major revenue product. I went to the bank who had the company ‘under watch’, told them what had been done, and said they could put us in receivership now, or lend us more money.

All this happened within one month from joining. We then developed the new management team from existing staff who stepped up to the plate.

The result? The company’s share price moved from 48 cents to over $13 in 3 years. The big learning: First impressions are generally right, so if you are in a crisis, committees of 1 make the best decisions.

What do you think?

Do you agree or violently disagree with anything shared in this article? Or do you have any of your own stories that you want to share? Pop them in the comments and I will personally reply.

Call to action 

My goal is to help 1,000,000 people. My wish is to have these articles shared 1,000,000 times through the various social networks. For this reason, I provide this collection online for free and all I ask of you is this: If any of these articles have helped you in any way, please take a moment to share on social media, email to someone you think will find benefit, or print and leave it on the desk of someone whom you believe has the motivation, but lacks the tools to take themselves to the next level.

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