Free Time E-Book

Jenny Blake

• Herausgeber: Swift Press
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 406

Veröffentlichungsjahr: 2022

Beschreibung

Time is not money. Time is life force. Are you consistently doing the work that you and only you can do? Or are you burdened by busywork, the bottleneck blocking your company's profit and potential? Your time is far more precious than money. It is your presence, your memories, your quality of life. As a business owner, you are already paying a risk and pressure tax. For many, growth fuelled by added stress is not worth the trade-off. You have an urge to simplify and streamline. Free Time is not about working as little as possible. Nor is it about creating a lifestyle business purely for one's own gain. It is about creating a life-giving business energizing every single person who is a part of it, from the owner to team members, to clients and community. Free Time is about making small investments now to create greater optionality in the future. Free Time is a playbook to free your mind, time, and team for your best work. This book will teach you and your team to operate efficiently and intuitively while earning abundantly, so you can make your greatest contribution as a business owner.

Leseprobe

Advance Praise for Free Time

“As Jenny Blake says in Free Time, ‘how we bake is as important as what we make.’ Having run a multinational organization and now my own Delightfully Tiny Team, I know that Heart-Based Business is possible for organizations of any size, and we need it now more than ever.”

—Howard Behar, author of The Magic Cup and former president of Starbucks Coffee

“This book is a revelation—a detailed road map for building a business that fulfills you and serves the world, leaving anxiety and burnout behind. Jenny Blake’s advice is both grounded and inspiring, and always connected to life as it is actually lived, at the human scale.”

—Oliver Burkeman, author of The Antidote and Four Thousand Weeks

“With heart and smarts, Jenny teaches us how to think big, be strategic, and make time for what really matters. Free Time is an essential guide to running a business without running yourself into the ground.”

—Ximena Vengoechea, author of Listen Like You Mean It

“Jenny Blake’s phenomenal book Free Time taught me how to rethink my business, creating smart systems to focus on what matters most.”

—Antonio Neves, author of Stop Living on Autopilot

“The go-to manual for running Heart-Based Businesses with ease, joy, and financial abundance.”

—Farnoosh Torabi, host of the award-winning podcast So Money

“It is not about working harder, it is about working ‘right-er.’ Bigger results, better flow, less effort; welcome to Free Time.”

—Mike Michalowicz, author of Clockwork, Fix This Next, and Get Different

“Wildly, wildly helpful. Free Time is a masterful blend of tools, tips, and frameworks to free your mind, time, and team—against a backdrop of pure delight. Imagine the most helpful entrepreneurial workshop you’ve ever attended, but held in an ice cream store with an infinite array of flavors. Grab a copy for yourself and your business-owning best friends.”

—Sarah Young, founder of Zing Collaborative and author of Expansive Impact

“Hustle is dead. It never worked very well, and now it’s burning us out. Jenny Blake is back with a generous, helpful, and more caring alternative.”

—Seth Godin, author of This Is Marketing

“Leave it to Jenny to come up with an ultra-simple, seemingly innocent concept and turn it into a profundity with many mind-expanding insights! Free Time successfully balances our brain and heart, rocking between the mental ah-ha! and the deep intuitive mmm-hmmm.”

—Penney Peirce, author of Frequency, Leap of Perception, and Transparency

“‘Stress is a systems problem.’ This was one of the more arresting statements I’ve read in a business book in a long time. Jenny offers an important vision of entrepreneurship freed from burnout and overload.”

—Cal Newport, New York Times bestselling author of A World Without Email and Deep Work

“After reading Free Time, I have gone from being semi-retired to relaunching my business. Jenny’s wisdom shines through, especially as she presents the intersection of systems thinking and heart. I am truly inspired, but now, with a new path forward.”

—Denny O. Clark, disability workforce inclusion advocate and co-founder of Pinnacle Performance Consulting

“A brilliant, insightful read that provides an actionable framework for reimagining the way we work. Jenny’s depth of knowledge from her corporate and entrepreneurial career provide a fresh perspective on company culture and value-centric time management.”

—Mori Taheripour, author of Bring Yourself and faculty member at the University of Pennsylvania’s Wharton School of Business

“Jenny is openhearted, honest, and highly insightful. What makes her particularly unique is her willingness to pull back the curtain on her own business. Free Time is a delightful mix of grounding and spiritual strategies, plus uber-specific and systematic.”

—Lindsay Pedersen, author of Forging an Ironclad Brand

“A vision that knits together the aspirational, spiritual, and operational.”

—Herb Schaffner, president of Big Fish Media

“For any entrepreneur who has felt stressed out or overwhelmed—and dare I say, that’s most of us—Free Time will come as a revelation. Her crystalclear thinking, smart advice, and rock-solid systems will give your business a powerful boost, while maintaining your joy and sanity.”

—Dorie Clark, author of The Long Game and executive education faculty at Duke University’s Fuqua School of Business

“A refreshing and informative outlook on how to create change in the world without sacrificing our soul.”

—Petra Kolber, author of The Perfection Detox

“For anyone who wants to keep their team tiny, their business elegant, and their life delightful.”

—Michael Bungay Stanier, author of The Coaching Habit and How to Begin

“Most entrepreneurs start their businesses in search of freedom; but to hold on to it, we have to protect our time. Free Time is a treasure trove of inexpensive, efficient ways to liberate ourselves from tasks that drain the life out of us—so we can reclaim our peace, freedom, and passion.”

—Elaine Pofeldt, author of The Million-Dollar, One-Person Business and Tiny Business, Big Money

“You may think having more free time is a fantasy; not with this book. This is Jenny Blake at her best, architecting the unique path for you to achieve Free Time. Your business can be freeing and lucrative—Jenny will show you how.”

—Laura Garnett, author of The Genius Habit and Find Your Zone of Genius

“This book will help you harness your innate strengths while recognizing how to work in a manner that leads directly to success. Jenny’s frameworks are so practical and actionable that you will feel inspired by the work you want to do, while learning how to delegate and avoid busywork. All of us want to make certain our time is valued and not wasted. Free Time is your foolproof solution. I need more room on my bookshelf!”

—Allison Kluger, lecturer of Organizational Behavior at Stanford Graduate School of Business

SWIFT PRESS

First published in the United States of America by Ideapress Publishing 2022

First published in Great Britain by Swift Press 2022

Copyright © Jenny Blake 2022

The right of Jenny Blake to be identified as the Author of this Work has been asserted in accordance with the Copyright, Designs and Patents Act 1988.

Cover and diagrams by Together Agency: www.gotogether.agency

Interior design by Together Agency and Jessica Angerstein.

Set in Freight with headings in Circular.

Free Time, Heart-Based Business, Delightfully Tiny Team, and Free Time Framework, are pending trademarks of Jenny Blake Enterprises, LLC. Pivot Method is an exclusive registered trademark. All rights reserved.

Some names and identifying characteristics have been changed to protect the privacy of the individuals involved.

Image credits: Alexandra Franzen (iPhone screen), Mafaz Mousoof (Nodes)

A CIP catalogue record for this book is available from the British Library

ISBN: 9781800751453

eISBN: 9781800751460

To Jim Blake, aka Daddy-O:Your brilliant insights, contrarian comments, and laser-sharp edits make every book better. You are the ultimate Free Timer, filling your hours with learning and creative expression, morning, noon, and night. Thank you for being you, and for all that you do. These are the great times!

Work is love made visible.

—Khalil Gibran

Contents

Introduction

Business Stress Is a Systems Problem

The Check Is in the Mail

Heart-Based Business

Free Time Framework

Friction Versus Flow

The Missing Metric

High Net Freedom

Free Up Founder Time: Escape Velocity

Quiz: What’s Your Free Time Escape Velocity?

PART 1 ALIGN

Overview

Values

Chapter 1: Embrace Agile Operating Principles: What’s Your Wi-Fi Password?

Take a Stand: “Even Over” Versus Bland

Chapter 2: Create an Externalized Mind

Define Your Brand

Chapter 3: Systematize the Spirit of Your Business

Energy

Chapter 4: Set Purposeful Intentions

Chapter 5: Let It Be Easy, Let It Be Fun

Close The Loop: Indecision Is Your Decision

Chapter 6: Give Yourself Golden Hour: What’s Your Job Today?

Free Up Even More Founder Time

Strengths

Chapter 7: Build Your Business Intuition

Chapter 8: Continuously Bust Bottlenecks

Techtuition: Stop the “Bad at Technology” Story

Chapter 9: Embrace Imperfection: Cookie Dough and Tiny Streaks

Refocus: Eyes on Your Own Paper

Align Resources

PART 2 DESIGN

Overview

Outcomes

Chapter 10: Invite Nonlinear Breakthroughs

Transcend Tug-of-War with Sacred Third Solutions

Chapter 11: Serendipity as Business Strategy

Chapter 12: Solve for Sisyphean Systems

Stop Sailing the Sea of Shiny Shoulds

Impact

Chapter 13: Always Be Listening

Chapter 14: Scale: Be Ready for a Big Break

Seven Scale-Building Levers

Chapter 15: Use Life-Giving Language

Process

Chapter 16: Design Deep Work Containers

How We Free Time at JBE

Chapter 17: Time Block and Bake in Batches

Bake in Batches to Eliminate Task Bloat

Chapter 18: Automate What You Repeat

Design Resources

PART 3 ASSIGN

Overview

Who

Chapter 19: Promote Yourself from Chief Everything Officer

Chapter 20: Construct Your Delightfully Tiny Team

Chapter 21: Double How Much You Delegate

Run a Hiring Pilot at Home

What

Chapter 22: The Fiji Test: Make Ourselves Replaceable

Chapter 23: Drained? Let’s Discuss

Chapter 24: Frustrated? Take Responsibility

Invite Debate, Disagreement, and Feedback

When

Chapter 25: Track Every Task and Assign One Owner

Tidy Tasks

Chapter 26: Answer Less: Every Question Lives Three Lives

Work Asynchronously

Chapter 27: Save Someone Next Steps

Assign Resources

Conclusion

On Work

Acknowledgments

Resources

Send a Free Time Permission Slip

Free Time Framework Quick Reference

Operating Principles Reflection Questions

Manager Manual Template

Free Time for Your Future Self: Systems-Thinking Steps

Additional Resources for Small Business Owners

Notes

Introduction _____

My Journey from Full Time to Free Time

There is no way to happiness, happiness is the way.

—Thich Nhat Hanh

It is one p.m. on a Tuesday, and I am glued to the couch, procrastieating so that I don’t have to tackle the one thing I promised myself I would that day: Email Everest. As I polish off a pint of Ben & Jerry’s Strawberry Cheesecake ice cream, a fellow business owner texts:

“Do you ever have the feeling of just wanting to burn it all down?” she asks with a laugh-cry emoji.

Why yes! Yes I do . . .

“Funny you mention it! I’m at Hooky Headquarters as we speak,” I reply, “glued to the couch eating ice cream. I can’t seem to move or motivate myself to do anything at all.”

When invoked, burn-it-all-down mode (BIADM) means we have reached a point of weariness, burnout, frustration, or dread in our business, and we wonder (fantasize!) whether instead of pressing ahead in our chosen field we should just burn it all down and pivot into real estate.

Or fill in a vastly different fantasy alternative career of your choice, one that probably isn’t any easier in actual reality.

I have had many burn-it-all-down moments in business: everything from complete exhaustion while launching my first book and leaving corporate life; to a petrifying plateau two years into self-employment where I didn’t have enough to cover my rent; to overwhelmed exasperation watching the majority of my projected income vanish in March 2020 when the pandemic hit.

BIADM can be a passing fantasy during a crushing week, or a crucible you endure after years of veering slightly off course, until you realize you are completely lost. You might experience moments of BIADM in response to compare-and-despair while binge-listening to business podcasts, or during an exhausting social media infinity scroll. You might hear a fellow owner express wanting to burn it all down after losing their biggest client, or even landing their dream client that in actuality becomes a bureaucratic and logistical nightmare of paper pushing, hoop jumping, and people pleasing.

No matter when it strikes, the impulse to burn it all down is a signal flare. When you are stranded on burnout island, your body and your business start sending distress signals. These torching fantasies are a sign you are not working sustainably. Something is off, whether your schedule, your projects, your margins, your clients, your day-to-day work, your team, your delegation, or a mix of all of the above.

These moments are also ripe for our biggest business breakthroughs. I will share a few of mine in a moment—the ones that inspired this book—but first, the breaking points.

Business Stress Is a Systems Problem

Stress is a systems problem.

Not all stress, as there are terrible evils in the world and crooked societal systems wreaking havoc on people and planet. In the context of this book, however, many of the stresses of running a small business can be attributed to broken—or nonexistent—business systems.

It took me years to recognize this because stress often arrives mixed with success, and I had achieved successes that surpassed my wildest imagination. Still, they added complexity and raised the stakes higher. I knew the saying, “All business owners experience problems, just with more or fewer zeroes at the end,” but I also knew there had to be a more systematic way to tackle these challenges so they would not reoccur.

I was accustomed to riding a rollercoaster of career highs and lows in high-pressure, fast-paced environments. Early in my career, that was my default way of working. Having built businesses throughout my childhood, I was used to being a time task-master and requiring more, more, more of myself. At fourteen years old, I developed a compulsive disorder called trichotillomania. Like nail-biting, when stressed I literally pull my hair out, something I still struggle with today.

I also developed a deep desire to serve others by reducing their anxiety, because mine was so overwhelming. Perhaps because I saw how hard my parents were working to pay the bills, I strove to do whatever I could to free them and others from what I perceived—at least, as a child—as burdens. If I could make others’ lives easier, maybe I wouldn’t be a burden either.

Partly as a coping mechanism and partly out of intrinsic joy, creating order out of chaos has always soothed me. I love tinkering behind the scenes of my business, teaching myself and others new software, voraciously gobbling up business books to smooth the path forward. I love open-sourcing my templates and solutions, from book marketing to rapid course design. One of my mugs says “I heart spreadsheets,” and I color-coded my bookshelf long before it was a trend, with books stacked up to the ceiling in my New York City apartment. I procrastinate by tinkering in my business’s operations, looking for new areas I can organize or automate.

Still, for years this mix of ambitions, combined with an unconscious effort to assuage insecurity through achievement, meant my career eyes were often bigger than my stomach. My boss at a political polling start-up, my first job out of college, often joked that I was “hiding five Jennys” in my office because of how much I juggled, a pattern that persisted in taking on too many roles in my own business years later.

While launching Google’s global Career Guru coaching program in 2011, I was also putting the finishing touches on my first book, while taking two weeks off to attend a residential yoga teacher training. By the time Life After College launched six months later, I skidded into a sabbatical for a ten-city book tour. Days after the launch, when a friend asked how I was doing over burritos at Chipotle, I burst into tears. I was a frazzled mess. Clear that I could not juggle my side hustle and full-time job any longer, I gave my two weeks’ notice to Google that summer.

In those first two years of self-employment, I was the only one working in my business. Everything hinged on me. When I needed to take a step back to rest, or to envision the next phase of my work, my income ground to a screeching halt. As an empath, introvert, and what psychologist Elaine Aron calls a “highly sensitive person,” it was too much stress for my system. When running your own business, there is no reward for doing all of the jobs, other than burnout. I had to learn that the hard way, as so many of us do.

So I committed to building a better, more blissful business. One that would be heart based, systems focused, delightfully tiny, and fun. I strove to eliminate preventable stress—as much as I could, anyway.

I vowed to launch my second book, Pivot, with greater scale in mind. I sought the opposite life of that of an influencer. I resolutely did not want people to follow my work because of my looks, my lifestyle, or my ability to churn out ceaseless content, but for my bigger ideas. Soon, I stopped participating in social media altogether—a huge relief. No more keeping up with the infinite stream of content and comments, always feeling behind. By taking the focus off me at the center of my business, I could spotlight the programs and their value instead.

By the time Pivot launched in 2016, I was prepared with scalable streams of income. I trained a small group of people to meet the increased demand for one-on-one career coaching services, and eventually stopped doing one-on-one coaching myself. I built scalable corporate programs, launched a podcast that quickly became my favorite creative outlet, and streamlined my systems. I finally invested in “going pro” with software services to realize their full functionality, instead of squeezing everything I could out of their freemium editions.

Creating this space helped me land train-the-trainer (TTT) and intellectual property (IP) licensing deals with several dream corporate clients who implemented Pivot programs globally, helping me pull in nearly $700,000 in revenue the following year, a figure I barely believed when looking at my balance sheet. Freedom-lover that I am, I did this without any full-time employees—including me—as I was working ten- to twenty-hour weeks on average. This time, I was not the bottleneck to Pivot making its way into the world. So long as I released my grip on things being “perfect” without me, I could teach others how to deliver the material. Companies around the world could open-source it and teach in their own language, with their own context and internal examples.

When you run your own company, “hard” work no longer has a direct correlation to the profit you generate. In the entrepreneurial realm, time is decoupled from money. There is no guarantee that pouring more time into your business will yield positive results.

In a small business, there is no place to hide. Hard work itself is meaningless. The work must work—it must be strategic and revenuegenerating, or you will quickly go out of business, like I almost did.

The Check Is in the Mail

Every one of my biggest business dips required imagining a new way forward, saying no to good opportunities, people, and pricing that no longer resonated. Each one sparked conversations with my team to clarify our priorities, increase our systems sophistication, and refocus on our strengths to serve the business best.

Even still, with all the progress I made on staying small while creating scalable programs, one of my biggest burn-it-all-down moments came three years after Pivot launched. Let’s call it the seven-year business itch, a time where once again I was juggling too much, personally and professionally. I got married, bought a condo in New York City, and started attending Union Theological Seminary to “put myself in the path of pivot” of new people and ideas, studying the intersection of spirituality and work, and the growing “spiritual but not religious” population. I was squeezing intense academic reading and essay-writing into the nooks and crannies of my time and energy, jumping into empty classrooms to conduct work meetings in between lectures.

Amidst all this, I landed an exciting corporate client that booked me for workshops internationally, with the promise of licensing the material if those pilots went well. This engagement represented a hefty chunk of my income for the next six months, which I desperately needed to help pay for school, health insurance, and the new carrying costs of an entire household.

However, their “check in the mail” took its sweet time, notching up my anxiety with every passing month it was delayed. While we had agreed on up-front payment, I started the work long before the deposit arrived, in an effort to be friendly and accommodating. Clearly, these are not the best values to lean on when negotiating corporate contracts! Negotiating was my Achilles’ heel as a recovering people-pleaser, but I hadn’t yet figured out how to delegate this aspect of my business or improve enough to get comfortable. I always had more skin in the game than the multinational companies, therefore less leverage when negotiating. I wanted their business too badly. One check could make or break my business, while the expense of hiring me was barely a blip in their budget.

The frustration of waiting month after month for the money to pay my mortgage, racking up credit card balances to swing me like Tarzan from one branch of bills to the next, all while traveling internationally delivering trainings for this client, sent me over the edge. At the time, I had a director of communications who was wearing as many hats in the business as me, and a virtual assistant. Both were ready to make their own transitions, which meant I needed to rethink my entire tiny team and how the work would flow through it.

Despite years of striving to create more distance between my business’s revenue and the time it would take me to earn it, I was back where I started in my first days as a solopreneur: stressed about money, overly reliant on one big client and one big check, and resentful at the boundaries I failed to set when negotiating the contract. Pressure weighed heavily. I still carried all the operational knowledge of how to run my business, juggling over ten streams of income that were legacies from years of experimenting.

No matter what I was delegating, the cognitive burden was still mine. It was the equivalent to one partner doing more household work than the other saying, “It’s not just that I need you to help do the laundry, it’s that I need you to help notice when the laundry needs to be done in the first place.” In many cases, it wasn’t that my team did not pull their weight on purpose, just that they didn’t realize what needed to be done from a more strategic, forwardlooking vantage point. I was stuck delegating tasks, when what I really needed was for team members to own their larger roles, including project outcomes and results.

Again I fantasized about winning the lottery or burning it all down, whichever came first. Alas, I still knew deep down that I never wanted to work for someone else, if I could help it.

So I gave myself permission to hit pause. I took leave from seminary school, stopped taking on new coaching clients, and I suspended publishing the podcast and my newsletter for six months. Once again, I vowed to rebuild, even better this time.

I started restructuring my business systems from the inside out, with clearly articulated operating principles so my team knew the logic of why and how I did things, a Manager Manual with full documentation on how to run every aspect of the business, and I expanded into what I call a Delightfully Tiny Team of three part-time people, four including me. Thank goodness I made those changes. What I dubbed “Jenny Blake Enterprises (JBE) 3.0,” my business renaissance, occurred in the summer of 2019. In less than a year it would all be put to the test.

When the pandemic hit seven months later, I had unknowingly prepared by making these operational shifts. Six-figure contracts overdue to be signed were wiped off the table, and nearly every speaking engagement was cancelled or postponed two years into the future. Miraculously, I didn’t want to burn it all down any longer. The pause in client work clarified my strengths, what income streams were no longer a fit, and how I wanted to simplify my business. It was the first time in fifteen years that I was not traveling every two weeks for work, so my creativity started to return. Because I had already restructured my team, our systems, and our offerings, I was able to keep the lights on with monthly recurring revenue from leading a private community for small business owners. We exchanged much-needed emotional support during those rocky months. I doubled-down on the podcast and published daily for three months, one way to serve my community during a crisis.

I revamped my sales process for corporate clients, and documented every step and talking point so someone else could help land new business, something I previously felt would be impossible. Now, I no longer hold sales calls, coordinate scheduling, or negotiate contracts. I leave those to specialists who can make it their focus and are willing to “be the bad guy,” leaving me to do what I do best: using my voice in a one-to-many way. Specifically, to simplify complexity through what I call ongoing public original thinking, activities such as delivering keynotes, podcasting, sending my weekly(ish) newsletter, and writing this book.

This book would not exist if I had not found a way to reduce friction and return to creative flow again. Freedom, joy, ease, surrender, and serendipity became my new guiding success metrics. Now I know, deep within my bones, how non-negotiable it is to be present in my business and life. I know what enough looks like, what is worth pursuing and what isn’t. I avoid chasing the hungry ghosts of money, fame, power, and control, what I call the Four Horsemen of the Business Ambition Apocalypse.

This anecdote, shared by Vanguard founder John C. Bogle in the opening to his book, Enough, captures my sentiments:

At a party given by a billionaire on Shelter Island, Kurt Vonnegut informs his pal, Joseph Heller, that their host, a hedge fund manager, had made more money in a single day than Heller had earned from his wildly popular novel Catch-22 over its whole history. Heller responds, “Yes, but I have something that he will never have . . . enough.”

Heart-Based Business

“Are you ordering off yesterday’s menu?”

This inquiry stayed with me for weeks after encountering it in a book called Beyond the Known by Paul Selig. It called attention to where I was stuck maintaining legacy programs in my business, instead of creating work based

on today’s menu of new options.

Where might you be ordering off of yesterday’s business menu? Where are you making assumptions that are keeping you stuck, working on the wrong things or in the wrong way?

For Kajal Dhabalia, founder of Wholesome Soul, this question became her guiding light during a time of transition in life and work: moving, reorienting her business post-COVID, and supporting aging parents.

“Giving myself time to think about my menu—what was lingering out of habit and what was really calling me—made me realize how much I wanted to shift into well-being,” she said, after unexpectedly closing her online art and gifts store business when the pandemic hit. A graphic designer by trade, Kajal took on design work to pay the bills, while researching wellness education programs.

“All along there was this resonant option there, but I just wasn’t able to see it,” she said. “But, now as I am in the middle of getting certified, I am excited to see how all my work is coming together even stronger than I could have imagined. I just had to let go of expectations around what I should be doing, and open myself up to the wisdom within that was there to guide me all along.”

It is time to ditch yesterday’s business menu. Instead of growth at the expense of your health and peace of mind, listen to the urges to simplify, streamline, and de-stress. Perhaps you, too, value small, agile teams that provide maximum freedom and optionality. On today’s menu, you can seek just enough support to make things easier, but not so much that it becomes a burden itself, where you are struggling to earn ever-greater revenue just to feed the overhead beast. You can be thoughtful about who you seek to serve, and the impact you are making. You can work with integrity, honoring the health and humanity of all involved.

I call this operating mode Heart-Based Business. When I was leaving Google, I was so afraid of going broke, failing at business, making the wrong move. Every time those fears arose, I started countering with: but what if I earned twice as much in half the time? In later years, I added “with ease and joy” to include how I was working, and “while serving the highest good” to ensure I stayed focused on what was best for all involved.

Over the last decade this evolved to become a central guiding question for Heart-Based Business, one that I have shared with thousands of small business owners to stay focused on possibility instead of worst-case scenario outcomes. Heart-Based Business means engaging with an ongoing inquiry (feel free to create your own version with wording that resonates):

How can we earn twice as much in half the time, with ease and joy, while serving the highest good?

As Heart-Based Business owners, we know it is not about who can hustle, grind, and grit hardest to “beat” the competition. That type of business risks burning as an uncontrolled wildfire, destroying everything in its path. Compare that to a controlled fire, one that clears old underbrush, stimulating healthy growth in a contained, strategic, and systematic way.

Consider: does your business give you energy, or does it take energy?

If the latter, is it because of short-term efforts that are strengthening you for the long-term, or are you stuck in never-ending loops with no light at the end of the tunnel? Your business might have strong systems in place, but a few broken links that need fixing. Or, you may have the wrong systems set-up for what you are trying to achieve. Perhaps you have not yet created sustainable, repeatable systems in the first place, and are relying on fatigable human systems like willpower and memory.

You deserve to honor your life while you build your business.

Call it a “lifestyle business” if you want—a term I avoid for the pejorative tone many say it with—but what is the alternative? A non-lifestyle business where you are miserable by your own making, trading your precious present moments for a future vision that might not happen? What if you die before you mint those millions? Will you regret not investing more in the “lifestyle” ingredients of meaning, community, family, and vitality?

These ingredients are at the heart of life-giving businesses. Free Time is not about working as little as possible. Nor is it about creating a lifestyle business purely for one’s own gain. Life-giving businesses energize everyone who participates in them, from the owner to team members to clients and community.

I don’t work full time, I work free time: by repeatedly applying the principles and systems throughout this book to happily, and strategically, work less. When you run your own business, working less is often harder than working more. It requires building sophisticated systems and trusting a team to take care of smaller details.

In traditional corporate environments, “part time” conveys working only part of an expected whole (role). Let’s redefine ten- to thirty-hour weeks as the new “full” time, as these hours, filled with engaged focus, allow us to have a fuller life outside of work. Of course, you will work more when needed during passionate sprints and for important deadlines, but you will also celebrate, guilt-free, weeks where you have achieved glorious spaciousness.

As much as I believe the typical, traditional corporate work-week needs restructuring, I would not dare prescribe what that looks like for you. I do want to give you a few permission slips. There is also a blank template for these in the back of the book, ready to prescribe to yourself or a friend. Many of us know, now, that what took us far in the early years—hard work fueled by adrenaline—is not what will carry us forward.

Forward, in this case, is not reaching a financial threshold or chasing vanity metrics while miserable. Forward is peace, harmony, progress toward a larger mission, abundant cash flow, healthy profit, and most of all—freedom. Freedom of choice around what to work on, when, and with whom. Free from the tyranny of your worst boss (hint, look in the mirror!) haranguing you day and night about your aptitude. Free from your secondary title, Chief Everything Officer, the roadblock to progress. Or perhaps you are far past these challenges, and you want to feel even freer to follow an exciting future that beckons.

Business-building is by nature a perpetual work-in-progress, but you can break down bottlenecks and bureaucracy by putting time-freeing systems in place. Even if you are a passionate entrepreneur for whom meaning is already deeply imbued in your mission, it can be hard not to get dragged under by the riptides of maintenance and minutiae.

What would be possible if you could follow a simple process today that would free your time far into the future?