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AI Has Leveled the Marketing Playing Field

AI Has Leveled the Marketing Playing Field written by John Jantsch read more at Duct Tape Marketing

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Overview

Most small business owners assume neuromarketing and behavioral science are tools reserved for big brands with big budgets. In this episode, John Jantsch talks with Roger Dooley, author of three books on the intersection of brain science and business, about his latest release, The Persuasion Engine. Dooley explains why AI has effectively democratized decades of behavioral science research, giving entrepreneurs and solopreneurs access to the same persuasion principles once locked away in corporate nudge units.

The conversation covers how AI models like Claude, ChatGPT, and Gemini can act as a stand-in for expensive consultants, applying frameworks from Robert Cialdini, BJ Fogg, and Dale Carnegie to everyday marketing tasks such as landing pages, emails, and competitive audits. Dooley also shares research showing AI scoring higher than humans on emotional intelligence tests, and explains what that means for writing customer communications that actually land well.

This episode is for small business owners, marketing consultants, and agency owners who want a practical, low-cost way to apply behavioral science to their marketing without hiring a research team. Dooley closes with a simple framework for running a first behavioral audit using AI in under an hour.

Guest Bio

Roger Dooley is the author of three books exploring the intersection of brain science and business, including his latest, The Persuasion Engine, which shows entrepreneurs and small business owners how to use AI-powered neuromarketing to understand and win customers. Dooley has spent two decades studying neuromarketing and behavioral science, and is known for his work on reducing friction in customer experience. He shares his insights regularly on LinkedIn, where he is most active on social media.

Key Takeaways

  • Neuromarketing tools once reserved for large brands, such as eye tracking and behavioral testing, are now affordable enough for any small business to use.
  • AI models can act as a low-cost substitute for a team of behavioral science consultants, applying frameworks from experts like Cialdini, Fogg, and Carnegie to a specific project.
  • A 2025 Swiss study found AI models scored higher than humans on emotional intelligence tests, with top models reaching roughly 89 percent compared to an average human score around 60 percent.
  • The most common mistake business owners make with AI is failing to give it enough context about their company, customers, and market before asking for output.
  • Treating AI as a conversation, rather than a single prompt and response, produces significantly better insights. Pushing back and asking follow-up questions is key.
  • Testing the same prompt across multiple AI models (Claude, Gemini, ChatGPT) can surface better results than relying on just one.
  • AI can be used to run a competitive audit, analyzing competitor websites, reviews, and messaging to find gaps and positioning opportunities.
  • Before sending an important customer communication, especially one delivering bad news, running it through AI for an empathy and clarity check can prevent costly missteps.
  • Adding the phrase “ask any questions that will help you respond” to a prompt often improves the quality of AI output significantly.
  • A first behavioral audit can start with adding company context, sharing existing marketing materials, and asking the AI to identify friction points and missing behavioral principles.

Great Moments

[00:01] – John introduces the episode and guest Roger Dooley, author of The Persuasion Engine
[01:27] – Dooley explains why we have entered “neuromarketing 2.0” as tools become democratized
[03:17] – How AI can apply Cialdini and Kahneman’s frameworks without requiring a thousand pages of reading
[05:19] – Research showing AI models outperform humans on emotional intelligence tests
[06:45] – Building an AI-powered “team of experts” using models like Claude or Gemini
[09:11] – A real example: using AI to audit a hypothetical pool service company’s competitors
[11:12] – How to give AI context so it reflects your brand voice rather than a generic tone
[16:09] – Why AI is surprisingly effective at predicting how humans will emotionally react to a message
[17:45] – The Duolingo CEO letter example and how good intentions can still land badly
[19:45] – Dooley’s framework for running a first behavioral audit in under an hour

Memorable Quotes

“AI is surprisingly good at predicting how humans will feel about a message, even though it can’t feel anything itself.” — Dooley

“It’s far better to do that as a conversation where you probe and you push back on it, because AI wants to please you and it’ll give you answers you don’t like.” — Dooley

“Most commonly it is not providing enough context, for one, about the company, the customers, the marketplace.” — Dooley

“You can create, using an AI model like Claude or Gemini, a team of your top experts, whoever you think are the most relevant to your particular project.” — Dooley

Why Video Marketing Builds Customer Trust in the Age of AI

Why Video Marketing Builds Customer Trust in the Age of AI written by John Jantsch read more at Duct Tape Marketing

Catch the Full Eisode:

Overview

Automation is everywhere in small business right now, from chatbots to email sequences to review requests. The question Doug Dibert Jr. raises on this episode is a pointed one: as you add more AI to your customer communication, are you accidentally making people trust you less? Dibert, founder and CEO of the white label video platform Magnfi, makes the case that video is the human layer that keeps automated systems from feeling cold, and that businesses adding short, personal video to their everyday communication are standing out and closing deals faster.

John Jantsch and Dibert get practical fast. They cover where video belongs after the sale, how to turn a four or five star review into a video testimonial that doubles as marketing content, and why a simple recorded reply on a form-confirmation page still surprises people. Dibert shares his Thank You Thursday habit, breaks down how AI video production now rivals shoots that once cost a fortune, and explains how agencies are packaging video as recurring revenue.

This one is for small business owners, marketers, and agency operators who already use automation and want it to feel more human without adding hours to the week. If you have wondered where video actually fits in a tech stack built on AI, you will leave with a short list of places to start.

Guest Bio

Doug Dibert Jr. is the founder and CEO of Magnfi, a white label video platform that helps marketing agencies and businesses add video to AI chat, email automation, and reputation marketing systems. With a background in filmmaking and years running a video production and marketing agency, He built Magnfi to give businesses video testimonial capture, branded video clips, video email, and AI-delivered video replies without the editing overhead. He works closely with agencies that resell the platform to their own clients.

Key Takeaways

  • Video is becoming the human layer over AI-driven communication. A short clip in a welcome email, a chatbot reply, or an SMS keeps a real person present as you automate.
  • Video chatbot replies work best as pre-recorded clips delivered by AI from a knowledge base at the right moment, not glitchy on-screen avatars.
  • Reviews can become a content engine. After a four or five star review or a high NPS score, invite a quick video testimonial and offer a small thank-you, turning happy customers into micro-influencers.
  • A personal video on your form-confirmation page still stands out, because so few businesses bother to confirm a submission like a human would.
  • Thank You Thursday: pick a random customer each week and record a short thank-you. It often reopens conversations and surfaces new needs.
  • Your current customers are your best audience for additional products. Social media nurtures buyers, it does not only attract new ones.
  • LinkedIn is a strong place for video right now if you want to be seen as an expert in your field.
  • AI video production has matured fast. Doug’s team produced a cinematic ad for an automotive repair shop that drew over 7,000 plays in two weeks.
  • For agencies, white label video slots in as an add-on to reputation, social, and web services, commonly at $250 to $750 a month in recurring revenue.

Great Moments

  • [00:02] John opens with the question behind the episode: is your new AI quietly eroding customer trust?
  • [00:51] The story behind the name Magnfi, including why dropping a single letter saved $5,000.
  • [02:06] How video shifted from “just content” to humanizing AI-driven communication.
  • [03:18] Why video outperforms text: nonverbal cues build know, like, and trust.
  • [05:54] Where video belongs after the sale, from welcome emails to chatbots to onboarding.
  • [08:31] Turning four and five star reviews into video testimonials with a simple incentive.
  • [11:47] Thank You Thursday, and how a weekly thank-you video reopens client conversations.
  • [16:22] The cinematic AI video example: a Mad Max style ad built around an air freshener.
  • [20:08] The first 90 days for a white label agency, plus why YouTube is the number two search engine.

Memorable Quotes

“What if every AI tool your business just adopted is quietly making customers trust you less?” — John Jantsch

“Video is a fantastic conduit for know, like, and trust in a digital-first world.” — Doug Dibert Jr.

“Your social media is also for continuing to sell to your current customers.” — Doug Dibert Jr.

“Your current customer base is the best base to sell additional products and services to, because they already know, like, and trust you.” — Doug Dibert Jr.

“That person took the time to record a video. You have no excuse.” — Doug Dibert Jr.

John Jantsch (00:02.118)

So, what if every AI tool your business just adopted is quietly making customers trust you less? Hello, and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jance, and my guest today is Doug Dibert Jr. He’s the founder and CEO of Magnif Mag. I I bet you a lot of people struggle with that. Magnify. Well, he’ll he’ll straighten me out.

A white label video platform that helps marketing agencies and businesses add video to AI chat, email automation, and reputation marketing systems. So Doug, welcome to the show.

Doug (00:36.632)

Thanks so much. Yeah. No, no. It’s we’re we’re we’re we’re we’re marketers and salespeople. We’re not, you know, English majors, right? So

John Jantsch (00:43.91)

All right. So so tell everybody everybody listening how to actually pronounce it.

Doug (00:51.148)

Magnify, yep, yep, you got it. Yep, magnify, M-A-G-N-F-I, yeah. Well, it w I I I originally started it. I was gonna buy M-A-G-N-I-F-I, but somebody else owned it and they wanted five grand for the letter I. And when you’re a startup, right, I mean every dollar counts. So I was like, well, just take off the I, no big deal.

John Jantsch (00:53.484)

it says magnify, okay. Okay, all right. I was

John Jantsch (01:02.95)

Yeah, yeah, yeah, yeah. Yeah, yeah.

Well, I tell you the other issue I ran into. I I so wanted to pronounce your name like the cartoon. I was trying to put an L L in there, you know. I I so wanted to do that as Dilbert, but that’s okay, gosh. I should I should we start my intro over again? I just butchered everything. All right, so yeah, there you go. All right, well now.

Doug (01:17.704)

Yeah, I get that too.

Doug (01:22.882)

Yeah, yeah, I I get that too. It’s it’s actually diapers, but long eye.

It’s it’s perfect and it’s imperfection. There we go.

John Jantsch (01:39.364)

Now we have a reason to talk about it. So that’s a you know, that’s a marketing win. so you started as a video production company agency, and my guess is that most of your clients saw what you were doing or you sold what you were doing as content production. I I think that’s probably a true statement, right? how does Magnify actually look at video content differently?

Doug (01:40.97)

Yeah, there you go.

Doug (01:47.575)

I did, yeah.

Doug (01:56.63)

You got it. Yeah.

Right true.

Doug (02:06.734)

Correct. Yeah. Yeah. So how we look at content differently, I mean, this is it’s a little bit of a metamorphosis, right? And a a lot of the metamorphosis for us really has been driven by the advancement of AI in a lot of communication. So video for a long time has been seen as just content. You know, social media, you gotta make video content, you gotta make those expert tip videos, you gotta do this, you gotta do that, which is all true.

John Jantsch (02:13.317)

Right.

John Jantsch (02:23.226)

Yeah, yeah.

Doug (02:34.306)

But now it’s it’s even more important because it’s a part of humanizing business communication and AI driven communication now. That’s it’s it’s like the pivot has just happened not even that long ago. It’s it’s it’s definitely very interesting pivot, even for us.

John Jantsch (02:52.634)

Yeah. Well well, and I think the biggest change is what you’re suggesting, and certainly what I’ve seen, is that there’s a lot of places, there’s a lot of gaps in where people are using it, video. Certainly, I mean, I I guess we could start with talking about, you know, how video differs from from word, written word content and maybe go there, you know, like why is video so powerful as a medium period?

Doug (03:11.405)

Mm-hmm.

Doug (03:18.008)

You got it. Well, it’s it’s it’s definitely more powerful than just text on a screen because you see let’s like right right now, we’re doing a video podcast, right? You’re hearing my voice, you’re hear you’re hearing my tonality, you’re you’re seeing my hands move. I’m a big hand talker. So you’re seeing my eyes get big with excitement, right? And then obviously you’re laughing. So just it we read so much nonverbal communication than we do.

John Jantsch (03:38.565)

Yeah.

Doug (03:46.242)

Verbal and we actually in science shows we learn more. So the businesses that are are adding video now to a simple email communication are are standing out in a huge way and closing deals faster. We worked with some sales teams that were super reluctant, like, I don’t want to take the time to record a video. I’m busy. I just want to fire off a quick, you know, email and then send it off. You know, keep the that sales prospecting thing going. But the businesses that actually levered it early on.

John Jantsch (03:47.205)

Yeah.

John Jantsch (04:08.677)

Yeah.

Doug (04:16.574)

actually close the deals faster because video is a fantastic conduit for no like and trust in a in a digital first world.

John Jantsch (04:23.898)

Yeah, yeah, yeah. Yeah, and I think I think all communication is a form of persuasion. you know, we’re trying to persuade somebody to do something, you know, even if it’s just right back to me. and so I I think video scores very high on trust, and trust is certainly one of the biggest elements of persuasion, as you as you just mentioned. W I I read in the beginning of this some stats that that actually I think you you have shared. Seventy nine percent of Americans prefer human

Doug (04:30.754)

Yeah. Yeah.

Doug (04:45.75)

You got it.

John Jantsch (04:53.868)

Over AI agent and customer service, 86 say human interaction still matters to brain experience. I’m wondering if those numbers are skewed because so many people are doing it poorly. you know, so some of the automation, the really particularly the early automation was was more frustrating than helpful in a lot of cases. And they just found themselves like human, human, human, you know, pushing whatever button to get to that. And and do you think that that some of those numbers are there because

Doug (05:03.672)

Mm-hmm.

Doug (05:11.061)

Yeah, yeah.

Doug (05:15.98)

Yeah.

John Jantsch (05:21.594)

People are doing it poorly. I know that I’ve had good experiences with AI chat and I I’m like, Great, that was the way I wanted to go because it I got the result. That’s really all we’re after, right? Yeah.

Doug (05:32.322)

Yeah, you got it. Yep, right to the end result. Yep.

John Jantsch (05:36.048)

So so how does I guess the second part of that, an actual question, you know, how you know, how is somebody using video in all these like customer experience and onboarding and you know, all the things that they think about that they don’t think about in a lot of cases after the sale?

Doug (05:54.03)

Correct. Yeah. Well, so after the sale, super important. So especially after the sale, letting them know that a real human being is actually behind the business is vitally important. So when they get that first welcome email, adding a simple video to it, even if this is generic, even in the chat bot, right? We’re seeing a a nice uptick in people adding video replies just to a chat bot. Because even after the sale, even for Magnify, when somebody comes in and white labels a platform,

John Jantsch (06:06.01)

Right, right.

John Jantsch (06:20.602)

Mm-hmm.

Doug (06:23.0)

They’ll come and they’ll still hit our chat bot up and just ask questions. So we just we deliver video answers to that. So adding video to that. So and then even social media. People businesses don’t think after somebody is sold, like their social media is just for attracting customers. Your social media is also for continuing to sell to your current customers, because if they bought from you, they’re probably liking your social media.

John Jantsch (06:26.693)

Yeah.

Doug (06:48.278)

So continuing to educate and nurture and onboard that customer into how to maximize out your product or your service that you have.

John Jantsch (06:57.914)

So so so give me a little give me a little bit on the technical details. When you say video in your chat replies, that’s really a a a bot that is replying in video form. I mean that’s not actually pre-recorded videos. A lot of people used to do that. but but you’re actually saying no, it’s gonna respond to the exact question it was asked based on a knowledge base.

Doug (06:58.186)

Even after the sale.

Doug (07:09.73)

You got it.

Doug (07:19.138)

Yeah, based on the knowledge base and delivering of a pre-recorded video. You got it. So that way I’ve seen the the bots out there that have like the automated like AI avatar and it looks really weird like the headljerk and then I’ll give you that text response answer. But these are pre-recorded video responses that are delivered by the AI at the right place at the right time.

John Jantsch (07:33.422)

Yeah, yeah, yeah.

John Jantsch (07:40.643)

Okay.

Doug (07:44.46)

So business can still we tell me this all the time, automate as much as you can, but when it’s appropriate, add in that video that that human layered response versus just a a talking bot. So what the bot is figuring out where the appropriate response is to add that video video reply.

John Jantsch (08:04.57)

So one of the things I think we talked about was at reputation management. you know, there are a lot of industries that have been on the, you know, getting reviews game for many, many years, home service industries, restaurants, spas, you know, that kind of thing. But it’s I think almost every business has now realized how important it is. how can you use kind of one what I call one-to-one video in referral generation, or not necessary referral, reviews like a Google review.

Doug (08:14.626)

Yeah. Mm-hmm.

Doug (08:31.586)

Yeah, review capture. Yeah. So a lot of softwares out there I know for reputation management. After somebody leaves a four or a five star or an NPS score leaves like a nine or a ten, now you could with with our platform, that’s how we work beautifully with those platforms. Is that if they do click those, you can automate either a gay, you know, click here and tell us your story, record a quick video testimonial about your experience. And hey, as a thank you for your time, you know, for for telling us your story, we’ll

Well send you 10% off the next visit, right? So that’s a perfect opportunity to create micro influencers out of those people who are leaving those those five stars or four stars and those nine and tens on the on an MPS score. So then it becomes a content generation engine.

John Jantsch (09:17.348)

Yeah. So so so again, just to clarify that, you’re not necessarily saying use it you know, a lot of people do things where they did a service and they want to send a video out to the person saying, Hey, review us. But you’re actually you’re actually advocating more for once somebody does review you to actually then ha use it as an engagement tool.

Doug (09:36.738)

Yeah, it’s actually both. Yeah, yeah. So it yep, you you could utilize it both ways. Like we we have users on our platform that’ll use our video email tool. So it’ll actually route them to a video message of the owner saying, Hey, like I’m Bob the from from Bob’s Burgers, right? Hey, I’m so glad you had a great time at at our place. If you feel so inclined and you want to tell us your story about how much you loved your burger, what was your favorite burger? Just click the link below and record your story for us. And next time you come in, you know, burgers on me, just for taking the time.

John Jantsch (09:38.479)

Yeah, okay.

John Jantsch (10:06.566)

Yeah, yeah.

Doug (10:06.732)

So we’ve seen it both ways. You got it.

John Jantsch (10:10.244)

many years I have actually advocated small business owners, you know how you you fill out a form, whether it’s request a quote or just contact us or whatever the form is, and and it always drove me crazy. You’d press that button, send, and you weren’t even I mean there was no confirmation, there was nothing. You’re like, I don’t know, did they get it? You know, or not, right? And I’d always was big on getting business owners to record a video, send them to a page that basically says, Hey, we got it, you know

Doug (10:11.51)

Yeah, okay. Yeah, small.

Doug (10:16.814)

Mm-hmm.

Doug (10:27.554)

Yeah, yeah.

John Jantsch (10:36.674)

Our best agent is on it, they’re gonna get back to you. Me and and the people that did that, it was funny how often we’d get comments because it it was it’s it’s now pretty regular, but it was unique almost so that you know, people would comment on something so goofy and so simple.

Doug (10:39.436)

Yeah.

Doug (10:51.406)

Well what’s what’s what’s funny is you were ahead of the game, John. And because what you were what what you were doing is you were humanizing the experience. Instead of shooting a simple e or even a even an email, just like you said, sometimes you get nothing back, but usually you get that automated little text like, We’ve got your thing, let’s let me be in touch with you, blah, blah, blah. But now, looks like you said, recording, I mean, taking three minutes or less to record a video, throw that in your auto response, and then

John Jantsch (10:56.921)

Yes.

John Jantsch (11:07.045)

Yeah.

Yeah. Yeah.

Doug (11:20.162)

Having that video pop up? You were ahead of the game, man.

John Jantsch (11:23.79)

Yeah, well and and the fact that everybody the pandemic actually sped this up because everybody that everybody had to go out and get a camera and everybody got on video and everybody was used to now they had all these tools to actually do that recorded before. I mean when I started doing it, we had to bring a crew into the office. It was much harder. So

Doug (11:27.566)

yeah. Yeah. Video.

Doug (11:38.83)

Yeah. Yeah. Yep. Yeah. Yeah. I remember even even before the like just trying to get something out of Zoom call before all that was was super hard to do. Now it’s like we gotta walk across the street. well to Zoom.

John Jantsch (11:47.47)

Yeah, yeah. Yeah.

Yeah, exactly. So I think I read somewhere you do something called Thank You Thursday. you pick a random client e each week and send a personal video email. it’s so funny. Again, going back to old practices because I’ve been doing this a long time. I had a habit of of every Friday I would call three or four clients, literally with like, hey, I was just let’s see how you doing. And I can’t tell you how often somebody said, you know, I was just about

Doug (12:00.706)

Yeah.

Doug (12:14.926)

There you go.

Yeah.

John Jantsch (12:21.414)

call you, we need to do XYZ. I mean, it was unbelievable. So I made it a habit. So tell me about your thank you Thursday.

Doug (12:22.19)

Yeah.

Yeah. Yeah, thank you Thursday came well from you know from video email, right? ‘Cause like we talk about you should use video email, should do that. It’s kinda like practicing what you preach. So every Thursday, well, ’cause it rhymes, it kinda helps you remember it. yeah, thank you Thursday. You just pick a random customer and record a video and just say, Hey, how’s the su how it’s going on? Hope you’re doing fantastic and hope you’re enjoying the platform. You know, hope the family’s doing good. Just want to record a video to say, Hey, thank you. I appreciate you because I would not be here if you if we if we weren’t working together. So I just want to say thank you.

John Jantsch (12:38.469)

Yeah, yeah, yeah.

Doug (12:56.474)

And less than twenty-four hours, if not maybe five to ten minutes later, you would get a response back saying, That was really cool. Thank you so much. And and a little what you just said, John, will happen. They’ll be yeah, well I thinking about adding X this Y XYZ thing on it. I’m glad you reached out. Let’s get this thing going. So it’s I mean, your your your current customer base is is the best base to re to sell additional products and services to because they already know, like, and trust you.

John Jantsch (13:21.412)

Yeah. Have you have you have you quantified or or or gotten even any kind of feedback from clients who’ve maybe adopted that practice to say this is what this has meant over the last six months?

Doug (13:34.466)

Yeah, mean l l literally what I just still what when I kind of explained that concept to our to our agencies and stuff like that that white label us even businesses, literally the same response is like, my gosh, this is so easy, so simple, especially from C suite people, like messaging out their their team members. Hey, I want to record your quick video or record a quick video and just say, Hey, you know, hey, you know, Bill. Just want to record your quick video, just let you know I think you’re doing a fantastic job. Thank you so much for working here.

John Jantsch (13:38.766)

Yeah. Yeah.

John Jantsch (13:48.601)

Yeah.

Doug (14:01.56)

Especially if they’re talent they want to keep. People just wanna feel appreciated. So that C suite executive that was using our platform did that. He’s like, my gosh, like this is I’m gonna do this all the time now. Just record video, just say thank you to my team members who are doing a fantastic job.

John Jantsch (14:04.976)

Yeah.

John Jantsch (14:16.928)

th a lot of people have been, and any number of people have been using tools like Loom to do kind of similar one to one video and you know, you you just click a button and record. I I I know, you know, we initially our initial use case for using Loom was when we were trying to explain, say to a web designer, like, fix this thing right here, you know, and it was just a lot easier, right, to communicate that. How does your platform differ from a you know, a tool like that which can be free?

Doug (14:23.256)

Mm-hmm. Yeah, yeah.

Doug (14:35.372)

Yeah. Yeah, yeah. Yeah. Yeah.

Doug (14:45.58)

Yeah, yeah, no, Loom’s a fantastic platform. Yeah. So we we have the we just like you said, we have the we have the same kind of capabilities inside of Magnify, right? But the cool part about what what Magnify is is we’ve built in not just a a screen recording tool, but we have the ability to capture video testimonials, produce simple branded video clips, make little story videos which takes three video clips and produces them into one video, and then literally add video to any marketing communication that you have, whether you have an AI chat bot.

John Jantsch (14:51.718)

Ha ha ha.

Doug (15:14.942)

you have SMS marketing, add videos to that. So we’re kind like the the all-encompassing video powerhouse. And that stemmed when I was running my video marketing agency. It stemmed from what other digital marketers and what businesses were actually asking for on a consistent basis. So when you’re running a video production company, you’d get those nice big client contracts, right? Where you’re making 10,000-ish dollars a video. But

Magnify was birthed out of, well crap. Like I gotta make more I gotta I gotta figure out a recurring revenue model instead of always always hunting and killing that next thing. So that’s where it was kind of birthed from was the the tools, the five tools we have were birthed from what businesses use or and should be using on a regular basis. And then what makes us unique with the video communication tools is the video content creation tools. We produce it for you. So there’s no video editing needed.

John Jantsch (15:49.966)

Yeah, yeah, yeah, yeah.

John Jantsch (16:01.456)

Yeah.

John Jantsch (16:09.658)

Yeah, yeah.

Doug (16:09.74)

So art it adds your your logo and music and captions and call to action all by itself.

John Jantsch (16:15.856)

Well in and that ten thousand dollar video, you know, AI is cutting into that budget pretty pretty significantly too, I think.

Doug (16:22.582)

yeah, it’s funny you mentioned that. Well, it’s ’cause we we actually just through probably about a good year and a half, like obviously we’re we’re on we’d like to think we’re on the cutting edge of of video. And AI video being one of those. We we’ve seen it go from like the really terrible to where it’s at now and we’ve we have studied it and just started offering like cinematic style AI videos where it looks

Where it could replace a five million dollar budget video. We just did one for a multi location automotive repair shop. And they wanted like, they came to us, they wanted like a Mad Max style thing video built around a air freshener. Their big thing was like this cool air freshener that you that you hang on their their their the the mirror gives them 15% fifteen dollars off their next oil change.

John Jantsch (16:51.534)

Mm-hmm. Yeah.

Mm.

John Jantsch (17:10.67)

Mm.

Doug (17:19.81)

Gets it back of the door. they wanted a story built all around that. So we went, we we were like, okay, yeah, we’ll give you like a one that’s like around a minute and a half. But like once we got into it, we’re like, we made us like a two minute 30 30 second, like full movie trailer. I mean, complete with scenes. I mean, if you were to pay a crew your minimal five million dollars, and it turned out amazing, they dropped it on their social media.

And within two weeks got over seven thousand plays. And immediately we’re like, we want to do more. So we’re actually doing one that’s a a gone in sixty seconds theme mixed with back to the future. So that’s sort of getting ready to drop here pro pretty quick.

John Jantsch (17:50.256)

Yes.

John Jantsch (17:56.088)

yeah. Yeah.

Yeah, that’s that’s interesting. I mean you imagine you imagine like, you know, two actual live trucks or something driving down the road, you know, in a Mad Max style. I mean, I would take f twenty people back in the day, right? All the people holding boom mics and and the three, four different videos on, you know, on trucks. I mean, crazy. So,

Doug (18:02.102)

It’s awesome.

Doug (18:12.366)

Yeah. It’s like my God.

Doug (18:21.85)

somebody who studied filmmaking in college, if I had this at my fingertips back in the day, like I mean, literally, like your the your imagination is only the limit. It’s so it’s crazy.

John Jantsch (18:24.411)

Yeah.

Yeah.

John Jantsch (18:32.696)

Yeah, yeah. All right, so I’m a two person shop and I don’t have time for video. What’s the least amount I could get away with?

Doug (18:42.712)

The least am I gonna get away with, right? That well, that’s what the Magnify platform was built for, number one. But number, but number two, bust out that phone in your pocket and just record some content for the love. Because I I always love when people you’re on screen, it’s been this is a great analogy I tell all people who are considering it. You ever been scrolling on social media and you stop and you see some guy’s video, you’re like, that guy’s an idiot. Like, I know more than that person.

John Jantsch (18:43.78)

Ha ha ha.

John Jantsch (19:08.602)

Yeah. Yeah.

Doug (19:10.968)

Well, that person took the time to record a video. Well, you have no excuse. Start recording that content. Put it on social media, especially if you’re on LinkedIn. LinkedIn is so hot right now for video content. If they if you’re a LinkedIn person and you’re watching this, make video content on LinkedIn to position yourself as a thought leader as an expert. There’s never been a better time to do it on LinkedIn, for sure. Hands down.

John Jantsch (19:14.277)

Yes.

John Jantsch (19:21.296)

Yeah, yeah. Yeah.

John Jantsch (19:34.596)

Although my soap speech, stop recording the videos in your car with you driving. I hate those, okay?

Doug (19:40.544)

Yeah. Listen, I’ve been guilty of those. ‘Cause like sometimes you’ll get that thought that pops in your head and like I wanna get it out before I forget. But I hear you. I hear you.

John Jantsch (19:52.778)

So so so so you’re positioning your program though or your platform as white label for agencies. so tell me a little bit about I don’t know the first ninety days of implementation for an agency, what’s that look like?

Doug (20:01.954)

Yeah, yeah, yeah.

Doug (20:08.3)

Yeah, so first that’s the most important, right? The first ninety days. So the first ninety days when agency signs up, they they typically have a customer that they’re already like have asked for either video testimonials or they want to add video to an email marketing plan. And so that’s when they typically will find us, right? So but we tell agents all the time, yes, it’s exciting that you have a customer, right? And how our platform works is they pay that the the flat rate and then they get thirty they get thirty seats, thirty seats to give out to as many customers as you got it.

John Jantsch (20:23.675)

Yeah.

John Jantsch (20:33.284)

Hm. Wow. so those could each be a client could have a seat. I’ll get you, okay.

Doug (20:38.38)

Yeah, so you can give video testimonial capture, video email, branded video clips for your customer and add a layered in video service that works with your existing stack, your reputation marketing, your social media plan, your website design. But we tell them first 90 days, if you make sure you get yourself an optimized YouTube channel for your own agency. And because you agencies

John Jantsch (20:50.638)

Yeah. Mm-hmm.

John Jantsch (20:59.61)

Yeah.

Doug (21:04.477)

love the idea of having an optimized YouTube channel for their business because one, it helps out tremendously with SEO, right? I mean, and John, you’d be surprised how many agencies don’t know that YouTube is the number two search engine in the world. And when we tell them that they’re like, what? Really? Yes, it is. So yeah, it’s a great way to sell your client into creating content. So the first thing is getting them to create content. Get a video testimonial from one of their happy customers.

John Jantsch (21:10.99)

Mm-hmm, mm-hmm.

John Jantsch (21:16.902)

Sure. Yeah. Has been for a long time. Yeah.

Doug (21:32.472)

But it’s implementing it in with their own tech stack, right? So when they approach a business and they go, Hey, check out what we’re doing here. This will work better. This will make work amazing for your business. The business goes, Well, heck yeah, that’s awesome. I want that too. And it’s an easy add on. And most agencies are charging between two hundred and fifty bucks to seven hundred fifty seven hundred and fifty dollars a month in recurring revenue. Right out the gate. Yeah. Yep. You got it. Yeah.

John Jantsch (21:53.772)

Right. Per se per seat. Yeah, yeah. That’s awesome. Yeah, yeah, yeah. Awesome. Well, I appreciate you stopping by, taking a few moments on the Duct Tape Marketing Podcast. Is there some where you’d invite people to learn more about w how they can try out Magnify?

Doug (22:11.02)

Yeah, we well obviously you can just go to magnify dot com, A G N F I dot com. And then always hit me and hit me up on LinkedIn. I’m super active on LinkedIn. Just for just search Doug Doug Dybert J R on LinkedIn. I’m on there pretty much probably way too often, but you could f we could find me on there too. So

John Jantsch (22:29.318)

Well I appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road, Doug.

Doug (22:34.072)

Perfect, John. Thanks for having me.

The 4 Marketing Channels You Actually Control | 7 Steps to Small Business Marketing Success – Episode 5

The 4 Marketing Channels You Actually Control | 7 Steps to Small Business Marketing Success – Episode 5 written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode:

Overview

john jantschIf your biggest marketing channel disappeared tomorrow, how long before your pipeline dried up? For most small business owners John talks to, the honest answer is 30 days or less. That fragility is the hidden cost of renting your pipeline instead of owning it, and it’s the focus of Step 5 in the Seven Steps to Small Business Marketing Success series.

In this solo episode, John draws the line between rented channels (paid ads, search traffic, social reach) and the assets you actually control. Rented channels can produce results fast, but the rules change, costs climb, and a single algorithm shift can erase a healthy-looking business overnight. Owned channels work differently. You decide who’s on your list and what reaches them.

John walks through the four channels every small business can own: email, referrals, strategic partnerships, and direct human relationships. He shares a simple owned-versus-rented audit you can run this week, plus why the human element only grows more valuable as AI takes over the routine work. This one is for small business owners, marketers, and consultants who want a pipeline that holds up when the platforms shift.

Host Bio

John Jantsch is the founder of Duct Tape Marketing and host of the Duct Tape Marketing Podcast. He is the author of several books on small business marketing strategy, including Duct Tape Marketing, The Referral Engine, and The Ultimate Marketing Engine. He helps small businesses build practical marketing systems that produce predictable growth.

Key Takeaways

  • Test your risk fast: if your biggest channel vanished tomorrow, count how many days before your pipeline dried up. For many owners, it’s 30 days or less.
  • Rented channels (paid and most earned media) can scale instantly, but costs rise, rules change, and you never control them.
  • Owned means control. You decide who’s on the list and what reaches them, with no platform getting a vote.
  • Run the audit: list every lead source that produced revenue in the last 12 months, then mark each one owned or rented. If rented tops half, that’s your next area of work.
  • Email is your most direct owned channel, but only when the list is qualified, nurtured, and built with permission. It’s a content channel first, a sales channel second.
  • Write every email as if it’s going to one person, not 20,000. Personal beats broadcast.
  • A real referral system has three parts: a specific ask, a specific moment, and an easy path. Most businesses only do the ask.
  • Strategic partnerships with non-competing businesses serving your same ideal client are the most underused lead source for small businesses.
  • As AI handles more routine work, double down on the human channels: networking, speaking, associations, and in-person participation.

Great Moments

  • [00:01] John opens Step 5 and poses the test: if your biggest channel disappeared tomorrow, how fast would your pipeline dry up?
  • [02:07] Renting versus owning explained, why the rental model is fragile, and the owned-versus-rented audit.
  • [04:30] Channel one: email, and why it still works after years of people declaring it dead.
  • [06:52] Email as your first layer of content, not just a sales tool.
  • [07:12] The mindset shift: write to one person, not a crowd.
  • [09:33] The three parts of a referral system, then why strategic partnerships are so underused.
  • [11:49] Channel four: direct relationships, and why the human element matters more in the AI era.

Memorable Quotes

  • “If your biggest channel disappeared tomorrow, how long before your pipeline would dry up? For most folks I meet, it’s 30 days or less.”
  • “If you own it, you control it. You decide who’s on it and what reaches them.”
  • “Referrals arrive pre-trusted. They close faster and they’re less price sensitive.”
  • “Non-competing businesses serving the same ideal client are the most underused lead source a small business can have.”
  • “The more AI becomes part of our lives and businesses, the more the human element matters.”

John Jantsch (00:01.708)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch, and again, no guest. I’m doing this series of seven steps to small business marketing success. This is actually episode number five. So go to the show notes. You can find all the other episodes if you are behind on this. but I’m gonna dive into episode or step number five. and this one really talks about pipelines. Having a great, healthy pipeline is awesome, isn’t it? Unfortunately,

many people don’t own their pipeline. And this is going to be easy to test. I’m gonna really talk that’s what I’m gonna talk about today. But if if let me ask you this. If your biggest channel disappeared tomorrow, the platform shuts down, alg algorithms change, cost doubles. how long before your pipeline would dry up? be honest. most of the folks that I encounter 30 days or less. and that’s really risky, and that is the cost of

Renting versus owning your pipeline. And I I want to talk about a little bit about those terms. If you own it, that means you control it. you decide who’s on it, what reaches them. no platform’s really going to change that is going to to to really make that go away. That’s that’s the true idea of owning. So I mean, you own your website, you own your email list, you own your social media.

To some degree, although those are really controlled as well. So I want to get into some of the things that I believe if you want to truly own your pipeline, you have to actually own all the assets that drive your pipeline to the extent that you can. Now, when you hear marketers talk about owned media, earned media, paid media.

When I’m talking about renting, really that’s what paid media is. And to some degree earned media, which is great, the publication writes about you. some

John Jantsch (02:07.638)

search platform sends traffic to you. Yeah the social media platforms, you know, people follow you and you know on YouTube or something and and then click over to your website. Those are all things that you you kind of earn mentions. But again, those are really not under your control. I mean those are things that could theoretically go away tomorrow. YouTube changes their algorithm and you no longer get any traffic from it. so that’s why I want to focus on this idea of own. you know someone else

on in on most pipeline, rented pipeline, somebody else owns it, you pay for access to it, you play basically by their rules. and and the the beauty of that, of course, is that that can happen instantly. If you’re a new business and you go to Google AdWords and you open an account and you start advertising, I mean you can actually generate pipeline, you know, immediately. But as many people have experienced, that pipeline

Can get more and more expensive every single year, less and less profitable every single year. they change the rules, and all of a sudden you can’t talk about your product or service in the way that you want to in your ads. I mean, there are all kinds of things that that are there. and a business and and the challenge is this rental model is very fragile, but it can be invisible too, right? A business can look very healthy.

Be chugging along, but it’s 70% of their pipeline, 70% of their customer growth comes from rented channels. And all of a sudden, you know, they disappear overnight because something changed. So here’s a here’s an audit that I would tell you to do. You can do this live. lift up list every lead source that’s produced revenue for you in the last 12 months. And I know sometimes that’s hard to attribute where the revenue came from, but

Spend some time thinking about where your revenue comes from, what lead source, and start marking: is this owned? Is this rented? or you know, rented is the same as paid. you know, and and really kind of look at what’s the ratio. All right. So I want to talk now. Now that you’ve done that, I’m gonna talk about the the the four owned channels and why you need to really put more emphasis, probably.

John Jantsch (04:30.828)

need to put more emphasis on those and less on the rented ones. So the first one is email. I’ve been around for a very, very long time. We started, we started, I think, heavily using email right at the end of like in the 90s, 97, 98, 99, all of a sudden email became a thing. everybody was, you know, really adopting it. And I swear, you know, once people, once people learned the marketing

value of having an email connection with somebody. Of course they started abusing it. And that’s why a lot of people have then declared almost every year from about 2000 and well, let’s say 2004 or so when social media started cropping up that the email was dead. How many times have you heard that one, right? At least for 15 years. But it still works. It’s still one of the most valuable channels. and I

contend that it probably will remain. Now it it it has gotten harder to make effective. and that’s really more because people have abused it and because people have other options that that they’ve spent on. And you know, there’s so much spam and cold, you know, outreach that comes through those that have have actually made people, you know, not like email, if you will, but but a qualified email list that you have built over five years, direct, reliable,

owned is really one of the most efficient channels that you can have. But again, qualified, nurtured, not abused, members of that list can can be really one of the most valuable marketing assets that that a business has. key word again, qualified. people asked to be on it. It was not scraped, it was not bought, it was not added. this is

This is actually your first layer of content, if you think about it. The principles that make content work apply. Genuine point of view, useful, specific. So when you’re sending email out, that is part of your content plan, right? So genuine point of view, built on one of your core principles, built on one of your hub page, one of your

John Jantsch (06:52.0)

elements that you’re using in all of your marketing, all of your content. Ca email in a lot of ways is a content channel. It’s not necessarily a sales channel. It certainly can be. You can earn the right to sell very directly in email, but it is first and foremost, it is a content channel.

John Jantsch (07:12.278)

And again, you know, a lot of I think a lot of people, partly because of spam and things that have gone on, you know, feel like, you know, email doesn’t feel that exciting anymore, right? And I think that that’s a lot of times the edge. you know, the the the real and and again, I’m not talking about necessarily all the ways that people are using it and abusing it. I’m talking about the ways that you have the ability to have a direct conversation. And that and that’s you know, that’s probably one of

It’s one of things I forget all the time, but it’s probably one of the core principles of email is we feel like, okay, this email is going out to 20,000 people. So we’re writing it like it’s going out to 20,000 people. What if you wrote it like it was going out to one person? That you told a personal story, that you were vulnerable, that you shared a a a point of view that might not be accepted by everyone. That’s how you have to think about all of your writing.

You’re writing it to one person. Whether it’s a YouTube video, an email, a social media post, it’s not, hey guys, hey everyone listening. It’s hey, you one person, I wrote this directly for you, or at least you’re gonna feel like I wrote this directly for you. That’s how you make email, certainly a potent channel. I wrote an entire book about this second channel called the Referral Engine. and I’m

Happy to say that that book has remained evergreen because the referrals are not some hack that come about because of the next platform. They are genuinely earned if you actually focus intention on them. Obviously, you’ve got to do good work to get referrals. But after that, if you are intentional about how they are are created, referrals are they’re probably for most of us, they are the best leads. they already

arrive kind of pre-trusted. they close faster, they’re less price sensitive. They’re more likely to refer other people because that’s how they came to you. most small businesses, I think most small businesses, hopefully you do, receive some referrals, but they happen accidentally. that’s hope. That’s not a system. there are three parts to a an effective referral system. There is a specific ask, there is a specific moment.

John Jantsch (09:33.738)

And there is an easy path. So here’s what I would here is who I serve and I would like what I would like you to do. you do that at a moment when the client or the yes, the the client or the you know, the person, it’s the right time to ask them. It’s it’s the moment of truth, as I’ve called it before. And then you make it very easy for them. Most businesses are missing two and three. I mean, they think about like, yeah, okay, I I’m

Gonna go out and ask people for referrals, but I’m not gonna do it, I’m not gonna have it as a planned moment. I’m not gonna have it make sense, I’m not gonna actually make it really easy for them to do. You add those two pieces of it, and you know, right after the customer experiences something good, you make you make that ask land right then and you make it easy for them to do. Now, the the third channel is that you can own.

Is one that is a branch of referrals to some degree. not exactly. and that’s partnerships, strategic partnerships. I don’t know why more people don’t spend more time on this particular channel. non-competing businesses serving the same ideal client are are probably the most underutilized, underused lead source that any small business can have. And it’s it’s not even close. I built in the early days my entire following, my entire business.

My entire platform around these strategic partnerships because it was so easy for me to take the fact that I was early on producing content and others, people started realizing we need content, we need to educate, we need to bring our communities together. And all of a sudden I was a ready-to-tap source. And so they put me in front of their audiences. So the ideal client.

Every one of your ideal clients needs other professionals. every one of your ideal clients has other needs. If you’re in the home services business and you are an electrician, they also need a painter and a plumber and a roofer and a person to do landscaping. so if you could start to develop relationships with all the people that also serve your ideal client, and you can activate those relationships.

John Jantsch (11:49.54)

have them if if you have a podcast, have them on your podcast, you be on their podcast, write content for each other. There’s lots of ways that you can actually start developing these relationships so that these strategic partners then have a have a a real reason, but also your top of mind when it comes to referring you. And then the fourth one is is still just direct relationships. The more AI becomes invasive.

Is that the right word? In our lives and our businesses, the more human element is going to become important. So if you’re using AI to actually become more efficient and to free up time, take that extra time, take your team’s extra time and start doubling down on networking, on speaking, on associations, on in industry, in person industry participation. Spend more time doing those kinds of things because.

those still pay off and they they’re gonna pay off I think even more as people try to automate and and have you know robots theoretically doing their content. I I still don’t know that we’re ever gonna actually get to that point. But I think the real opportunity right now is to double down on the human content. So do that owned versus rented audit. Do it this week. if rented is more than half then really

The owned growth engine is really the work that you need to focus on. So this is step number five of the seven steps to small business marketing success. Hopefully you’re enjoying this series. You can go to our website at Duct Tape Marketing to find the rest of the episodes or the rest of the steps in this. and and obviously six steps six and seven are coming. These are all if you just want to get the ebook all in one shot.

It is dtm.world slash seven steps. you can get it for five bucks. if you want to actually talk to one of our consultants, it is duct tapemarketing.com consultation. So if these are making sense, that actually next step might make sense for you. Go grab the ebook or go grab a a strategy call with one of our advisors. All right. Thanks for tuning in, and hopefully we’ll see you one of these days out there on the road.

7 Steps to Small Business Marketing Success – Episode 4

7 Steps to Small Business Marketing Success – Episode 4 written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode

john jantsch (1)Overview

Every founder I talk to is excited about AI content tools. Most of them should be a little nervous. The market is being flooded with content that reads fine and means nothing, and when you add to that pile, you do not rise above it. You disappear into it. In this solo episode of the Duct Tape Marketing Podcast, John Jantsch makes the case that more content is the fastest way to become less visible, and that the fix is not volume. It is content built to do a specific job.

The episode lays out a practical content strategy for small business owners who are tired of publishing for the sake of publishing. John walks through three principles: picking content pillars anchored on your ideal client’s problems, organizing everything under hub pages that signal authority to both buyers and AI, and repurposing authoritative founder content rather than mass-producing generic posts. He also names the ingredient most businesses skip entirely: a point of view.

This one is for small business owners, marketers, agencies, and consultants who want their content to compound over years instead of evaporating in a week. If you have ever written a blog post because the topic seemed interesting that week, this episode will change how you plan everything that comes next.

Guest Bio

John Jantsch is the founder of Duct Tape Marketing and the host of the Duct Tape Marketing Podcast. He is a marketing consultant, speaker, and author known for turning marketing strategy into a practical system small businesses can actually run. His books include Duct Tape Marketing, The Referral Engine, Duct Tape Selling, and The Ultimate Marketing Engine, the source of the 7 Steps framework featured in this series. Through Strategy First™ and the Marketing Operating System, John and his network of certified consultants help founders install strategy before tactics and build marketing that compounds over time. He works with business owners through fractional CMO engagements and shares field-tested, no-hype advice with the podcast audience each week.

Key Takeaways

  • More content is not the answer. AI has flooded the market with readable but forgettable material, and adding to it buries your brand instead of building it.
  • Content should do a job. If a piece cannot tie back to a clear pillar, you should not be producing it.
  • Pick three content pillars at most, anchored on your ideal client’s problems or buyer segments. Three gives you range without dilution.
  • Use the three-year test: if you would be bored with a topic in six months, it is a theme, not a pillar. Pillars are what you intend to own years from now.
  • Organize content under hub pages. One page per pillar where your proof, case studies, and expertise live together, so both search engines and buyers see real authority.
  • Hub pages serve your sales team too. They give you a credible place to send prospects who need the full picture on a topic.
  • Repurpose authoritative content. An hour of focused founder conversation can become 50 to 100 pieces of content in the founder’s real voice.
  • This is the best use of AI for content. Not to write the generic stuff, but to stretch the good stuff once you have captured it.
  • The missing ingredient is a point of view. AI returns the opinion of the collective mass. It cannot give you the thing only you believe.
  • A point of view does not have to be controversial. It just has to be different, and most founders already hold one they are simply not surfacing.

Great Moments

  • [00:01] John kicks off episode four of the seven-part solo series and frames the core idea: why more content is making you less visible.
  • [02:26] The first principle, picking pillars, and why your content needs to compound around your ideal client’s problems.
  • [04:49] The three-year test for separating a real pillar from a passing theme, plus how hub pages organize it all.
  • [07:12] The repurposing principle, including how an hour with a founder becomes 50 to 100 pieces of authoritative content.
  • [09:24] The missing ingredient most businesses skip: developing a genuine point of view in a sea of AI sameness.
  • [11:44] Your next steps and where to get the full Seven Steps ebook.

Memorable Quotes

  • “Adding to that pile doesn’t help you. It buries you.”
  • “If you’re bored with a topic in six months, it’s not a pillar. It’s a theme.”
  • “Every piece of content should point to one of those pillars. If you can’t tie it to one, you shouldn’t be doing it.”
  • “AI doesn’t develop points of view. It develops the point of view of the collective mass.”
  • “It doesn’t have to be controversial. It just has to be different.”

Resources

  • The Seven Steps to Small Business Marketing Success ebook (under five dollars): dtm.world/sevensteps
  • Talk to a Duct Tape Marketing advisor: ducttapemarketing.com/consultation

John Jantsch (00:01.838)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch, and again, another solo show. No guest today. I’m doing the seven steps to small business marketing success. So if you haven’t caught the past, I think I’m on episode four here. If you haven’t caught the past three, go check them out at Duct Tape Marketing. but this is a series of seven podcasts. This is number four. Why more content is making you less visible? How’s that for a topic?

So here’s the AI content trap. most founders I talk to are really excited about AI content tools and frankly they should be nervous. and that is because the market is being flooded with generic, readable but forgettable content like crazy. and I think adding that pile doesn’t help you, it kind of buries you. So

He here’s the problem, and this and this has been the problem all along. Content or I’m AI didn’t necessarily change this, it just made it worse in a lot of ways. most content that small business owners have produced, somebody convinced them to write a blog post every week. but it it’s just kind of the idea of the week. It has no spine, there’s no thought behind it. maybe the topic seemed interesting that week, but two years down the road later, it actually serves zero purpose. So

The thing about AI is it makes it easier to publish a lot of content, but that doesn’t really fix this problem. It just amplifies the problem that the content was not that valuable or useful anyway. and I think that customers, prospects are definitely going to, they already are, recognizing AI content and and ignoring it, tuning it out completely. and and in s to some degree, that’s actually hurting.

the brand when they see that that’s what you’re producing, that’s all you’re producing. So there are three principles when it comes to really content. less is more content, or at least the right content, I guess is probably a better way. I’m not necessarily saying you don’t need content. I’m saying you need content to do a job and a very specific job. and that requires a couple principles. number one is picking pillars. So you want your content to actually

John Jantsch (02:26.158)

compound. and you want it to be around some things that make total sense to you. If you if you’re an architect and you do residential work, you do hospitality work and you do commercial work, you want to actually start thinking in terms of what would what would be pillars of kind those three types of work that you do, those three types of use cases, those three types of probably buyers.

what would be the pillars that would actually drive those folks or or at least let those folks to understand you better? and and start developing topics around a collection of pillars as opposed to as opposed to just, hey, I’ll write about this this week because it seems interesting, or because I can get a lot of engagement in social media over it because it’s a hot topic. I I think.

again, there may be a case for that if you’ve got lots and lots of extra time, but you really want your content to do a job. So you want to pick three pillars at most, that that are really going to be anchored on your ideal client, or at least I should say your ideal client’s problems. and every single one, every single piece of content should point to one of those. If you can’t make it, if you can’t tie it or have an angle that ties it to one of those, you shouldn’t be doing it.

This is a discipline, quite frankly, because especially a lot of organizations that just tell junior marketers to create content without giving them those pillars. That’s one of the best things you can do. If you have people in your organization producing content or an agency producing content for you, you should develop strategically as the founder, as the owner, you should develop what those three pillars are. and and again, that’s a discipline that maybe starts with the founder sometimes, because

Sometimes the founder wants to write about the cool topic or the thing that hit them that that that week. if you’re bored with a topic, you can use this as a three-year test, I’ll call this. If you’re bored with a topic in six months, it’s not a pillar. It’s a theme. Pillars are really what you’re still the authority on, or what you’re driving to be the authority on two, three, four years from now. Now you won’t always get that right.

John Jantsch (04:49.748)

but it’s sure it certainly should make sense to say, yeah, long term, this is going to be important for my ideal client and the problems they’re trying to solve. And I think I think three is the sweet spot because it allows you to have a lot of range. it allows you to be seen as an authority, but it’s a it doesn’t get diluted. I mean, it forces you to make decisions about your content. All right, so that’s the starting point, having that frame, those three pillars. next is.

And I’ve I’ve talked, I’ve written about this for years, but I talked about it in the last episode as well. You then want to organize that content under hub pages. so every one of your pillars gets a page that you’re going to then start building more and more content on. So as you as you pick a theme or you pick a topic that goes or a subtopic that goes under one of those pillars, you start organizing them as pages. hub pages

Have so many uses. First off, it’s the way to organize your content so that the search engines, AI understands that this is a broad topic, that you have with lots of authority, that there’s lots of information here, that your expertise, that you have actually put your client case studies and real proof into this entire topic, which has a ton of value just from being foundable. Foundable? Findable. There we go.

but it also don’t forget, human beings want to consume this content as well. Think about your sales team if you have one. These hub pages, excuse me, these hub pages really allow your sales team to be able to say, if you are, you know, thinking about buying a business and you need to understand what the tax implications of buying that business are, here’s the entire topic around that that we have written on. So it allows

folks to to actually allows you to share and and you know have really a useful tool or or home that you can send people to that that demonstrates that you’re a real expert. And here’s the real beauty of and this is really kind of third third principle, which is repurposing. Once you have these pillars, once you build these pages,

John Jantsch (07:12.182)

Or once you start to build these hub pages, quite frankly, you don’t have to wait till they’re done. Once you start producing content that is focused and and and has a purpose around these pillars, then you can actually start leveraging every piece of that. in fact, we we actually what we will often do is we will work with a founder and we will just sit with them for an hour, maybe a couple of times.

and just ask them questions, let them talk about their products, their services, the problems, actual customer case studies, really develop a point of view about and a voice about what they do. and we’re actually to able to take that video transcript and turn it into 50 to 100 pieces of content, including social media posts, over a period of time. And and it’s really the easiest way today to leverage.

authoritative expertise, human content in the voice of the founder or the voice of of the technical expert that’s going to talk about something that your business does. And and frankly, AI can’t do that. and that that’s really the beauty of then using these AI tools is once we have that authoritative content, we can actually easily use the AI tools then to repurpose that content. And I think that that’s really the

that’s really one of the best uses, quite frankly, of AI when it comes to content. So the the the next thing I want to talk about is that’s really the foundation structure, right? You’ve got the the pillar pages or the pillar topics, I’m sorry, the hub pages for each of those pillar topics.

and then the the mechanism to repurpose a lot of that content. That’s what we have to do today to make sure that we’re putting it in places like LinkedIn and Reddit and all the places that that are that that are gonna send authority signals, you know, back about our content and about our business to the AI tools. But the missing ingredient for most businesses is a point of view.

John Jantsch (09:24.566)

So we’re thinking in terms of this content that is certainly AI driven in a lot of cases, it’s very generic, it’s very balanced, it’s very readable, it’s a collection of what everybody else wrote. And frankly, it’s forgettable because there’s nothing that makes somebody stand up and say, Yeah, that’s different. Why isn’t anybody else in our industry saying that? Everybody else is saying the same thing. Or why are we actually doing this the same way that we’ve always done it?

How can we develop a point of view in our writing that that actually demonstrates that that we have some unique thinking? AI doesn’t develop points of view very often. It develop, well, it develops the point of view of the collective mass, right? And so if you can actually think in terms of of you know, think in think in terms of of those people that, and I’m not suggesting this, but think in terms of those people that write very polarizing stuff. I mean, I

You know, a lot of the stuff that’s gone on in politics of late, you know, is really people recognizing that writing something very polarizing repels a lot of people, but it also attracts a certain people who re are very attracted to that point of view. And I’m not suggesting that. I’m just saying use that as an example. That if you can develop a point of view about a position, something the customer hasn’t heard before, something that no one else in the industry is saying, it doesn’t have to be that controversial.

It just has to be different. And I will say that that asking the right questions of AI can actually help you start to develop some of that point of view. you don’t necessarily have to lock yourself in a room and think, how can I, you know, what what’s different? Looking at the average, having a conversation with an AI tool about what everybody in your industry is typically doing. I mean, literally asking you questions like, you know, what is a

what is a generally accepted best practice in our industry that no one is actually pushing back on? things like that can actually then start surface some of the ideas or at least surface some of your thinking about actually putting a point of view into your writing. So here’s your here here are your next steps. I want you today to think about three content pillars.

John Jantsch (11:44.13)

That would make total sense for your ideal client that would address either segments or problems that your ideal clients are actually having. and then think in terms of and again, you can use it, AI tools are great for research to get your thinking going. But you know, plug those thoughts, those themes in or those pillars in and start asking and about questions about what would be all the subtopics, what would be a way to write the ultimate guide to this

particular pillar topic and you’ll start to get some ideas. Hopefully you’ll dismiss some of them. Hopefully you’ll add to them. Hopefully you’ll think about this idea of a point of view that you can bring to each of those topics that others aren’t saying. And and a lot of times that point of view exists. You just believe it and believe that your customers will appreciate it and understand it and know it when they see it. and you’re not actually surfacing it. And that’s a real key difference. So

this today’s podcast was really built on this new ebook that I produced called The Seven Steps to Small Business Marketing Success. You can pick it up for less than five dollars at dtm.world slash seven steps. If any of this is resonating, go get the whole thing. If you actually want to talk to one of our advisors about how we do some of the things I’m talking about today and we could do for a business like yours, it’s just duct tapemarketing.com/slash consultation. So

Thanks for tuning in and hopefully we’ll run into you one of these days out there on the road.

7 Steps to Small Business Marketing Success – Episode 3

7 Steps to Small Business Marketing Success – Episode 3 written by John Jantsch read more at Duct Tape Marketing

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john jantschOverview

For 20 years, small business marketing came down to one question: can Google find you? That still matters. It is no longer the whole answer. Buyers now ask ChatGPT, Perplexity, and Claude very specific questions, get a short list of names back, and trust what they read. If your business is not on that list, you are invisible at the exact moment someone is ready to buy.

In this solo episode of the Duct Tape Marketing Podcast (Step 3 of the Seven Steps of Small Business Marketing Success), John Jantsch walks through the new reality of AI search visibility and why it is a current problem, not a future one. He breaks it into three things every business has to get right: findable, credible, and retrievable. That means building real topic authority instead of stuffing keywords, turning your website into a selling tool instead of a brochure, using hub pages to own a topic, and treating your third-party presence as infrastructure rather than housekeeping.

This one is for small business owners, marketers, and consultants who suspect their website is stuck in 2019 and want a strategic, non-technical way to get found first. John also shares a simple test you can run in 60 seconds to see exactly where you stand against your competitors.

Guest Bio

John Jantsch is the founder of Duct Tape Marketing and the host of the Duct Tape Marketing Podcast. He is a marketing consultant, speaker, and author known for turning marketing strategy into a practical system small businesses can actually run. His books include Duct Tape Marketing, The Referral Engine, Duct Tape Selling, and The Ultimate Marketing Engine, the source of the Seven Steps framework featured in this series. Through Strategy First™ and the Marketing Operating System, John and his network of certified consultants help founders install strategy before tactics and build marketing that compounds over time. He works with business owners through fractional CMO engagements and shares field-tested, no-hype advice with the podcast audience each week.

Key Takeaways

  • Run the test: open an AI tool and ask the three questions your best customers ask before they hire someone like you. See if you show up, your competitors show up, or nobody does.
  • AI search is a current reality, not a future one. Many businesses are still optimized for 2019, when ranking in Google Maps or search was the whole game.
  • Three things matter now: be findable, be credible, be retrievable.
  • Findable means topic authority you can prove with case studies, reviews, and real results, not a page built around three or four keywords.
  • Credible means a homepage that makes the right buyer feel understood in seconds. Most founders have not read their own homepage in years.
  • Retrievable means AI can actually read and describe you, which depends on real content, structured data, reviews, citations, and mentions across the web.
  • Your website should be a selling tool, not a brochure. A brochure describes. A selling tool converts.
  • Lead with a core message above the fold: who you serve and how you solve their problem better than anyone, not a description of your industry.
  • Hub pages are your topic authority unit. Build one deep, organized guide on a core topic, linked to subtopic posts, and both AI and search engines reward it.
  • Treat directories, reviews, and third-party mentions as infrastructure you build over time, not one-time housekeeping.

Great Moments

  • [00:43] The 60-second test: ask an AI tool the three questions your customers ask, then describe what you find.
  • [01:16] Why this is a current problem and a real opportunity for founders who act now.
  • [03:39] The framework: findable, credible, and retrievable, and why it is strategic rather than technical.
  • [05:42] Credible: does your site confirm the visitor is in the right place?
  • [06:04] When did you last actually read your homepage?
  • [08:25] Mining your reviews for the real problems you solve and the fears buyers carry.
  • [10:45] Your core message above the fold and naming your ideal client.
  • [12:34] Hub pages explained, using the kitchen remodel example.
  • [14:48] Organizing reviews around topics as real proof only you can offer.
  • [17:05] Run the test, screenshot your baseline, and where to go next.

Memorable Quotes

  • “We are not reacting to the new realities of AI or Google. We are reacting to how people choose to buy today.”
  • “A brochure describes. A selling tool converts.”
  • “When is the last time you actually read your homepage?”
  • “This is strategic. It is not technical. A lot of SEO folks love technical because technical is hard to confuse people with.”
  • “A lot of people look at directories as housekeeping. Today it is more like infrastructure.”

John Jantsch (00:03.01)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and no guest today. Again, some of you that have been following along may recall I am doing the seven steps to small business marketing success. This is actually episode number three, step number three. So you can check out in the show notes the past sessions as well if you’re just trying to catch up. But today I want to talk about this re new reality. our businesses have

possibly become invisible to AI search. In fact, I want you to do this test.

John Jantsch (00:43.394)

Go to Chat CPT Perplexity Claude, take your pick, right? Type in three questions that your best customers look for or ask when they are looking for a business like yours. Not anything about your particular business, but the the problems they’re trying to solve, the the issues that they have. something that they would ask before hiring somebody you. Now, we you can stop the episode right now and do that. I’ll wait. but.

John Jantsch (01:16.44)

Describe what mu what you find. think about what you find. Is it nothing? Is it you? are you dominating? That would be awesome, of course. that’s a new reality. and this isn’t a future problem. This isn’t coming. this is a current one. Now, a lot of local businesses are still showing up in in Google and Google Maps, and that’s still important, but it’s it’s fading a bit, right? people, I don’t know if it’s right or not, but people go today and when they see those like.

Best remodeling contractor in SoSo City, and AI tells them three companies, they believe it. because they’ve ty typically typed in who do kitchens in older home homes who blah, blah, blah, blah. So it’s a very specific type of search now. And the results that come up there are the ones that are winning. so are you coming up there or are your competitors coming up there? I mean, this is this is how research is being done today. and and I think

A lot of small businesses are still optimized for, I don’t know, 2019. when all you needed to do, boy, if you showed up on that Google Maps or you showed up in in Google search, then that, you know, that was really all it took. I think this is an opportunity. I mean, I think the founders who act now still absolutely have the the opportunity. It’s kind of like when we first went online, we first started blogging, all those kinds of things.

The opportunity now is to actually be first in AI search. So what’s changed? for 20 years, as I said, you know, Google, can Google find you? I mean, in a lot of ways, we got lazy because that was the only question you really had to answer. it it still applies. It’s just not the whole answer anymore. so what we have to do or or we have to think in terms of is not just

search results, keyword phrases, all the things that were thrown around by SEO folks so much. We have to be findable, we have to be credible, and we have to be retrievable. Those are three things I really want to talk about. And and it’s not I I’m not here to talk about how to hack SEO or how to hack, you know, GEO or whatever new term they’re gonna come up w with, you know, for for these various engines. It’s really just more a matter of how

John Jantsch (03:39.276)

We have to get our story out the same way we always have. It’s just sometimes you have to adapt to the new realities of of the buyer. I mean, and I think that’s something that doesn’t get said enough, is that we’re not reacting to the new realities of AI or of Google. We’re reacting to how people choose to buy today. And that’s really if you keep that in mind, and you keep in mind what they have available to them, that’s what we need to really respond to and not just.

Some new platform or some new tool or some new trend or some new hype. All right. So findable. there really is traditional search, social search, and now AI mediated. I don’t know what we would call it, search. Those are the three kinds of search that we have to to respond to today. And again, most people have really just thought about one of those. So topic authority.

Think about that. It used to be keywords, right? We we wanted to have a page that that we optimized for you know three or four keywords that people would search and that the search engines would would actually be keyed on. and today it’s really more about topic authority, a deep, rich topic authority.

That you can actually prove that you were an expert in, not that you can write about, but that you can actually prove you have the results, you have the case studies, you have the reviews, you have all the things that would human, real human beings would be saying about your business.

This is strategic. It’s not technical. And I think a lot of times that’s what we’ve done. We’ve kind of defaulted to the technical aspects. And frankly, a lot of SEO folks love that because technical is hard. Technical is easy to confuse. strategic is not so much, frankly. And I think that that’s the the the part, while it’s a mindset shift, I think that’s the part that’s the real opportunity for folks. So credible.

John Jantsch (05:42.23)

Is the second part. So findable, topic authority, credible. Does your site confirm that they’re in the right place? And a lot of times again, I I could talk to I’m blue in the face about websites and and the brochure aspect of them as opposed to the practical aspect of them, but

John Jantsch (06:04.588)

Here’s a here’s a question I love to ask people. When’s the last time you read actually read your homepage? that’s what I find is quite often the case. We we’ll start working for somebody and we’ll have lots of suggestions about ways to improve their homepage. And they actually are like, I didn’t even realize we said that, or we don’t even offer that service anymore. so you most founders haven’t done it in years. And I and I think that quite often we run across sites that reflect the reality of a business three years ago.

I I actually ran into somebody said they haven’t updated, they haven’t changed one thing on their website since 2019. We are in 2026 today. you know, that that I don’t even want to start with how much has changed since 2019. but but clearly that site is not going to perform. and and the thing is, a lot of people get very focused on design. Design’s really not going to solve the problem. Yes, the site has to look like somebody.

thinks it’s going to look, or that they’re used to how to navigate, you know, how it looks. But it’s really more about deep proof of real work and and a connection so that when the buyer or potential buyer shows up, says, you get me, or I I feel heard, or you understand the problems that I’m trying to solve. All right. So then the last one is retrievable. So we’ve got findable, credible,

And retrievable. So this is probably kind of a new one for many people. AI builds its answers from whatever is publicly available on a website, like your website content, structured data, third-party presence, reviews, citations, right? And so all of those things have to be there if if your content is

Very thin, if it is missing structured data, if it’s if there’s weak external presence, meaning that that people aren’t linking back to it, people aren’t talking about it. AI can can either find you or really can’t describe you with accuracy. And that’s why we really want to start talking about, you know, real FAQs. Go read every one of those reviews that you have gotten. plug them into an AI tool and ask that to to analyze and summarize the reviews that you’ve gotten.

John Jantsch (08:25.382)

many times you that that will be the the absolute gold mine of the problems that you really solve. And then the flip side of that, the fears that a client or your your clients at least were really worried about in in in engaging a company like yours or or your competitors. And I think that that’s where we have to start thinking about real content.

That addresses those things because that’s what people are searching. They’re going out there and saying, I want to find a contractor that won’t destroy my home, that won’t let my dog out. I mean, they’re asking very specific things like that. And that’s what AI is trying to surface. And all it does is goes out there and and reads a whole bunch of stuff. and and in fact, we’re seeing that businesses that that write that real stuff, the voice of customer, really putting their reviews

Out there as like, here’s the problems we solve. Maybe didn’t even have a great search presence before because search was dominated by companies that knew how to hack the algorithm. But AI doesn’t care about the what Google used to care about. it really cares about retrieving the data to very specific searches that people are making today. So, all right, here are three things that you need to build.

Your website has to be a selling tool, not a brochure. Hub pages, something I’ve talked about for many years. And the beauty is they become more important than ever. So I’m going to review review that. And then the last one is third party presence. And that’s a part that many business owners, I won’t say they neglect, but it’s just the hard part in a lot of cases. It’s the part that you don’t control, that you don’t own. And so you have to be very intentional about making it happen.

All right. So the website, a brochure describes a selling tool converts. That’s the difference, right? And so there are really four things that I think have to be there. They are a priority. there is an order to them. your core message above the fold. Here’s who we serve, here’s how we solve their problem better than anyone ever thought about. Not here’s what we do. your ideal client needs to be named. It’s like we serve and we are the best.

John Jantsch (10:45.848)

Better than anyone at serving XYZ. Very specific. Identify segments, whatever it is, identify them so that when somebody arrives there, they’re like, Okay, you you work with people like me.

Heart stop on what’s next, right? Not a menu, not contact us. One frictionless action for the person who’s ready. Schedule a consultation. Download this free assessment. get a quote. don’t have a dozen ways that people can think about contacting you. Have very active, not passive, very active. Here is why you should contact us. Here’s what you’ll get when you schedule. Here is the the

you know, tool that you can use to download to solve your problem. Have a very specific call to action.

Probably what I see more than anything is that first one. The core message is is either buried, generic, or missing entirely. I can’t tell you how many sites I still run across that above the fold, first thing somebody reads is a description of what your profession is, what your industry is. We are accountants in XYZ City. and that was a old SEO holdover. but what somebody wants to know is who you serve.

How you solve their problem, how you how you solve their problem like nobody else ever dreamed of doing. That’s what they need to understand first. All right, hub pages. So this is, I mentioned already, topic authority. This is your topic authority unit, is a hub page. And so the idea is if you think about a book, you’ve got a large body of work that is organized around chapters. And that’s really what a hub page is. So if you have a topic,

John Jantsch (12:34.478)

Home remodeling kitchens, for example. that’s a topic that somebody who wants to remodel a kitchen is going out there and looking for information about. So if you had the page that says everything you need to know about remodeling, but again, that’s gonna be broken up into getting ready to remodel. Should you remodel?

Design considerations, appliances, pre-construction, construction, after finishes. I mean, a whole category of subtopics. And so the idea behind a hub page is somebody arrives at that page, maybe they just want to know about wallpaper today. but they are remodeling a kitchen. So they find that page, and then there’s a subtopic on you know wall finishes. And so they jump over to that, but then they jump back to the hub page.

So, if when they want to talk about appliances or kitchen countertops, for example. And so this is like the entire guide, the ultimate guide to remodeling your kitchen, has all these subtopics that are essentially blog posts that you link out to. So this, but this page becomes the collection or the structure of all of that topic. And so what that certainly tells the AIs, sells the search engines has for years.

That this is an authoritative page on this topic that then has may it might have 10, 20, 30,000 words ultimately collected in a number of blog posts that are on subtopics. So it’s it’s probably more about it’s not the it’s not the content. Well, the content’s important, but a huge part of it is the structure of the content. this is like a jumping off point for anybody who wants to know about that topic. And the AI tools as well as the search engines absolutely love that.

And the beauty from a practical small business owner standpoint is that’s something you can structure, plan, take a year to build. It’s like writing a book, as I said. it just has all of the topics organized on this one page. and you could start having case studies, you can start having look through all of your reviews, and somebody said about how clean you are, somebody said.

John Jantsch (14:48.154)

about your pricing. somebody said about your design. So you you all of a sudden can start organizing your reviews even around some of these topics. And that’s that’s what the AI tools want to see. That’s what they they want to see, topic authority, topic expertise with real proof, not just 700 words that AI spun up, real proof that only you, you’re the only ones who can actually talk about what that client got as a result. and so hub pages are

to me, really your secret weapon to dominate. We’ve done it for we’ve done them for many, many clients. And they rank have always ranked in SEO and they are always ranking now in AI searches because of the nature the the the real focus nature on a core topic. third party so AI doesn’t just use your website.

I mean, really the search engines never did too. That’s why p you hear people talk about backlinks and reviews and and getting other people in social media to talk about your products and services. That’s always been important. So things like your Google Business profile, industry directories, reviews, mentions, citations across the web, those are all things that you do actually have a way to actively participate in. You don’t control them necessarily, people write what they

want to write or going to write, say in reviews and mentions. But you do have the ability to optimize, to, to make sure that your information is correct in those directories. That you are your you you if you do searches in AI, you’ll see there are certain directories and certain websites like Reddit and things that that some of the of of the AI tools actually rely on pretty heavily. And and those will change, evolve. They all, you know, they constantly are.

But you get a sense of some places maybe that you’re not mentioned. Say how’s, you know, again, going back to where I’m remodeling contractor, is a source that a lot of the AI tools depend on. It’s an authoritative source. are you playing there? that that just gives you some some ideas on some third-party places. in a lot of ways, think about it as I think we’ve always thought about it as housekeeping.

John Jantsch (17:05.848)

To to be in those directories, to make sure that they were correct, that you didn’t have the wrong phone number. A lot of people look at that as housekeeping. And I think today, in today’s environment, it’s it’s more infrastructure. you know, it’s something that you actually have to build, it’s behind the scenes, it you know, it’s not gonna pay off today. Long term thing that you need to to build as part of the infrastructure of your business. So if you didn’t run that test, pause now and run that test.

Screenshot the baseline. Are your your competitors showing up at when you do a search that your customers were are likely asking? are you showing up? it just kind of gives you the picture of, you know, if you’ve ignored this, it gives you the picture of what you have to do. so that’s really it today. I I will tell you that if if some of the things I talked about today, again, go get the free ebook. it’s dtm.

world slash seven steps. I misspoke. We I think we’re charging $4.99 for it tremendous amount of value. It’s more of a workbook than an ebook. it’ll give you lots of things to think about, lots of things to work on as well. So it’s DTM.world seven steps. And if you just want to skip all of that and find out how working with us and and having us install strategy first in your business and then build a marketing operating system.

with you that you own that that can address the each of these seven steps, that is just duct tapemarketing.com slash consultation. So thanks for tuning in. next episode, episode step number five of seven is coming up. So thanks for tuning in. Hopefully we’ll run into you one of these days out there on the road.

Why Clarity Comes Before Strategy

Why Clarity Comes Before Strategy written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode

 

john jantsch (1)Overview

Most small business owners blame their marketing when growth stalls. They hire a new agency, rebuild the website, launch another campaign — and six months later, nothing has changed. In this solo episode, John Jantsch makes the case that the real problem lives upstream of tactics: it lives with the founder.

This is Step 1 of John’s updated “Seven Steps of Small Business Marketing Success” — a completely refreshed version of the ebook that was downloaded hundreds of thousands of times over the past two decades. Here, John introduces what he calls the Founder Portrait: a one-page, four-question exercise designed to surface the clarity that every downstream marketing decision depends on.

If you are a small business owner, entrepreneur, or marketing consultant working with founders, this episode cuts through the noise. It asks the uncomfortable questions about what is actually working, what you are doing out of habit or guilt, where the real profit lives, and what you want the business to give you — questions that most marketing engagements never touch.

Key Takeaways

01: Marketing consistently fails not at the tactical level but at the founder level — before any campaign is built.
02: Business drift happens slowly and then all at once. Many founders are operating a business that no longer reflects what they intended to build.
03: Activity is not the same as results. What you are doing a lot of and what is actually producing revenue or reducing acquisition cost are often very different things.
04: Naming the things you do out of habit, guilt, or misplaced optimism is the first step toward stopping them — and stopping the right things is often the beginning of real marketing strategy.
05: Revenue and profit are not the same. Some service lines, channels, and client segments look productive but are actively costing you growth.
06: Serving the wrong client — often picked up during a slow period — can hold back scale far more than any tactical gap.
07: Question four — what do you want this business to give you — is the one most founders have stopped asking. No marketing strategy serves a founder who has not answered it.
08: The Founder Portrait is a private document. It is not a plan, not a strategy deck, not something to share. It is the ground you stand on before any other marketing decision is made.
09: One blank page, four questions, no team, no advisors, no AI. The clarity has to come from you.
10: This framework is Strategy First in practice — revisiting who you are and what you want before defining who you serve and how you reach them.

Great Moments

00:01 John introduces the seven-episode series and the updated Seven Steps of Small Business Marketing Success workbook.
01:50 Why marketing fails upstream — the founder is the variable nobody talks about.
02:50 The concept of business drift: slow at first, then all at once.
04:44 Question 1: What is actually working in your business — and how do you know?
05:27 Question 2: What are you doing out of habit, guilt, or misplaced optimism that you should stop?
06:51 Question 3: Where is your business actually making money — versus where are you pretending it is?
09:00 Question 4: What do you actually want this business to give you?
10:45 Introducing the Founder Portrait — the private document that everything else is built on.
12:10 John’s personal ask: email him your answer to question four at john@ducttapemarketing.com.

Memorable Quotes

“Marketing fails upstream — in the tactics, when they are being done — but the founder is often the variable that nobody talks about.”

— John Jantsch

“Drift goes very slowly and then all at once — you find yourself somewhere you never thought you wanted to be.”

— John Jantsch

“There is a difference between activity and what is working. A lot of times we conflate the two.”

— John Jantsch

“No marketing strategy is going to serve you if you do not know what you want the business to give you.”

— John Jantsch

Resources

Seven Steps of Small Business Marketing Success workbook (2026 edition) — dtm.world/7steps 

Email John your answer to question four: john@ducttapemarketing.com

 

 

 

John Jantsch (00:01.666)

Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch, and no guests today. I’m actually gonna do a bunch of solo shows. So I’m still gonna have a guest. So if you’re listening in line, you will hear the occasional guests still. But I’m doing seven shows as a series. So if you wanna, I’ll tag them all and I’ll remind you this is episode number three of the seven. but I wrote an ebook about 20 years ago.

Called The Seven Steps of Small Business Marketing Success. It was extremely popular, downloaded hundreds of thousands of times. It was a talk that I gave dozens and dozens of times. Because it really took all of the issues that a lot of small business owners were experiencing with marketing and identified them, but also then put them in order to correct.

So over time that became less relevant. however, the fundamentals of marketing have not changed. So for 2026, I completely updated this. And so there is a brand new version of the seven steps of small business marketing success. And I’ll tell you how you can get a copy of it. It’s more workbook, I think than than ebook. Certainly it has great information in it for you, but but it also asks you to do some things, to think about some things, to take action on things. So

I’ve really been referring to it as more of a workbook. So this is episode number one, which is step number one, and something I call the the founder portrait, why clarity comes before strategy. So quite often marketing fails upstream, if you will, you know, in the tactics, when they’re being done, how they’re being done. but

The founder is often the variable that nobody talks about. And that’s what this episode’s really about. You know, I’ve had this conversation many, many times with founders. they want to hire a new agency, build a new website, do new campaign. Six months later, nothing’s really changed. so the first question I always ask is: I mean, when did you last look at your business? Honestly, when did you last look at your relationship with

John Jantsch (02:19.084)

that business, honestly. And and frankly, that doesn’t sound like a marketing question, but it really is at the heart of a marketing question or or really at the heart of the challenge with marketing that a lot of small business owners face. So and what happens is, you know, a founder starts a business, they start growing successfully, maybe 10 years in, business feels okay.

but it doesn’t feel the same. It doesn’t feel right. kind of it it it’s maybe drifted a little bit from you know, what they thought it was going to be. And and you know, it’s funny with drift, it it goes very slowly and then all at once you find yourself somewhere that that you didn’t think you wanted to be. And and a lot of that has to do with the fact that as a business grows, you know, decisions and how decisions are made actually.

needs to change also. And I think that that what I’ve discovered is that’s one of the toughest ones. Maybe you’re hiring people to do tasks that you used to do, but the decisions for how they’re held accountable, the decisions for what it is that you do now as the founder, you know, is a thing that really never changed. and and this isn’t really a th this definitely is not a story about failure because a lot of times it’s just it’s that thing you just can’t identify. Things seem to be going okay, but you just can’t if identify, you know, the the

The position that you’re in. So here’s what I want you to do. And and if you want to, if you need to stop this, I hate to tell you to stop it because I I want you to come back, but if you need to stop this, go grab a pen and paper, or a pencil, even and paper, and come back here. Cause I’m gonna ask you to give some thought to four pretty intense questions. but but and you may not know the answers to them, but I want to get you thinking.

about them because I think that they can actually unlock some things that maybe you haven’t been able to identify in your marketing. All right, so I’ll pause. You can pause now. Go get that paper or if it’s right there. And we’re back, right? Okay, you’re back with your pen and paper. All right. So here are the four questions. Number one, and you can pause this to answer the questions and come back and and I’ll read the the the other questions as well.

John Jantsch (04:44.534)

What’s actually working in your business and how do you know? This can be a pretty broad question, but I am certainly talking about marketing for the most part. you know, the there’s a difference between activity, you know, like what we’re doing a bunch of and what’s working. and I think a lot of times we conflate activity with with what’s working. So working means it’s produces revenue.

it or it reduces your cost to acquire a customer. I mean, a lot of times everything else is just activity. All right. So that’s number one. What’s actually working and how do you know?

John Jantsch (05:27.436)

Okay, number two.

And this is this is where it starts getting a little interesting for you. What are you doing out of habit, guilt, or maybe even optimism that you should stop? Now, maybe nobody’s ever asked you that, maybe you’ve never even thought about that idea, but boy, especially out of habit. Things that we just do because, hey, we’ve always done them, or everybody in our industry has always done them that way.

John Jantsch (06:01.312)

So as you think about this, think about all the elements of your business. is there a service line that never quite worked, but you can’t give up on? You know, a channel that that that you’ve been on since 2021 and haven’t really considered. I think I think naming it is is quite frankly is the hard part. to really dig in and think, you know, are we on TikTok because everybody said we should be, but we hate it and we don’t know if we’re getting anything out of

So naming it, I think sometimes then gives you the permission to stop doing it. And a lot of times effective marketing or marketing strategy starts with figuring out the things that you’re doing today that you should stop doing. Okay, answer question two, and we’ll move on to three.

John Jantsch (06:51.948)

Where is your business actually making money versus where are you pretending it is? Pretending might feel like a strong word, but I do think a lot of times we just assume you know that might be a better word, that that certain elements or certain things that we’re doing are actually making money for the business. And every now and then, especially if you’re one of those business owners like me, that you know, the the finance part of the business is something that I just

Feel like we hire a bookkeeper and they take care of it. I don’t really study it. But if you’re ignoring that element of your business and you’re not really seeing where profit is, you’re not really tracking the inputs like labor that go into things, quite often we can convince ourselves or kid ourselves that something’s making money because it’s generating revenue. And revenue and profit are certainly not the same thing. So

John Jantsch (07:50.424)

Some of the things that we stick to and continue to do are because we like them, or because we like doing them, or because we feel good about them, or because we’ve always done them. You start doing this math on your PL or really digging into expenses, and you start realizing we should stop focusing on this. And I I’ll tell you one of the areas, one of the areas that I always find.

this is true for a lot of businesses, is that we’re focused on the wrong client, or we’ve taken clients because maybe it was slow that month and and it wasn’t a good fit. We’re losing money on that. We should just stop doing that altogether. We should stop offering that service altogether because even though we can attract clients, it’s actually holding us back. It’s actually costing us an opportunity to actually be able to grow the business or scale the business because.

we won’t let go of that because for fear of the fact that well gosh we’re gonna take a you know a hundred thousand dollar hit or something if we quit doing that line of business. When more often than not, that’s what’s gonna lead to the twenty, thirty, forty percent growth in in the really profitable business. All right. So that was question three.

Question four is quite possibly the hardest for some because we’ve stopped thinking about this. What do we actually want this business to give us? What do you, in your particular case, want this business to give you? Now, most marketing work completely skips this category. And I think that you know, a lot of times when we work with business owners, and that’s why I’m asking these questions, because this is how we start a strategy first engagement.

Is getting into this founder’s portrait, as I like to call it. because a lot of decisions are made because they are to grow revenue or because you saw somebody else doing their marketing a certain way. And and they’re not necessarily based in, well, this is actually what I want this business to give me. I just want to do meaningful work. I want to have a certain exit, I want to have a certain lifestyle. And if we’re not

John Jantsch (09:59.04)

making decisions based on that quite often we’ll we’ll make decisions for the wrong reasons. they won’t be bad decisions necessarily, but they’ll just be made for the wrong reason. So there’s a difference between I think how you would actually view marketing in general based on that. And and if if if you don’t know the answers to that question to number four, really no marketing strategy is going to serve you, or you’ll get lucky, I guess.

if it does. All right. So I hope you took some time. If not, please go back and listen to this. when you’re at a place where that you can actually give some thought to those questions and actually record your thoughts on those questions because you’ll get a lot clearer if you do. So what we’re trying to do is create what what we call the founder’s portrait. So this is not a document that you would ever share. it’s just the ground you stand on. It’s like, okay.

It it’s the filter. you know, without it, I think everything downstream, everything you ask people to do sort of inherits the blur, if you will, that that’s created. with it, I think, who you attract as an IC I see you know a a core client, who you attract

From from a messaging standpoint, the channels that you go on. I mean, everything gets built on something that I think is real because of this founder’s portrait. So this process might take you an hour. One blank page, four questions, no team, no advisors, no AI. Don’t use AI to answer these questions. and and don’t try to turn this into a plan. see where it takes you. See if it opens up questions for you. see if it

is challenging in a way that makes you rethink everything about your business. And again, maybe you’ve got the answer, maybe you’ve got clarity, but quite frankly, that can actually be just as potent knowing that can be just as impotent or just as potent as as as actually coming up with a plan because of it. So one of the things I’d ask you to do if you’re up for this challenge is if you answer these questions. I’d love it if you would

John Jantsch (12:19.176)

just email. It’s just John at Duct Tape Marketing. email me your thoughts on question number four. I would love to collect some of those. I I’d I’d really love to see, you know, what you want the business to give you. I want to see really personal responses. And I and certainly I will reply. There’s no wrong answer, so I’m not gonna tell you, no, you need to redo this. but I’d love to hear what you’re thinking. I’d love to hear how deep that you got.

in those. So that’s all I have for day. for today. I will tell you if you want to get a copy of the ebook that I referenced, this is step number one. I’m going to do seven episodes based on obviously a a session on each step. is it’s DTM.world. So that’s DTM like duct tape marketing dot world slash seven steps. is five bucks. just so you have some skin in the game. But I think you will find

the workbook aspect of this. lots of great information, but also lots of great action steps and things to to ask you to do. So take care and hopefully we will run into you one of these days out there on the road.

Why Trust Matters More Than Marketing Now

Why Trust Matters More Than Marketing Now written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode

 

Most law firms are invisible online. Not because they lack credentials, but because they have confused looking professional with being trustworthy. In this episode of the Duct Tape Marketing Podcast, John Jantsch sits down with Megan Hargritter, founder and CEO of Legends Legal Marketing, to dig into what actually builds client trust for solo and small law firms in a world where AI is now making referral decisions.

Megan shares how she niched her agency down to lawyers over 15 years ago and never looked back, and what that decision taught her about marketing focus, client relationships, and the math behind sustainable growth. The conversation covers why generic “professional” content actively hurts law firms, how Google reviews are being read (not just counted) by LLMs, and what firms can do right now to show up in AI-generated recommendations.

Whether you run a law firm, a small agency, or any service business trying to build trust online, this episode delivers actionable insight on SEO, content strategy, and the human element that no AI can manufacture for you.

Megan Hargritter is the founder and CEO of Legends Legal Marketing, an agency that works exclusively with solo and small law firms. She launched the agency in 2011 from a New Orleans studio apartment with four clients and $2,000 a month in revenue. Over 15 years, she built it into a specialized firm by going deep on one vertical and mastering what actually moves the needle for lawyers. She is the author of Trust Is the Strategy, a framework for law firm marketing in the age of AI-driven search and online reviews.

  • Niching works best when it finds you. The most durable niches come from noticing where you produce the best results, not from scanning for market gaps.
  • Polish is not trust. Generic “professional” copy on a law firm website signals nothing to potential clients and ranks for nothing in search.
  • Your homepage should tell the client’s story, not the firm’s story. If a potential client cannot see themselves in the first paragraph, you have already lost them.
  • Attorney bios that lead with credentials are missed opportunities. Vulnerability about why you chose this work and what you have experienced is what converts.
  • LLMs are reading your Google reviews, not just counting stars. Detailed, keyword-rich reviews that describe a solved problem are your most valuable AI-era content asset.
  • Google reviews are the top trust signal for local businesses. When possible, ask clients to duplicate reviews on Yelp for second-tier coverage.
  • Hyper-niche content wins in AI recommendations. Firms that publish deeply specific content on narrow practice areas are showing up where broad firms are not.
  • LinkedIn videos are currently performing well in LLM recommendation signals, an underused channel for attorneys targeting consumers rather than B2B audiences.
  • Claiming and completing directory profiles (Avvo, Super Lawyers, BBB) once a week compounds over time and costs nothing but consistency.
  • Guest podcast appearances are high-authority backlinks, shareable content, and trusted signals. One of the highest-ROI tactics available to any small business owner.

[00:01] John opens with the central tension: is professional polish actually a liability in the age of AI recommendations?

[01:37] Megan explains the 80/20 math behind her decision to niche exclusively into law firms.

[04:20] The “professional obituary” problem and why law firm bios fail.

[06:37] How to build trust through storytelling: the homepage tells the client’s story, the bio tells the attorney’s.

[09:01] Why Google review quality (not quantity) is the single biggest trust-builder for local businesses right now.

[12:44] What Legends Legal is doing and testing to get law firms recommended by LLMs.

[15:14] What separates firms that grow steadily from ones that plateau, and the cautionary tale of the traffic ticket lawyer.

[17:47] Megan’s top weekly activity for compounding visibility: claim one directory profile.

[18:13] John’s top tactic: guesting on podcasts for backlinks, content, and trust signals.

“Polish is part of the mask they wear, and all it translates to is generic content, generic messaging. It is not making anyone love you.” — Megan Hargritter

“Your homepage should not be your story. It should be their story. If I am facing chapter seven bankruptcy, that is the story the homepage should tell.” — Megan Hargritter

“LLMs are reading reviews. They are not just quantifying the five stars. They are looking for a detailed example of a problem that was solved.” — Megan Hargritter

“Once I felt like I cracked the code on that, I just went all in with lawyers and never looked back.” — Megan Hargritter

“The riskiest thing a lawyer can do right now is keep playing it safe.” — John Jantsch

How to Know When Your Business Is Ready to Scale

How to Know When Your Business Is Ready to Scale written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode

Overview

Scaling too fast kills companies. So does scaling too slow. But most business owners never stop to ask whether they have actually earned the right to scale at all. In this episode of the Duct Tape Marketing Podcast, John Jantsch sits down with Mark Roberge, co-founder of Stage 2 Capital, founding CRO of HubSpot, and author of The Science of Scaling, to unpack one of the most misunderstood decisions in business growth.

Mark helped take HubSpot from zero to IPO, then spent years at Harvard Business School teaching founders why so many fast-growing companies implode. His framework asks a different question: instead of “how fast can we grow,” ask “have we proven we deserve to grow?” The answer requires evidence, not instinct, and not pressure from investors.

This episode is for small business owners, agency owners, and entrepreneurs who are thinking about adding headcount, launching new channels, or entering a new stage of growth. If you want to scale without destroying what you built, this conversation is your roadmap.

Guest Bio

Mark Roberge is the co-founder of Stage 2 Capital and the founding Chief Revenue Officer at HubSpot, where he grew the company from zero to IPO. He later joined Harvard Business School as a senior lecturer, teaching founders and operators how to scale with discipline. He is the author of The Sales Acceleration Formula and The Science of Scaling, and has spent the past decade as an investor, board member, and advisor helping companies navigate the gap between early traction and sustainable growth.

Key Takeaways

  • Product-market fit is not a revenue number. It is a retention metric. If customers are not staying and using your product, you do not have it yet, regardless of how many you have signed.
  • Go-to-market fit is the second gate before scaling. It is measured by unit economics, specifically whether you can acquire and serve customers profitably.
  • Scaling revenue too fast is a structural problem, not a motivation problem. Hiring 27 reps when you only have one requires 270 qualified interview screens, management infrastructure, and demand generation that most companies simply do not have.
  • Build a monthly hiring pace instead of a January 2nd headcount dump. Steady, intentional growth gives you time to build the systems that support each new hire.
  • The CRM funnel should not end at closed-won. Retention, engagement, and expansion are stages, not afterthoughts. The Marketing Hourglass is the right model.
  • Leading indicators of retention can be defined simply. Slack tracked whether 80% of customers sent 2,000 team messages per month. You do not need a data science team to build a version of this for your business.
  • A feature is not a moat. If a competitor can replicate your advantage in six months, it is not long-term defensibility. Founders need a vision for what makes them unbeatable over time.
  • The ability to up-level the executive team around you as the company grows is one of the strongest predictors of a successful exit. It is also one of the hardest skills to develop.
  • Sometimes the business outgrows the founder. The COO or president model is not failure. It is graduation. The reframe: someone else does the work you hate so you can focus on the work you love.
  • AI is accelerating faster than society can adapt. Mark is donating book proceeds to McLean Hospital for mental health research, because the people building this technology have a responsibility to help manage its consequences.

Great Moments (Timestamps)

[00:02] — The opening question that reframes every growth decision: are you betting on a business that is not prepared to win?

[04:04] — Mark defines what it actually means to earn the right to scale, and why most founders get this wrong from the start

[06:25] — The two-step framework: product-market fit and go-to-market fit explained clearly

[09:51] — Half scale too fast, half too slow. Mark explains the Groupon and WeWork examples as two failure modes

[11:40] — How to measure product-market fit without a data science team, using Slack and HubSpot as real examples

[13:29] — John and Mark align on why retention and advocacy belong inside the customer journey, not outside it

[16:31] — Why a feature is not a moat, and what long-term defensibility actually requires

[17:43] — The London School of Economics study on what predicts a strong startup exit (the answer will surprise most founders)

[20:33] — The mental health connection: Mark shares why he is donating proceeds to McLean Hospital and what the AI era demands of technologists

Memorable Quotes

“The decision on when to scale is usually when someone hands you a fat check, which doesn’t sound that strategic.” — Mark Roberge

“Do not let the dashboards and sales funnels in your CRM end at closed-won. That is literally step four of seven.” — Mark Roberge

“A feature is not long-term defensibility. If your competitor can build it in six months, you don’t have a moat.” — Mark Roberge

“We’re basically offering to pay for someone to do all the work you hate so you can do the work you love.” — Mark Roberge on helping founders let go

“We as technicians need to diversify our efforts away from just building and profiting toward helping society adapt to this new world.” — Mark Roberge

John Jantsch (00:02.19)

So what if every time you hired too fast, launched a new channel or added a service line, you were making a bet that your business actually wasn’t prepared to win. Hello and welcome to another episode of the Duck Tape Marketing Podcast. This is John Jance and my guest today is Mark Roberge. He’s the co-founder of Stage Two Capital, founding chief revenue officer at HubSpot and the author of a book we’re going to talk about today, The Science of Scaling.

Mark helped grow HubSpot from zero to IPO and then brought what he had learned into Harvard Business School where he taught founders how to grow without blowing up what they built. His framework gives business owners a way to use evidence rather than instinct or outside pressure to decide when they’ve truly earned the right to scale. So Mark, welcome to the show.

Mark Roberge (00:53.259)

Thanks, John. That’s not my copy and I love it. Seriously, I love how you put it.

John Jantsch (00:59.105)

Awesome. good. Well, you know, we were talking before we got started, you and I met some 20 years ago when HubSpot was a nascent business. think maybe the first conference there were 500 people, something of that neighborhood.

Mark Roberge (01:04.916)

Yeah.

Mark Roberge (01:11.393)

Yeah, I was like in a Marriott in Cambridge. I have like, I remember specifically a couple of things about you. I think you were the most famous one of our early partners. I think I remember my last in-person chat with you was in some steakhouse in like South Boston or something. Cause I remember two people came up to you and asked for your autograph and you were like super humble about it. And I’m like, oh my gosh, this is crazy.

John Jantsch (01:21.271)

Ha ha ha!

John Jantsch (01:27.438)

You

John Jantsch (01:35.288)

Well, I’m glad I wasn’t a jerk. That’s for sure. Awesome. Well, let’s get into your book a little bit. So I mentioned HubSpot, Harvard, now you back companies as a VC. Did something you learned or showed up across all three of those roles kind of make you say, I need to write this book?

Mark Roberge (01:37.365)

Hahaha

Mark Roberge (01:54.207)

Yeah. Yeah. It’s like, it’s kind of funny that we can unpack as much as you want, but in reflecting the last 20 years of my life professionally, I’ve given up on having a plan because I never intended to go into sales. I never applied for HubSpot. I never applied or intended to be a professor at Harvard. I never intended to start a venture capital firm.

And I never intended to write either the sales acceleration formula 12 years ago or the scientist’s killing last year. These were all things that like people were like, would you be willing to do this? So they did, they do just like show up and the way that this one, as both books unfolded was a, like you, I am blessed with the opportunity to do a number of keynotes every year. and I, for the big ones like saster, I tended to try to do something fairly original for the year.

So I’ve, you every year I do something original. So I’ve given like 20 to 25 brand new speeches over the last decade. And this one was just like a pattern I saw after like eight years of being out of HubSpot as an independent board member, as a professor, as an advisor, as an investor, in why companies, the few that went IPO and billion dollar valuations versus the ones that went bankrupt was just this.

really non-strategic, non-rigorous perspective on when to scale and how fast. And half do it too early, too fast. Half of them wait too long and go too slow. It’s more about going the optimal time. I started speaking about it and I’m like, it’s ridiculous how many classes and rigorous frameworks we have on accounting for and accruing revenue, but not on scaling revenue. And it just went viral and kept speaking about it, kept writing about it. And then Stanford was like, hey, can you write this up?

And here we have it.

John Jantsch (03:47.128)

So the term, you kind of alluded to it, but I’ll say it directly, earn the right to scale. It does a lot of work in your framework and your talk. So what does a business owner actually have to prove or do to prove that’s true? Like, when do they know I have the right to scale?

Mark Roberge (04:04.286)

Yeah, it’s kind of interesting how it unfolds right now. I I’ve done this with like tractor companies in Brazil and pharmaceutical companies in Japan, but mostly with software companies in Silicon Valley. And it’s kind of funny how it’s decided. Like the decision on when to scale is usually when someone hands you a fat check, which doesn’t sound that strategic.

And so I try to unpack it as two steps that are sequential. One is product market fit and the other is go to market fit. And usually you’re like product market fit, like duh, product market fit, duh. But like, what is product market fit? You know, I think a lot of people will say I’m ready to scale when I have product market fit, which I think is a great answer. But then when I ask them what product market fit is,

I get a lot of different answers, most of which are about a certain revenue number, a certain customer number, a certain number of inbound leads. And then I’m like, well, okay, cool. Let’s say that you have 200 customers or like 500 inbound leads and everyone’s buying, but like people stop using the product. Do you have product market fit? And they’re like, okay, no, but

I’ll just start, I’ll just listen to them and build the product to appease their needs. And I’ll be like, okay, well, how will you know when you’ve achieved it? And they’ll be like, when they keep using the product and don’t churn. And I’m like, exactly. So like that, that’s like the first kind of like pivot mentally for folks is I encourage you to define product market fit, not as a revenue acquisition.

metric, but as a revenue and customer retention metric. And the book talks about how to extract that long-term lagging indicator back to something that you can evaluate in the first week of a customer being with you. Okay, so that’s step one, product market fit. And then if you think about it, once you’ve achieved product market fit, all that means is that when you sign up 10 more customers, they’re gonna see value that you promised and stick around.

John Jantsch (06:00.866)

Yes.

Mark Roberge (06:25.372)

It doesn’t mean that you’ve proven that you can acquire and serve them profitably. And that’s what go-to-market fit is. And it’s measured by UNEconomics. So that’s really the, probably the simplest way to describe the work is these two sequences of product market fit and go-to-market fit as measured by retention in the first one and positive UNEconomics in the second.

John Jantsch (06:29.506)

Mm-hmm.

John Jantsch (06:46.018)

Well, since we’re defining terms, we probably better step back because I bet you if I asked 100 people, 10 people, 100 people sounds like too much work. If I asked 10 people what the word scale means, we’d probably get a bunch of definitions, more leads, more staff, more tools, but how do you define it?

Mark Roberge (06:59.21)

Sure. Sure.

Mark Roberge (07:07.528)

Yeah. So once you are ready to scale the way and that to your point, yeah, that can mean a lot of things. It could mean how do we scale our culture? How do we scale our engineering team? How do we scale our office space? Blah, blah. First off, I’m, I should be more clear that I’m talking about scaling the revenue. And to your point, scaling revenue, the inputs to that vary quite a bit by business by business. if you’re a consumer business, you may just have to spend more on marketing. Something that you know a lot about Joan. if you’re a B2B.

John Jantsch (07:15.094)

Mm-hmm.

John Jantsch (07:21.92)

Okay.

Mark Roberge (07:37.513)

sometimes you have to scale fancy outside salespeople if you’re selling like rockets to governments. And sometimes you do it through PLG. And again, it’s more of like a marketing exercise. So I really talk about scaling the revenue and the principles, apply, whether you’re doing it through pure marketing or through, through sales head count. let’s for simplicity, let’s just talk about scaling through sales head count and the

Big pothole that people make there is even if they follow the guidance of like, let’s achieve product market fit first and then go to market fit, and it could take a day, it could take a week, it could take a month, it could take a year, whatever, and now we’re ready to scale, they raise money and then they have a target for the year and they hire like 27 reps the next week.

even though they only have one on the team today. And there’s just no appreciation of the new capabilities that are needed to hire and onboard and manage 27 reps. Like just like, let’s take one piece of it, which is let’s kind of pontificate that the hiring quality might be correlated to the number of interview screens we do, qualified interview screens to the hire. If I do,

two interview screens and make a hire, I’m probably not gonna make as good of a hire as if I did 10 interview screens and make a hire. So if we’re trying to do 10 and we’re making 27 hires, that’s 270 qualified interview screens. Where are we getting those candidates? Who’s doing the interviews? Nevermind, where’s the demand gen gonna come from? Who’s gonna ramp them? What about the managers? It’s just too driven from a Google Sheet or Excel, and so the simple pivot philosophically is,

Don’t think about it as putting the annual plan together and hiring all those reps on January 2nd. Think about it as establishing a hiring pace every month or every quarter. 10 reps a month, boom, boom, boom. As opposed to like 37 at the beginning of the year.

John Jantsch (09:51.791)

So there’s all kinds of horror stories of companies that blew up because they grew too fast. Would you say that they scaled too fast or they didn’t scale fast enough?

Mark Roberge (09:57.47)

Yes.

Mark Roberge (10:04.928)

Both. have, like I said, it’s about half and half. I mean, I would say like the classic examples out there, like an old school one is Groupon, which I think if you look at it from this lens, never really had product market fit. they just like, the promise was like, if you’re a Chinese restaurant and give these coupons away, you’ll get new customers, but it was really just the existing customers. And then maybe like WeWork never really had go-to-market fit. And that was pretty famously documented story.

John Jantsch (10:21.486)

There’s Buzz. There’s Buzz.

Mark Roberge (10:35.36)

The ones that didn’t scale fast enough, we just don’t know, right? Cause they’re like, I can name some in our portfolio or people I’ve worked with over the years, but the reason why we don’t know them is cause they just sat there and they were like, they had something, but the co-founders just like wanted to just go too slow and continue to do founder selling and wanted to run a profitable business when it needed to be a blitz scale business. And there’s nothing wrong with running a profitable business. just, if you’re trying to win in the AI customer support,

John Jantsch (10:38.702)

Yeah, yeah.

Mark Roberge (11:05.258)

category today, you can’t be profitable right now. Like there’s just certain blitz scale risk that you have in your category that needs to dictate how fast or slow you go.

John Jantsch (11:06.638)

Yeah.

John Jantsch (11:16.056)

So one of the key elements in science of scaling is evidence over instinct. So if I don’t have a giant data team, and I know AI is actually solving some of this right now, but what does evidence actually look like at a startup or smaller business level?

Mark Roberge (11:29.768)

Mm-hmm. Yes.

Mark Roberge (11:40.117)

Yeah, I mean, you don’t, you definitely don’t need like a sophisticated data science team. You don’t even need AI agents doing this stuff. Let me just give you like a really simple example. So we talked about product market fit is where I’m, I’m proposing to everyone that it’s more about customer value and retention as opposed to customer acquisition. And obviously you need to acquire customers to eventually make them valuable. So it’s an input to it.

John Jantsch (11:48.526)

Okay, all right.

Mark Roberge (12:08.34)

The retention is a lagging indicator. So we needed to find a leading indicator of retention. We can’t wait a year to know if we have product market fit. I need to know like the week after I acquired the customer or the month after. And so what the book and the work I’ve been doing with companies for last decade is to help them define their leading indicator of retention. What is it that we can observe in the first month of a customer’s experience with you, your product, your service, whatever.

that if we see that, they’ll be with you forever. And if we don’t, they’ll probably churn. And so like, I frame it as P percent of customers do e-event every tee time. Okay, so that sounds like the programmers on the audience are like loving this right now. The history majors are like totally lost, right? So like, just to bring that to life, Slack, 80 % of customers send 2000 team messages every month. HubSpot, 80 % of customers use five or more features in the platform every month, right?

John Jantsch (12:53.55)

You

Mark Roberge (13:08.564)

These are things that can be measured in the first month to give us insight. If we’re at 80%, we probably have product market fit. If we have 10%, we definitely don’t. I don’t need a data scientist to evaluate that. Okay, so these are not overly complicated, like PhD math type things.

John Jantsch (13:20.174)

So.

John Jantsch (13:29.922)

One of the things I’ve been preaching for 20 years is that when we talk about the customer journey, that retention and advocacy and all the things that come after somebody becomes a customer are part of the customer journey or should be part of the customer journey. And for so many people, it’s let’s get a customer. And I think what you’re really certainly hammering home here is this idea that you’re not going to scale without retention and without

Mark Roberge (13:44.234)

Yes!

John Jantsch (13:59.382)

know, referrals or whatever you call it. Yeah.

Mark Roberge (14:01.984)

Spot on. mean, when I hear people like you say this, the conviction continues to escalate, right? Because it’s like, another way to say what John is saying here is, let’s just talk really tactically. Do not let the dashboards and sales funnels in your CRM end at closed one. That is like literally step four of seven, right? Like let’s just like really step back, like very, very like basic, like.

John Jantsch (14:20.468)

Yeah.

Mark Roberge (14:31.654)

know, opportunity stage one is, you know, business, like discovery call and like business and you know, metrics definition. Step two is product validation, demo, blah, blah. Step three is closed one. Step four is set up. Step five is regular engagement. Step six is retention. That’s the funnel.

John Jantsch (14:52.558)

He

John Jantsch (14:59.438)

Yeah, yeah, yeah, yeah. I actually refer to it, have been referring to it as the hourglass, you know, with the idea being that, the funnel, right, but then it goes back out again. Yeah. Yeah.

Mark Roberge (15:06.26)

Totally. And expands. Exactly, because you expand more and like lot of people like winning by design with Jaco and like that’s just a great way, the bow tie. A lot of people like it’s a really good way to think about it because that usage, it represents that the usage and should grow.

John Jantsch (15:16.589)

Yeah.

John Jantsch (15:23.576)

So you were at Harvard and name a dozen schools, Stanford, that a lot of people go to those because they’ve got a big idea or they wanna have a big idea. They wanna turn out the next Google. I’m sure you encountered many founders or would be founders in those environments. What would you like if you were, I’m sure you did this in your class environment.

tell them they’re gonna get wrong or how would you coach them of how you think they’re thinking about it incorrectly?

Mark Roberge (15:58.009)

I mean, there’s a lot to that. I think we covered a lot of them related to the work in terms of like, you know, being more precise around having the business fundamentals in place to be prepared to scale and how you go about scaling. I would say,

I guess I’ll add two more to it that come up a lot, one that’s related to revenue development to some degree and one that it really isn’t. The one I’ll mention is having a plan for a moat. And I would say like, when I ask people what their long-term defensibility will be, they often tell me about a feature.

John Jantsch (16:31.992)

Yes.

Mark Roberge (16:45.468)

And when I asked them if they are correct and they start crushing it and start winning, and then the competition realizes it, how long will it take them for them to build that feature? And they say six months. And I say, that’s not long-term defensibility. So, so you really have to like, you don’t have to prove it on day one. Cause oftentimes it might take something that you have to kind of take one of those design big start small approaches to it.

John Jantsch (17:02.58)

Hehehehe

Mark Roberge (17:14.464)

but you really need to have a vision around if you are right, there will be lots of copycats and the incumbents will try to take you out and you need to make sure that you win there. The other one, unless you want to talk about that, John, I have one more that I can throw out that’s pretty popular. Yeah, yeah, the other one that’s interesting, I think it was a study done at London School of Economics where they looked at like, I don’t know, 5,000 seed funded businesses like 15 years ago and.

John Jantsch (17:22.637)

Yeah.

Yeah.

John Jantsch (17:31.17)

Yeah, yeah, go for it.

Mark Roberge (17:43.282)

and tried to evaluate the commonalities for those that like exited at, you know, very strong exit. The number one correlation was the founder’s ability to up level the executive team around them as they went through the various phases of growth. And it’s like, it’s so pronounced in my journey with some of these folks. It’s like, it’s so hard to do too. Like it’s so hard for like a founder to like stare someone in the eyes who’ve been there in the trenches with them from day one for three years.

and be able to communicate that they are over their head and that the business needs someone ready for the next stage. How you deliver that, how you recognize it, how you have the guts to say it, how you like move through that and still feel like a human and still feel like that person has been made whole. Like that’s such a difficult skill to build, but that there’s so much correlation with successful founders and CEOs and in

developing and executing that skill.

John Jantsch (18:43.372)

Well, and let’s take it up one level. Many times the business outgrows the founder, right? So they may be having that conversation with themselves, right? Yeah.

Mark Roberge (18:48.714)

Sure. It’s very rare that they’re there. Totally. Yeah. And that lots of times the board has to manage that. think we, we went from an, like a culture or like a tactic around that. would say in the eighties and nineties when venture capital was much smaller and startups were, it just, was a much smaller portion of the economy. VCs were notorious for investing in these young technicians and then

fire in them. And I think in the early 2000s, venture took a different approach. They didn’t want to get a reputation for firing CEOs. So they did what I call the Sheryl Sandberg, which is to like bring in the, the operator, but keep the CEO, which is good. think that’s great. think a lot of times that CEO can sort of graduate up to being a

face to the organization, a driver of the culture, a person to be in key meetings with customers, to be on the road, but like don’t have to be or nor qualified to be like the day-to-day operators, hence like today’s COO president role. So, but yeah, sometimes founders, they’re like not willing to let go. And I have to be like, I have to be like, do you even understand that you have graduated to an era and scale that every CEO

John Jantsch (20:00.782)

Yes, yes.

Mark Roberge (20:15.519)

founder dreams of, we’re basically offering to pay for someone to do all the work that you hate and have you just do the work you love, which is product vision, talking to customers and talking to the market. So it’s like, it takes a little reframing, you know.

John Jantsch (20:17.56)

Yeah, that’s right.

John Jantsch (20:23.598)

You

John Jantsch (20:33.16)

Yeah, yeah, yeah, yeah. So you, I think your PR people mentioned this, they’re donating the proceeds to the book to McLean Hospital for Mental Health Research. Is there an intentional connection of the subject of scaling to mental health?

Mark Roberge (20:42.014)

Yeah.

Mark Roberge (20:48.113)

my gosh. Huge. Well, not so much. It’s very light. It’s more of an intentional connection to the author. and it’s just something as you’ve experienced, John, it like you get up, you get up in the morning and do these things three times more aggressively when you have a cause like this around you. And there’s two personal reasons and thank you for providing a platform to talk about them. The first one is mental health has played an enormous piece in my own life.

John Jantsch (20:55.992)

Yeah.

Mark Roberge (21:18.259)

I have been a caregiver, a direct caregiver to many loved ones and I’ve been a patient. And I can stand here and say this because I’ve been blessed with certain resume wins that society values and I can be braver than most. And I’m sure by saying that some people may be hesitant to work with me. And I just think we need to fight that stigma more. Like we’ve come a long way in a generation, but

Even to this day, I think a lot of people will be interviewing a candidate and find out they survived cancer 10 years ago and it will elevate their perception of them versus if they found out that they overcame a serious mental illness, they may have some concern and both are just a disease. They’re often genetic. So that’s part of the personal driver. And the second one is I think in this moment in tech, there’s a hundred times more capital talent.

John Jantsch (22:02.03)

Yes.

John Jantsch (22:07.308)

Yes.

Mark Roberge (22:17.009)

an effort going into building AI and next to nothing in helping society adapt to the world that about to become. And I think we as technicians need to change that. We can’t delegate this to Washington or economists. They’re just not close enough to it. And we just need to like really diversify our efforts away from just building and profiting toward

John Jantsch (22:25.347)

Yes.

Mark Roberge (22:44.265)

helping society adapt to this new world. like with every tech revolution, we ended up better as a society, but there are scars along the way. It happened with the internet. They’re about to be really bad with AI if we don’t do anything. So I think we all need to find a little thing to do. And right now that’s my little thing to do.

John Jantsch (22:51.734)

Yes.

John Jantsch (22:59.914)

Awesome. Well, I appreciate you taking a few moments to stop by the Duct Tape Marketing Podcast. Any way you’d invite people to connect with you, find out more about your work as well as your latest book.

Mark Roberge (23:11.315)

Yeah, I’m all over. mean, LinkedIn is probably where I’m most at. I’m trying to hang out on TikTok more, John, just to like, because I need to like talk to these 22 year old founders as well, which is awesome. So I’m trying to find where they are. But I’m mostly on LinkedIn if folks want to go on there and collaborate.

John Jantsch (23:25.55)

Well again, I appreciate you stopping by and hopefully we’ll run into you someday in a steakhouse in South Boston. I don’t know how much that’ll be worth to you, if you got a pen, I’ll do it. All right. Thanks, Mark.

Mark Roberge (23:32.305)

I’d love it and maybe I’ll ask for your autograph, John.

Mark Roberge (23:42.578)

All right, it’s great to see you. Thank you.

Why Some Entrepreneurs Keep Growing While Others Stall

Why Some Entrepreneurs Keep Growing While Others Stall written by John Jantsch read more at Duct Tape Marketing

Catch the Full Episode:

Overview

Most business owners are not failing because they lack ambition. They are failing because the daily practices that drive performance quietly erode under pressure, and nobody notices until the stall is already underway. In this episode of the Duct Tape Marketing Podcast, John Jantsch sits down with Jon Gordon, bestselling author of The Energy Bus and his latest release, The Power of Positive Habits, to talk about the micro-practices that separate leaders who keep growing from those who plateau.

Jon has spent two decades working with organizations including the LA Dodgers, Miami Heat, Clemson football, Southwest Airlines, and Dell. His work is grounded in a simple premise: habits are not just personal development tools. They are leadership infrastructure. Without them, you cannot show up consistently for your team, your clients, or your business.

This episode is for entrepreneurs and small business owners who feel like they are already working as hard as they can and still losing ground. Jon walks through specific, actionable habits around mindset, leadership, health, and relationships, and explains why simplicity and practicality are the only things that make habits stick long-term.

Guest Bio

Jon Gordon is a bestselling author of more than 30 books, including The Energy Bus, which has sold over 4 million copies worldwide. He is a sought-after keynote speaker and consultant whose clients include professional sports franchises, Fortune 500 companies, and leadership teams across industries. His work focuses on how positive habits, energy, and mindset drive individual and organizational performance. His latest book, The Power of Positive Habits, compiles 93 proven practices into a practical framework leaders can start using immediately.

Key Takeaways

  • Habits are not just personal development. They are leadership tools. If you are not showing up with the right energy and mindset, your team cannot perform at their best.
  • The thank you walk, taking a morning walk while practicing gratitude, floods the brain with positive emotions that build resilience over time. It is one of the highest-leverage single habits in the book.
  • Connect before you correct. Building genuine relationships with your team is not a soft skill. It is the prerequisite to feedback that actually lands and performance that actually improves.
  • Do not try to build 93 habits at once. Start with one. Master it. Then add a second. The compounding effect of three solid habits will outpace the chaos of chasing all of them simultaneously.
  • Good habits are the first thing to go during stressful times, but they are exactly what you need most when things get hard. Your habits are your foundation, not a reward for when things calm down.
  • Positive thinking is not about ignoring reality. It is about maintaining the belief and optimism necessary to navigate challenges and find a path forward. Pessimists do not build businesses.
  • Most plateaus are caused by a leadership gap or an unresolved wound that is quietly constraining growth. Identifying and working through it is how leaders move to the next level.
  • Mastering the morning, reading, thinking, and doing something positive before the day begins, creates a success anchor. You start the day already winning, which makes you more resilient when the punches come.
  • Principles inform, practices transform. Knowing what you should do is not enough. The habits you actually put into practice are the only thing that changes your life.
  • Jon Gordon was not naturally positive. His habits are the result of deliberate, consistent work over 20 years, not personality. That means these habits are available to anyone willing to practice them.

Great Moments (Timestamps)

[00:01] — John’s opening frame: the owners losing ground without knowing it, and why habits are the hidden culprit

[01:17] — Why Jon wrote this book for leaders specifically, and what makes it different from other habit books

[02:18] — The comparison to Atomic Habits: what ChatGPT said, and why it is worth hearing

[03:26] — The thank you walk explained, and the research behind why gratitude in the morning changes your brain chemistry

[04:43] — How these habits apply to small business owners and entrepreneurs, not just corporate teams

[06:42] — The one thing that makes habits stick long-term, and why complexity is the enemy

[09:07] — What happens when someone tries to do all 93 habits, and what Jon recommends instead

[12:23] — The honest answer to “can you be positive and still face hard realities?” Jon’s response is worth the whole episode

[14:22] — Why plateaus happen, what is really holding people back, and how to move through it

[17:16] — Jon’s personal story: how a failing marriage and a naturally negative mindset led him to build the habits he now teaches

Memorable Quotes

“Principles inform, practices transform. It’s going to be the practices that transform you.” — Jon Gordon

“Being positive doesn’t mean you ignore reality. It means you maintain optimism, belief, and faith in order to create a better reality.” — Jon Gordon

“If you grow your capacity for leadership, you will become greater than your problems.” — Jon Gordon

“Good habits go out the window during stressful times, and they actually need to be our foundation during those stressful times so we stay strong in the storm.” — Jon Gordon

“I’m not naturally positive. And so I have all these positive mindset tips in the book because thinking is a habit.” — Jon Gordon

Why the Smartest Leader Usually Fails

Why the Smartest Leader Usually Fails written by John Jantsch read more at Duct Tape Marketing

Catch the full episode:

Overview

Most companies hit a ceiling not because of strategy or market conditions, but because the leader is still trying to be the smartest person in the room. In this episode, John Jantsch sits down with Jason Wild, executive advisor and co-author of Genius at Scale, published by HBR Press, to make the case that the lone genius model of leadership is not just outdated. It is actively holding companies back.

Jason spent more than 20 years in senior roles at Microsoft, IBM, and Salesforce, leading projects across 40 countries. He watched brilliant people pour their careers into innovation efforts that succeeded at rates of five to fifteen percent, not because the ideas were bad, but because the conditions around those ideas were never built to support them. Genius at Scale is his answer to that problem.

This episode covers the shift from pathfinding to wayfinding, the three leadership roles that drive repeatable innovation, why most good ideas die in integration rather than ideation, and what small business owners can do right now to build a team that does not need them to be the source of every good idea.

About Jason Wild

Jason Wild is an executive advisor, co-founder of Wild Innovation Consulting, and co-author of Genius at Scale: How Great Leaders Drive Innovation, published by HBR Press. He spent more than two decades in senior leadership roles at IBM, Microsoft, and Salesforce and has led projects in 40 countries. Earlier in his career he had television and film credits, including a co-starring role opposite Mr. T in a CBS movie. Learn more at geniusatscale.com.

Key Takeaways

  • Stop hiring for the A player. Build the A team. The distinction sounds small but it changes everything about how you lead, hire, and structure work.
  • Innovation is a social process. You cannot mandate it. You have to create the conditions where people feel safe enough and inspired enough to want to co-create the future with you.
  • Most innovation stalls at integration, not ideation. Good ideas are not the bottleneck. Getting them through the seams between people, systems, and teams is where everything falls apart.
  • Language shapes culture more than most leaders realize. The Pfizer VP who banned the word change and replaced it with evolve saw an immediate shift in how his skeptical team responded to new initiatives.
  • The most dangerous place to make decisions is your office. Getting out and experiencing what your customers actually experience is not a nice-to-have. It is a leadership practice.
  • Celebrating individual achievement sends the wrong signal. If you want collaboration to be the norm, recognize teams, not heroes.
  • Wayfinding is replacing pathfinding. In a world changing this fast, the job of a leader is not to set a fixed destination and remove barriers. It is to figure out where you are going while you are already moving.
  • Self-awareness is an underrated leadership skill. How you make people feel when you give feedback shapes whether they will ever bring you their best thinking again.
  • Small business owners are better positioned for this than they think. Smaller teams, less bureaucracy, and closer proximity to customers are advantages in building cultures of repeatable innovation.

Timestamps

[00:02] Opening hook: the reason your company hits a ceiling might have nothing to do with strategy.

[00:53] Jason’s first career in Hollywood and co-starring with Mr. T in a CBS movie of the week.

[01:44] The core premise: why the lone genius model of leadership fails and what replaces it.

[03:33] What Jason saw at IBM that shaped his thinking about why smart people accept such low innovation success rates.

[06:37] Why small business founders are wired to be the genius in the room and why that eventually becomes the ceiling.

[07:19] The ABC framework: architect, bridger, and catalyst unpacked.

[10:07] Why the architect role is really about culture and psychological safety.

[11:03] The bridger as the unsung hero of innovation and why Death Valley is where most good ideas go to die.

[13:04] The role outside consultants and third parties play in bridging across boundaries.

[14:03] What catalysts do differently and how movements start with people and ideas, not companies.

[16:35] The Pfizer story: how banning the word change helped get a vaccine out in 266 days instead of eight to ten years.

[18:25] What we typically celebrate about leadership that the research says is actually wrong.

[20:31] How writing the book as a collaborative team proved its own thesis.

Memorable Quotes

“Stop trying to hire the A player. Focus on building the A team. It sounds subtle but it is a fundamentally different way to lead.”

“Innovation is not about coming up with the best idea. The organizations that innovate time and time again focus on the conditions and the environment around the idea.”

“Most innovation stalls not at the ideation phase but the integration phase. That is where good ideas go off to die.”

“Self-awareness is one of the most undervalued skills in leadership. How you make people feel when you give them feedback determines whether they will ever bring you their real thinking.”

“If the billionaire founder can make time to stand in line at a bank branch, everyone else can practice empathy too.”


Learn more at geniusatscale.com.

John Jantsch (00:02.083)

So what if the reason your company hits a ceiling has nothing to do with strategy, funding or market conditions and everything to do with who you think the genius in the room is supposed to be? Hello and welcome to another episode of the Duct Tape Marketing Podcast. This is John Jantsch and my guest today is Jason Wilde. He’s an executive advisor and co-author of a book we’re going to talk about today, Genius at Scale, How Great Leaders Drive Innovation. was published by HBR Press.

Jason spent more than 20 years in senior roles at Microsoft, IBM, and Salesforce and led projects in 40 countries and co-founded Wild Innovation Consulting. And this wasn’t in your bio, I don’t think, but I found you had some television credits, movie credits. So can we start there?

Jason Wild (00:53.47)

We can start wherever you want, John. It’s great to on your show, yes. My first career was Hollywood. My mom was the classic stage actor, stage mom, trying to get me and my brother to be famous. So yes, believe it or not.

John Jantsch (01:09.562)

That’s awesome. So you started with Mr. T in something? Is that one I found maybe? Was he? Yeah.

Jason Wild (01:16.238)

I did. did. It’s, yeah, going back to the eighties, but at the peak of his his fame in the 18, I did co-starred a movie was the CBS movie of week called The Toughest Man in the World that you can find on Amazon or YouTube. I think actually a few years ago, I found a YouTube clip where whoever uploaded the clips said it was the worst fight scene in Hollywood history. And I agree.

John Jantsch (01:43.081)

Well, you have that permanent record for you. All right, so let’s dive into the book. The core idea is that the idea of the genius at the top, the boss, is really now out of date and what’s needed now is genius at scale. Can you make that concrete really for a business owner, say, running a team of 10, 20 people?

Jason Wild (02:08.046)

Yeah, absolutely. this is a book that when my co-author invited me to write the book almost 10 years ago, I kind of thought it would be the book writing version of the Gilligan’s Island, right? It’d be maybe a two, three year tour. And here we are, believe it or not, almost 10 years later and thousands and thousands of hours and worth every minute. So basic premise was I was not interested. I’m a practitioner. You know, I’ve been leading projects in teams.

trying to do meaningful work around technology, digital transformation, cultures of innovation around the world with large companies as well as startups. honestly, at this point in my career, John, I was not interested in just writing a book to write a book. But I was really lucky to start my career at IBM when Lou Gerstner was still CEO there and got to interact with Lou a little bit and

And it was a really important moment, I think, for me at that part of my career, because IBM was very client focused, very customer centric. And that was ingrained deeply in my brain. I was surrounded literally by geniuses. I was there when IBM did Watson on Jeopardy. I got to know the guy who invented the relational database, eventually a small company called Oracle monetized and created a nice little business around.

John Jantsch (03:30.042)

You

Jason Wild (03:33.711)

You know, as I was working on these projects, long story short, I was seeing these incredibly talented people literally pour their life into these projects or whatever it is they were working on, but accepting very low success rates, 5%, 10%, 15%. And, you know, I bought into the same notion that innovation was all about coming up with the best idea, that it was about the lone genius.

John Jantsch (03:58.329)

you

Jason Wild (04:01.672)

I’m the person with the biggest title and power. But over time, I became really curious about what really did set out in a small company or a big company. You why did some ideas, you know, go far enough along to actually change the way that we live or work or change the system? And others didn’t. And it kind of became a little bit of my career and life passion. And I saw so many of these people that I really looked up to just approaching it kind of the wrong way.

falling in love with the ideas, focusing on the world of innovation. And maybe they get lucky or there’s some heroic result, but the real organizations or teams that were great at innovating time and time again, were the ones that really focused more on the conditions and the environment around them. And so, we started talking about Mr. T, it took me 40 years for my life to come full circle away.

But, know, genius at scale in some ways is meant to kind of put down this notion of, you know, senior leaders stop looking to hire that A-Team player and instead focus on building an A-Team. And I think it sounds very small and subtle, but it’s a big part of the difference. And then when I looked at it, there are lots of books on innovation, of course, and lots of books on leadership, but there are no books about how do you actually lead innovation.

John Jantsch (05:25.433)

Yes.

Jason Wild (05:25.486)

which to me was really really fascinating because it’s one of those words or topics that lots of people lean forward, they’re interested, they’re curious, but there was a lot more opinions than actual science around how do you actually create those conditions as a leader for people to be willing and able to want to innovate. In my co-author’s last book that was published about 12 years ago, focused a lot on companies like Pixar and eBay.

right, super creative, know, digital native companies where innovating is not easy, but it’s certainly easier than being, you know, a mom and pop small company, right, or a legacy company that, you know, was founded 80 years ago. So in Geniuses Scale, the book that we wrote, we, you know, we focused on companies in regulated environments, healthcare, banking, you know, as well as startups, startups in Africa and Japan to really shine a light on, you know,

Everyone’s context is different, but really the role of leaders is to create the environment where innovation organically thrives as a result of the community versus constantly trying to chase the next shiny object.

John Jantsch (06:37.322)

So, a lot of my listeners are small business owners, mid-size business owners, founders. And I think the very nature of that is like, I created this thing, I’m the genius, it starts there. And so then I’m going to build a team and everybody looks to me to continue to say, what’s next? And you really introduce the evolution, I guess, that that leader needs to go through and even some roles that they need to take on. You’re ABC, you’ve got a good, like all consultants, you have a…

a good framework there for architect, bridger, and catalyst. Walk me through a little bit of what those roles are and maybe the challenges for lot of business owners to step into those roles.

Jason Wild (07:19.446)

Yeah, no, absolutely. I think, you know, for small businesses, you know, even large businesses these days, you know, doing business in the past was, don’t think it was ever easy, but it was, it was, it was easier. And, you know, and literally the world is shifting two or three feet underneath our feet, you know, every single week. So there’s so much to keep up with and

Yeah, you know, so legacy leadership was, you know, some would call kind of pathfinding to your point, whether you’re, you know, the owner of a small business or a 4,200, 500 company, right? And that legacy kind of leadership is change management, setting the direction, right? Articulating the vision, hopefully very, very clearly, and then convincing as many people as quickly as possible to get in the car and follow you to that, to that destination. And maybe that was okay, right? When you had the luxury of time.

But the world is changing really quickly and you could argue that it’s never going to be as slow as it is right now. It’s only going to accelerate. So part of what the book is about is this what we’re calling wayfinding. If classic leadership was pathfinding, setting that direction and trying to remove those inhibitors and barriers, which is even more important as a small business owner because your margin of error is even less than a large company.

It’s very uncomfortable for many leaders, regardless of your pedigree and your background. But I do think that small business owners are going to be more ready and in a better position to be able to pursue this. And what we talk about is more wayfinding. And part of the uncomfort is, how do you lead when we’re surrounded by fog? Because it’s not just artificial intelligence that’s changing the world. There’s geopolitical aspects, there’s supply chain.

There’s other technologies, quantum, 5G, blockchain, all of these things are like feeding off of each other that makes predicting the future even more difficult than it was before. So this notion of wayfinding is figuring out what the destination is while you’re on the path. And to your point, we identified common patterns and three very distinct roles that leaders play.

Jason Wild (09:39.119)

in cultures that have proven that they can innovate routinely in time and time again, and not just get lucky once or in the right place at the right time. So the ABCs, which yes, are convenient and memorable, but did kind of like surface naturally, you know, out of our research and work. So first and foremost, the foundation is the architect. And the architect’s job is really about building community. And what I touched on a little bit earlier,

John Jantsch (09:52.218)

you

Jason Wild (10:07.118)

it recognizes that innovation is a social process. And especially in small companies, you can’t mandate innovation. You have to invite people to want to co-create the future with you. And we define innovation very broadly, not just disruptive innovation, but anything that’s new and useful, which I think makes it even more applicable to the world of small business. So architects do a good job of creating environments where people are both willing and able.

to want to contribute, there’s a psychological safety. They don’t feel like there’s going to be a negative reaction when you challenge, right, or come up with a new idea. So that’s why that’s the foundation. And it is, it’s a lot about culture. It is totally about culture. And I think in a way where the culture is continuously learning and experimenting too. And I think especially for small business owners,

John Jantsch (10:47.064)

That sounds like culture to me.

Yeah.

Jason Wild (11:03.5)

Right, your business is not too big or too small to at least have a couple of working hypotheses. And I think that’s what great architects do is they have working hypotheses and they encourage and empower others to have working hypotheses of at least one or two big questions this calendar year that we want to get smarter about. And those questions will lead us to better questions. So architect is a foundation and I think we realize that

You know, that’s important, but it’s not enough. And then the next one is the Bridger B. Bridger is really about focusing on building partnerships and Bridgers, you know, tend to be more junior people in the organization. And I really feel having been a practitioner and out there like doing the work, the Bridger is the unsung hero of innovation where the architects maybe get, you know, the award and the Steven Spielberg and the Oscar.

And then we’ll get to the catalyst, which is about igniting movements that literally change the world. The bridgers are usually behind the scenes doing really tough work and recognize that, recognizing that most innovation stalls, not at the ideation phase of coming up with the ideas, but the integration phase, human integration, system integration, integration with partners. So these bridges are, you know, focus on these boundaries or these seams.

where lots of good ideas go off to die. And one of my previous employers actually called this area Death Valley, as if it was a place that was a badge of honor if you survived it. So great architects and bridgers kind of flip the lens and create environments where it’s not about surviving Death Valley, but it’s about creating conditions.

John Jantsch (12:32.09)

Yeah.

John Jantsch (12:46.03)

Well, so what role then does like outside consultants and third parties play in that too? I’ve said, when you talk about partnerships, you’re kind of focusing on internally, but bringing in great talent from the outside is probably a part of that bridge, isn’t it?

Jason Wild (13:04.994)

Yeah, it is. It can be internal and external. can be sales and marketing, business and tech, right? A lot of it is people who speak different languages, have different objectives, feel that they’re part of a different community. And, but you got to get them to kind of work together. They may not want to like hang out together at the end of the day and be best friends, but you know, the role of that leader and that bridger is getting the collective value out of them that individually never would have happened. So.

Absolutely, there’s a lot of focus on partnering externally. And I think what Bridges, Bridges are good at many things, but one of things that really good at John is building trust in low trust environments, being proactive at mapping the ecosystem and places where, hey, if this goes well or not well, we think we’re going to need some solutions or partners here and not waiting until it’s a five alarm fire. And they give credit to others and go out of their way.

John Jantsch (13:45.338)

Mm-hmm.

Jason Wild (14:03.192)

to make others the hero and not about themselves. And then C is the catalyst, C is about really igniting movements, movements that become bigger than the individuals. And I think this is where it’s not every day where people wake up and say, hey, John, I want to ignite a global movement, right? Because it just seems so far away.

And, but you look, I I worked at Salesforce for many years, which is one of the CRM platforms for small business. And, you know, what’s interesting about a place like Salesforce is it’s become kind of the de facto movement for CRM and cloud computing. So a lot of people associate the companies with those movements, but movements are really started by people and ideas. And so part of the reason of the book is to give hope.

to people that it may seem very difficult or impossible, but anybody can ignite a movement that changes how we work and live with the right focus and other best practices that obviously we would love for you and people to read the book and learn about.

John Jantsch (15:13.478)

Well, so the ABCs basically add up to what you’re saying is we need to have collective genius in order to have innovation. how do, I mean, do people resist or maybe misunderstand that idea?

Jason Wild (15:29.656)

Yeah, think there’s resistance everywhere. one of the things that I think in writing the book, we wanted to write a book that is educational and inspiring, but also a business book that doesn’t put you to sleep and has an element of entertainment because we’re so fortunate and privileged, John, to be able to have studied for years some of these leaders and be a fly on the wall.

And one of them was the leader of clinical supply chain at Pfizer, who was a relatively new executive. And it’s the story behind what he and his team did to get the vaccine out there in 266 days, in usually what would take eight to 10 years. And one of the things that they did was a real focus on language. And it’s a reminder that every detail matters if you want it to.

And Michael Koo, this Pfizer VP, he inherited the team that was skeptical of almost everything, just because of past failures and attempts and other leaders and the usual stuff inside of a big company. And one of the things that Michael decided in his first few months of joining Pfizer was he banned the word change. And it sounds very petty, but…

John Jantsch (16:52.346)

Hmm.

Jason Wild (16:56.386)

I think it represents a bit of the genius of him understanding the environment that he was parachuting into. And instead he said, let’s talk about evolve. Cause when people would talk about change, immediately it would be a negative reaction, more change. We went through a change management program last year. I’m tired of change, but who doesn’t want to evolve, right? Who doesn’t want to keep up with the Joneses? And so there was something psychological there about

You know, everyone should want to get better, better, better at their craft. And if you don’t, why are you here? And I think you again have less luxury in a small business. So language matters. And I think self-awareness is one of the most undervalued skills of leadership. How you make people feel when you give them feedback.

And these soft skills now with the arrival of AI, you you hear lots of people saying they’re not soft skills anymore, right? Because, you know, getting the most out of people and tapping into as Pixar would say, everyone has their slice of genius is not the responsibility of the individual worker. It’s of the leader to activate that and figure out what it is individually.

John Jantsch (17:58.614)

You

John Jantsch (18:11.918)

Yeah, I’m curious because you studied so many exceptional leaders, are there things that we typically celebrate that are wrong about leadership and leadership culture that your research found?

Jason Wild (18:25.294)

Oh yeah, know lots of things. One of the things that’s a pet peeve of mine is celebrating like individual awards. And I mean, even like Thomas Edison said, it’s like, nobody did anything alone. And whether it’s intentional or not, just putting someone up on stage as an individual, it sends their own signals of, right, be an individual hero and be like this person, right? And you’ll get to lift the trophy too.

and instead recognize teams. And that might mean that sometimes you’re recognizing people who, you know, aren’t pulling their own weight. But the real message you’re trying to send to the organization is collaboration is not optional. And even better, get great at collaboration because that’s how like meaningful value creation happens. I think the second thing is, that back to stop trying to be the smartest person in the room. And instead,

try to activate that collective intelligence of the entire team. And I think the third one, and I’m not as worried about this small business, but I’ll say it anyway, is what do you think is the most dangerous place to make a decision,

John Jantsch (19:39.81)

in a meeting.

Jason Wild (19:41.635)

Yeah, in the office, right? In the comfort of your office. So I’m a big believer in getting out there and walking a mile in the shoes of your customers. Do it sometimes with purpose. Do it sometimes with a blank sheet of paper. I worked at Salesforce. Mark Benioff, the founder, co-founder of Salesforce, is a billionaire. know, famously ahead of a big meeting with one of the big American banks.

John Jantsch (19:52.792)

This is

Jason Wild (20:08.77)

He wanted to go to a local branch, wait in line, to see the experience. And Yad helped him prepare for the meeting, but it was more about sending a signal to the whole organization that if the billionaire founder can care about time to do it, then everyone else can practice and develop empathy. So those are a few things off the top of my head.

John Jantsch (20:31.406)

So this book, you had a co-writer, so this book in some ways was collective genius. Do you think that that collaboration itself made for a better book or at least a different experience than writing a solo book?

Jason Wild (20:45.442)

I think so, for sure. And we’re still friends, thankfully. so yeah, it’s a multi-generational team. I’m in the middle. know, two academics with me as a practitioner. And yeah, I think it was just a phenomenal experience that I think we all agree that there’s no way we would have ended up where we got to if we tried to do this alone.

And I think the most important thing is that, you you write a book, but you never know how the world is going to respond. And, you know, I think some of the things like wayfinding is in the epilogue. And we wanted to write a book that was meant to be timeless, because I have some friends writing books about AI. You know, one was the former chief AI officer at NASA. And like tongue in cheek, I tell them like, good luck, hopefully it’s still relevant by the time it’s published. And

John Jantsch (21:40.806)

Yeah, no kidding.

Jason Wild (21:42.286)

So it’s interesting that we didn’t write a book about AI, but a lot of people serendipitously are saying that the ABCs represent a really interesting operating system, right? Because organizations, you need some structure and predictability, but again, you need to adapt and flex and morph your value proposition like great startups do. And so I don’t think we would have landed there without this,

two exceptional co-authors that I’ve had the privilege of working

John Jantsch (22:15.578)

Well, and I think you also surfaced in this day and age, what are probably going to be the human skills that are going to remain the most valuable, I think, in the long run as well. Well, Jason, I appreciate you taking a few moments to stop by the Duct Tape Marketing Podcast. Is there a place you’d invite people to connect with you and certainly learn more about Genius at Scale?

Jason Wild (22:35.756)

Yes, thanks for asking. yeah, it was just published a couple of months ago. We’ve got a wonderful website in multiple languages, genius at scale.com, genius at scale all one.

John Jantsch (22:49.144)

Awesome. Well, again, I appreciate you stopping by and hopefully we’ll run into you one of these days out there on the road.

Jason Wild (22:53.977)

Sounds great. Thank you so much, John.