Intentional Success with Tom Stimson The Stimson Group

Tired of endless negotiations that leave you feeling undervalued and exhausted? In this episode, I reveal why the era of negotiation is ending and how you can stay ahead of the curve.
Join me as I share how to create a compelling “apple pie” proposal that showcases your value and helps you win business without sacrificing your profits. I’ll share why focusing on margin is more important than ever and how you can confidently navigate this new landscape.
If you’re ready to take control of your sales process and embrace a more straightforward approach to winning clients, this episode is a must-listen.
 
Visit trstimson.com for more resources.
 
Follow Tom on LinkedIn

Lately, a lot of my clients have been telling me they’ve managed to stay scalable after the pandemic. They're really proud of that, and so am I.
But, these same business owners keep asking questions that hint at a bigger issue: staying scalable in the long run might be tougher than they thought.
They’re dealing with what I call "scalability creep." Let's talk about what that looks like and how to sidestep it.
What Scalability Creep Looks Like
Feeling the Pressure to Hire More People Do your employees keep telling you they need more hands to tackle the workload? Or that your current team size just can't sustain how you operate? Often, feeling the need to hire more people actually signals a need for more efficient scaling. Ask yourself:
Can I better balance my employees’ workloads? Should I tweak their responsibilities? Is there room to streamline our processes? In scalable companies, small tweaks can often resolve big workload issues. Hiring more should be a last resort.
For example, if your planning team thinks the sales team is misaligned with the work they do, it's time to reevaluate. Are you working with the wrong clients? Scheduling jobs at bad times? Pricing incorrectly? These issues frustrate your planning team but are fixable in a scalable setup.
The Urge to Buy More Equipment Does your planning team complain about spending too much on equipment rentals? It’s tempting to just buy more gear. Owning equipment can feel good, like you're investing in your business's future. But scalable companies focus on hard numbers, not just gut feelings. Consider:
Am I making the profit I should be? Do I own the essentials for daily operations? Are there jobs we have to turn down because we lack the necessary equipment? Not owning enough equipment is more of an operational planning issue than a hardware problem. You don’t need to own everything if you can access what you need when it's crucial.
Saying Yes to Too Many Jobs It’s always tempting to take on just one more job than you can realistically manage. However, it’s crucial to have clear guidelines for turning down work that doesn’t align with your strategic goals.
Before you scaled up, “This client has deep pockets, we’ll make it work,” might have been reason enough. But now, be selective. Save your 'yes' for truly important requests, like a last-minute call from your best client. Don’t clutter your schedule with low-value work. Keep space for opportunities that truly matter.
Scalability: The Great Balancing Act
Scalable companies invest in refining their processes and improving information flow rather than just throwing more resources at problems. If you think hiring more people and buying more gear will simplify your operations, you’re probably not addressing the underlying inefficiencies.
Companies that hire as a quick fix to process issues likely never had solid processes to start with. The key lies in enhancing these processes and leveraging your current team’s strengths, rather than increasing headcount aimlessly.
For instance, when scalable companies find they have more business than their current team can handle, they don’t just hire more project managers. Instead, they redefine existing roles so each manager can oversee more projects.
Avoiding Slowdowns
To prevent scalability creep, keep an eye out for signs like your team urging you to hire more people, buy more equipment, or take on just one more job than planned.
Maybe they like working with a particular freelancer and suggest bringing him on board permanently. Perhaps they argue that the rented equipment is too good not to own. While these points might be valid, don’t let them derail your focus.
When someone points out a problem, revisit your scalability strategies. How can you address these issues while maintaining scalability, rather than slipping back into less efficient habits?
Sometimes, you will need to hire, buy, or stretch limits. But make those dec

In this episode, we’re exploring the importance of finding your tribe and joining the right club in the live events industry. I’m a Marx Brothers fan (Groucho, anyone?), and I’m fascinated by the idea of belonging to a group that truly gets you.
Building community in our field can be tough. We’re often lone wolves — fiercely independent and secretive about our methods. But imagine a club where you’re already accepted, no matter your company’s size.
Enter the Intentional Success Club, a unique peer group that provides support, accountability, and personalized advice to business owners just like you who are facing similar challenges.
Throughout this episode, we’ll explore the power of collaboration and the value of seeking opportunities for growth and connection within the industry. And hey, why not join me at the upcoming Jumpstart event in Denver? You’ll experience firsthand the benefits of being part of a supportive community.
Whether you’re a seasoned veteran or just starting in the live events industry, this episode will inspire you to find a tribe that gets you.
Tune in to discover how the Intentional Success Club can help you work on your business, achieve your goals, and thrive in a competitive industry. Trust me — it’s worth it!
 
Visit trstimson.com for more resources.
 
Follow Tom on LinkedIn

With all due respect to those who've shared their methods and followers of various business systems who are busy documenting, I have to admit I'm not a big fan. When documentation really works out, I'm genuinely thrilled for you. But let's be honest, these projects often don't deliver as hoped.
Finding a consultant, coach, or system that drags you into a long and often fruitless documentation journey is easy. They promise you'll:
Discover what's effective and what isn't Train everyone on their roles and duties Boost teamwork through clear organizational alignment Increase efficiency Avoid missing critical steps Generate knowledge that's easy to pass on All this supposedly helps your business grow and increase profits while being at your best... or something along those lines. But here's the catch: process documentation assumes your methods are already successful. If they aren't, why on earth would you document those flaws?
If you're confident your processes are effective, by all means, jot them down. But are you sure they're working? Is your business flawless? Do results always meet your expectations?
Why Documentation Often Feels Like a Waste of Time
I once had a prospect tell me he'd tackle the big strategic issues in his company after he wrapped up his year-long process review. He believed he couldn't address existing problems until everything was documented. That was their starting point. Honestly, I felt like banging my head on the desk.
Writing down the details of a dysfunctional business, except for analysis purposes, is a sheer waste of effort. I'll paradoxically support process documentation later in this post, but with some serious caveats.
When people tell me they need to document their processes, it's never because things are running smoothly. It's always because errors keep cropping up. They want to pin down accountability or manage someone who's dodging responsibility.
It's a classic case of putting the cart before the horse.
Dead Ends and Bottlenecks
When I trace an order through your system to diagnose issues, I look for dead ends and bottlenecks. A dead end happens when I hear, "It depends." That means there's no set pathway, and someone has to make a judgment call on what to do next. That's not a process; that's making it up as you go. In our field, improvising often works out alright. But when improvisation becomes a faulty process that leads to errors, it's time to cut out that dead end.
A bottleneck occurs when too many tasks depend on a single person or checkpoint, slowing everything down. Sometimes, a process might need a deliberate slow down, but a bottleneck is when vital tasks pile up, waiting to be processed, choking the life out of subsequent steps.
Consider show prep — a familiar scenario where things are missed, requiring multiple trips to get the right items to the venue. Reviewing the current process might expose dead ends, bottlenecks, and significant gaps. That's not a process we want to document because it's not working.
The Beauty of Working Backwards
Instead of documenting a flawed existing process, which some business systems advise (I call this the "fix it as you go" approach), start by defining the end goal of the process.
Show prep isn't a single task; it's a series of tasks stacked together. So, when defining the show prep process, don't start at the beginning. Start at the end. For instance, show prep involves pulling, labeling, documenting, and preparing the right equipment and accessories to be shipped on time to the venue. Everything needs to arrive as and when needed.
That doesn't mean the prep is flawless.
Good show prep means the show crew doesn’t have to wonder about the whereabouts of anything or the timing of deliveries. All changes and issues, like late deliveries, are communicated in advance. So, we work backward from there. Truck loading is the final step in prep. It's one of many processes you'd document. The Warehouse Manager ensures that the tr

Are you fed up with the constant hustle, always chasing after that next big project just to keep your business running?
What if I told you there’s a better way? A way to make reliable profits year after year without the stress and uncertainty?
That’s right, my friend. It’s all about scalability.
In this week’s episode, we’re diving headfirst into scalability and how finding the right balance can transform your business. Imagine having the freedom to turn down work that doesn’t meet your standards, knowing that your revenue stream is as steady as a rock.
We’re also going to be busting some myths along the way, like the idea that you can’t make money on labor. (Trust me, you can and you should!)
It’s time to stop stressing over the endless balancing act between overhead expenses and revenue. Let’s focus on what really matters and make your business work for you.
If you’re ready to say goodbye to the feast-or-famine cycle and hello to consistent, reliable profits, then this episode is tailor-made for you.
Don’t wait another minute – press play and make scalability a reality for your business!
Visit trstimson.com for more resources.
Follow Tom on LinkedIn.

In this episode of Monday Morning Drive, we explore the enduring sales concept of “always be closing” and its practical implications in today’s market.
This traditional approach, rooted deeply in transactional sales, often doesn't align with the nuanced needs of modern industries, where the emphasis should be on meaningful interactions rather than just securing a "yes."
We delve into what sales teams should truly aim for in conversations, questioning the value of superficial agreements and emphasizing the importance of genuine engagement.
Tune in to unpack why a shift in perspective might be necessary for achieving sustainable success in sales.
 
https://www.trstimson.com/stop-closing-the-deal/