Want A Massive Tribe? Build A Beautiful Business With Steven Morris

Do you know your business could be much bigger than it currently is, but aren’t sure how to get there? I can help!

TTB Steven Morris | Beautiful Business


Do you want to build a massive and engaging tribe? Build a beautiful business. Mitch Russo presents Steven Morris, the author of The Beautiful Business. Steven talks with Mitch that when you bring your whole self to your business, you add more value to your life and the world. One of the best ways of doing that is by writing a manifesto. A manifesto contains your values and statement of purpose. It guides your creation, contribution, and enrollment of members into your tribe. Join the conversation to understand the priceless impact a manifesto can make for your life, tribe, and business. You wouldn’t want to miss this episode!

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Want A Massive Tribe? Build A Beautiful Business With Steven Morris

Our guest started his first company in 1997 and ran it for many years. After selling it to focus on serving private clients on his brand evolution process, he realized that the psychology and artistry of relationships are as important to building brands as research and development. With breakthrough presentations at TEDx’s and corporate showcases, he realized that his tribe is now his true focus. He is here with us to share his secrets to building and growing a thriving tribe.

Welcome, Steven Morris, to the show.

Mitch, it’s a pleasure. Thank you so much. One minor correction on the bio intro. I founded that original company in 1994. Back in the day, it was called Steven Morris Design. I graduated into taking my name off the door, and it was ultimately called the Mth Degree. We all know the mathematical term of nth degree, which means without limits. Mth Degree was the company that I ran and was meant marketing without limits. It’s a minor modification there. I’m thrilled to be here.

Steven, we usually start with the background information. Elaborate more on what I said. We’re going in a complete direction. Give us an idea as it relates to building your community and how this all gets started for you.

When I came out of graduate school in the late ‘80s, I started working in the agency world. In the agency world, there are brand agencies, marketing agencies, advertising agencies and creative agencies. I came up through the industry as a creative. I trained as a creative, both a fine artist and psychologist but also a painter. I’ll get into my painting background if you want to delve into that, which is interesting.

As I came up through the industry, I realized that there were a lot of different ways to do business. When I moved out to San Diego in 1994, my wife and I were literally one year married. We spent our first anniversary on a Ryder truck, driving across the country to a city called San Diego in which we knew no one. I thought, “Mitch, I’ll get a job out here. I’ve got all this great agency experience and I’ll get a great job. There are great agencies out here.”

I came to find out, based on the East Coast cities that I was living in and the big market stuff that I was doing, there weren’t as many agencies as I thought, and I had more background than I thought that I had. When I left the agency that I was at in Washington DC, a whole bunch of people who were doing work with me where I was a creative director started reaching out and wanting me to do work directly with them. One thing led to another. The next thing you know, I have a whole bunch of freelance work and then I have more clients than I can handle. I have two employees and I’m working out of the house. I realized, “I think I have a business here.”

I then put my learning hat on and learned how to be not just a creative and a marketer but also how to be a business person. I steep myself into what it takes to run a business, attract clients, create a tribe of followers, be a leader, run the financial side of your business and build systems and processes so that there’s predictability inside your business. I steep myself into that in the early stage of the business and then built it, grew it and had a blast.

Until about 2013, I started looking around and doing a little bit of time tracking and understanding where my zone of genius was and where I wanted to live in that zone of genius. In that two-week, a little experiment that I did with time-tracking, I was only spending about 20% of my time in what I call my zone of genius. That is doing strategy and creating it at a very high level, helping organizations identify the heart and soul of who they are, what they do and then express that to the leadership team through the culture and ultimately to the outside world.

Make important decisions based on your values. Click To Tweet

That 20% was a wake-up call. It was a Eureka for me thinking, “I’m not doing the work that I’m supposed to be doing. I was running the company and taking care of my employees and clients.” That took about a good deal of time. At that point, I began to package up the business and sold it in 2017 so I could go off and do this genius work that I do now.

That’s a terrific background and a great story. I was thinking as you were talking, I’ve interviewed over 300 people for the shows, that time and time again, everybody, more or less, says the very same thing, “I had to figure this out. I had to figure out marketing, how to be a business, how to sell and my own positioning inside of this market.”

I’m wondering, “Why don’t they teach this to us as kids? Why can’t we go to college and learn this?” Maybe now it’s different but not much different because I’ve spoken to many people who are out of college for three years and they still did not learn that or anything like that in school. It’s a journey. You had to take that journey alone in a sense.

You had to master it. If you don’t master it, you don’t get to feed the family. As a business coach, I work with people and help to facilitate and decrease the time of that journey but most of us don’t get access to a business coach. We got to figure it out. I’m glad you did. Where and how does this play a role in you building your tribe?

I want to touch on a couple of things you were talking about. I work with leaders all the time. There seems to be a leader journey and it’s a very broad stroke but something along the lines of, “I’m not important,” to, “I’m important,” to, “I want to do important work.” Let me break that down. To your point, you need to steep yourself into, learn and master the work that you have at hand. If that means being an entrepreneur, that’s being an entrepreneur, business owner or business leader.

The interesting thing is when you’re at that stage where I’m not important, you’re drinking through the fire hose of information and looking for, “What are the clues because it is going to make me be better at what I’m doing? What are the inside tools? What is it that works with me?” In this day and age, there is a confluence between where a business leader is in their vocational life and where they are in their personal life. The more I realize when I’m working with business leaders and I realized this early on in my journey, which I wanted to connect my own personal drivers, what I felt was important out of life into how I built and grew a business and even an audience.

Those three stages of “I’m not important,” you’re drinking through the firehose, learning as much as possible and then understanding, “I have my own set of values.” You go into the stage where I am important and those values do matter. I’m going to put them out forward into the world and make some important decisions based on that. You have some type of awakening that goes into, “I want to do important work,” and that’s about impact. When you’re talking about impact, all of a sudden, you’re talking about, “Who am I going to impact? How am I going to impact them?” Now, you get into this tribe’s type of conversation.

I’m not quite sure but I’d be interested in your definition of it, Mitch. The tribe of people whom you connect with are the people who you have a set of shared behaviors or values and like-minded mindsets, approaches, and then you can offer something. You’re creating something that it’s of service and value to them. In my world, the 25,000 people that are on my opt-in mailing list who read my books, my blogs, listen to my videos and talks, those people are my tribe.

The way I go about building that is simply by being valuable to them and making sure that I’m focusing on creating a positive impact in their world. They might be a reader of my blog, listener of my podcast, reader of my books or somebody that hires me. Even when I think about the impact that I’m trying to make on those people, the reason that it grew so quickly over many years is that I’m constantly providing value to those people from a leadership standpoint.

When you deploy deep empathy and huge amounts of generosity, you are going to be in the business of creating value. All of a sudden, people understand that that’s the way you move through the world and that’s how you go about building a tribe. That’s a very simple high-level type of thing and we can get into tactics if you want. From a philosophy standpoint or an approach standpoint, it is in my opinion all about creating value through generosity and empathy, putting yourself in their shoes and being generous by giving them information that improves their world.

TTB Steven Morris | Beautiful Business
Beautiful Business: There’s nothing more powerful than a united group of souls ignited in a common cause with love at the core.


You asked about what my definition of a tribe was. What you said plays perfectly into what I’m about to say. A great tribe leader can polarize passion. Without passion and polarization, then basically you have a sales program that people subscribe to. With passion and polarization, what you’re saying is, “You, out. You don’t belong. You, welcome. You’re whom I want to talk to.” The step that I think of, as important as the definition, is the creation of the manifesto. It doesn’t have to be a formal creation. It can be a statement of purpose. It could simply be your values but that manifesto will guide both the creation, contribution and enrollment of members into this tribe.

I love that you used the word manifesto. My book is called The Beautiful Business: An Actionable Manifesto to Create an Unignorable Business with Love at the Core. We are singing from the same song sheet and speak in the same language here.

That’s a great origin story and I love the way you told it. I also enjoyed listening to the pathway that you took to get here. We all take different pathways. Some of my audience know that you and I have had similar pathways. Even as I left college without a degree in Electrical Engineering and started in the electronics industry, I had to follow my passion in order to find what it was that I was meant to be. Let’s get back to your tribe. You told us a little bit about your tribe and how it got started. What would you say is the core mission of your tribe?

It’s interesting you used the word manifesto. If there’s a single driving mantra, which is both, we could put the mission label to it but I would also put the purpose and the promise label to it. That slogan or line goes, “There’s nothing more powerful than a united group of souls ignited in a common cause with love at the core.” Everyone I work with is attracted and called in like a homing beacon into that particular sentence.

It’s a statement of, “There’s nothing more powerful than.” It is this Harry Potter sorting hat, “You’re either a Gryffindor, Slytherin or whatever you are.” I have nothing against any of those but that calling card is an invitation for people who want a united group of souls ignited in a common cause with love at the core in the business that they do. That could be inside the business, with their customers, investors or community. Any number of those things all play a role in that single driving mantra.

You are, in fact, setting up very much the same parameters we discussed. What about the size of your tribe? You talked about email lists and the followers or the people who read your book. Describe what your tribe is made up of and give us an idea of the number.

The opt-in mailing list is about 25,000 people. It’s a highly engaged group of people and I would put them into a few different categories. Most of the people that are on that list are CEOs, C-level executives or VP-level executives of organizations that are between $5 million and $5 billion in terms of annual revenue and they make up any industry that you could probably think of everything from nonprofit to higher education, consumer products and consumer electronics. I have sports teams and people that are Stanford, Harvard, Apple, Google and Amazon that are on the list. I have a bunch of small business owners.

This is the second category, which is primarily made up of what we would call service to promote or creative service professionals because of the industry that I come from, which is branding, marketing, advertising and PR industries. I’ve got a lot of people that are on that list that are from solopreneurs to what we would call small agencies up until 50 or 100 people in that age. They could be service providers that do everything from website design and development to marketing firms, PR firms, content development firms and all kinds of things.

There’s a group of people who I think because of the way that I write and the things that I write about, that are looking to bridge their wholeheartedness in their life with our wholeheartedness in the work that they do. These could be people that fit as outliers within the business world but they’re looking to live into this genius zone of work. They might be employees at a company.

The more you bring your whole self to work, the more you add value to your life and the world. Click To Tweet

I do a lot of cultural work. I had organizations that I’ve had the honor to work with and do training and some cultural workshops with. Those are people who are looking to be more enlivened through their work and also bring their personal values into the workplace. I’m pretty openly talking about those things. There’s probably the third segment of people that are on that list.

You have a diverse group but with a common focus. The way I would sum it up is there are people who are looking for meaning in the work that they do every day. I want to resonate with that meaning deeply as opposed to doing a job and making a paycheck, which the world needs so much of that which is great. How do you communicate with these people other than sending them out? Is the communication one way?

The main avenue of communication is through my weekly blogs. I do a monthly recap called the 1:1:1. It’s mainly through the blog. There is some social media following. I’m pretty active on LinkedIn, a little bit active on Twitter and some on Instagram. I hardly ever touched Facebook these days, to be honest. We can get into the whys and wherefores of that. I get a lot of feedback. Every blog that I send out, I probably get about 100 responses of, “I love that. I’ve got a question here. What about this idea?” Sometimes what they’re doing is they’re probing in on some of the concepts that I’m working on and they’re asking questions about how this applies to their corporate world or whatever they’re faced with.

I’ve started a podcast. It’s going to launch with my new book. It’s called The Beautiful Business. It will come out in early October 2021. Half a dozen episodes will launch around that. That is then a combination of both interview styles where I have authors like Gay Hendricks and Denise Lee Yohn on there and other colleagues that I’ve worked with. I’ll have clients on there.

It will be mixed with some monologue episodes too where I’m talking about some of the ideas in The Beautiful Business. In the future, I’ll likely have, with the book launch, a round table group of conversations that would be a book club. We’ll talk about it chapter by chapter. That will be a more group interaction type of thing. For the most part, it’s a one-way type of conversation but I’m very accessible and get into a lot of dialogue with people.

I find that having powerful feedback on the work you do, at least for me, it’s essential to the work that I do. We publish software for coaches and our base of subscribers is vocal. They tell me exactly what they want. Luckily, I have a capable team. We’re able to generate new features quickly and test them. Sometimes people might ask for something I never thought of. We then implement it and then we hear from others, “That was great because we needed that. We didn’t even ask for it and you popped it in there.”

It’s that feedback that does make for a strong, continuous development of a process, book or topic, where I think there’s some potential for what you’re doing is to create more of a two-way environment where people can interact with you at different levels. At a free level, you can do a Zoom call and invite people in. At a little higher level, you might have people pay to be part of an inner circle. Even higher level than that, you might decide to create a mastermind. We guide our clients through those things as well.

Another idea is that now you have this great podcast. When I work with my clients to build podcasts, one of the most important things we do is try to define exactly who the ideal guest is. It’s not always the primary element but one element of doing so is to make sure that they are potentially a client. In my case, on my other show called Your First Thousand Clients, I build Power Tribes. There are certification programs but we need 1,000 people to start. That’s why I have a show called Your First Thousand Clients who attract my ideal client.

We don’t necessarily work with every one of the people we speak to but it’s a great way to have an incredible conversation with a business leader who potentially might be interested. I highly recommend that you do this for two reasons. One because it will help you in generating new clients for your company. More importantly, as it relates to tribes, it will allow a two-way conversation to be broadcast so others can hear how you think. We go back to that polarized passion. They’ll understand that more about you and the work you’re doing. When you started that blog, how long ago was that?

TTB Steven Morris | Beautiful Business
The Beautiful Business: An Actionable Manifesto to Create an Unignorable Business with Love at the Core

I’ve heard of the blog when I still had the agency. At that point, I started writing heavily in about 2008 or 2009. The list grew when I sold the business in 2017. The list was around 6,000 or 7,000 and it grew rapidly after that when I went out on my own. I do run a mastermind. I hold five seats open for one-on-one coaching, which seems to be always full these days. I’ve had a waiting list of three people. It’s a high-touch, high-ticket dollar type of thing. It’s not quite as high as my consulting work but the mastermind group has been running for a couple of years.

It’s a great strategy and I would recommend it to anybody reading this to think about that as an elevation strategy for your tribe as well. You are building a multi-channel communication system now for the people who follow you. I applaud that. The podcast is a great addition to that. I’m sure others reading should take that as a cue to maybe think about that too. What would you say are the biggest benefits that you provide to the people in your tribe?

This is going to sound abstract at first but I’ll do my best to land the plane on this. The more I get into what I’m doing and the more feedback that I get from the people that I work within the wide variety of fashions that I’ve worked with them, the more I’ve realized that my work is about discovering human wholeness and living into that or attribute of sense of wholeness.

We’re playing with the idea and battling against the idea of, which has always been a myth, “Check yourself at the door at work. Don’t bring your whole self to work.” In fact, that has always been mythology and an impossibility, quite frankly. This is regardless of whether you’re a CEO, mid-level manager or intern at an organization. The more you bring the best version of yourself to work, the clearer you’re adding value to the world, your own life and the clearer you become on what it is in the environments that you belong into or don’t belong into.

When you identify and understand, “What are my personal drivers? What does wholeness mean to me from a way of life?” The more that you can activate those things. The thing that I bring the biggest value is to create the systems and situations where that invitation has been delivered upon so that you and your company, I’m talking to a CEO here, can have wholeness not just within your business but for your employees and even for your customers too.

To sum this up, the benefits that you provide for the members of your tribe is a different and new perspective in a sense on the way they should operate within the corporate structure and possibly a channel by which they can communicate to someone like yourself if they are, in fact, dealing with an issue related to that whether they’re an employee or the CEO. That’s big.

I remember once many years ago when I had a job. I was told succinctly by a boss that said, “In business, there’s no place for emotion.” I said, “Got it.” That’s when I emotionally checked out. For me, I never was able to contribute at any other level than the functional structure that I was presented with. The sad part is I was in a creative job. I was an electrical engineer designing circuits. I thought to myself, “If that’s what they want, no emotion, that’s what they’ll get.”

It’s a breath of fresh air to hear you speak about that because you’re right. The more emotion you bring to work, as long as it’s not explosively negative emotion like, “Please, leave your firearms at home when you come to the office,” that type of thing. Other than that, expressive emotion is vital. It brings out the best in all of us and it makes work more genuine. That’s what you’re trying to say.

The more that we invite people to bring their passion into work, the more then we activate their intrinsic motivations to do an exceptional job with a company that they work for or the company they run. When you have employees and surround yourself with those people, not only do you have belonging in the workplace, you have an exceptional team that bonds together and becomes this united front and therefore, formidable and utterly creative to your point. When you turn on that passion, all of a sudden, the human element of our imagination is highly active. You get to apply that imagination for the positive outcomes of not just the business but the people connected to that business.

You’re creating a safe space to do it. It’s very important. It’s totally okay if you’ll be creative and it needs to be adjusted or have some correction based on the team that makes a better environment as well. I’m going to reverse the question. What benefits do your tribe members bring to you?

You need to have something valuable to offer, so people have a reason to follow you. Click To Tweet

The constant learning curve of an entrepreneur especially one who is putting content out there, the benefit that I get is the reflection point from the people who read what I write, listen to or are in some presence with what I talk about. This could be in a workshop environment, online environment or live environment when I’m doing consulting work. They show me their needs, wants and desires for a human-driven business. I get to show up and deliver that for them.

It’s the constant learning curve of, “How do we go deeper into this human experiment that we call work? How do we embrace ourselves into a larger version where we bring more of ourselves to that?” The more they show up and bring more of themselves, the more they’re inviting me to do the same thing in return for them.

It’s constantly showing you what is new and what is going on in these environments in light of all of the social and structural changes that we’ve had since 2020. That’s fantastic. Let’s now get a little bit mechanical here and talk about how you manage this process because you’re involved in more of a 1-way than a 2-way environment. It’s all about publishing a blog and sending emails. Would you say that’s about it or is there other electronic infrastructure you need to communicate?

I have a team of two marketers plus some other freelancers that I work with that primarily run my social media marketing and a lot of my content development. I’m writing the content. They’re the ones that are going out there and deploying it through CRM systems and social media systems. From a communication standpoint, there is a little bit of back and forth when I send a blog out and then I’m the one responding to those people. That’s hand-to-hand communication.

I don’t have a sophisticated system from a technical standpoint. I like to keep things simple. I’ve got two robust WordPress websites that are both custom-made by web teams that I work with. They have smart back-end analytics to them so I understand who is going to the website, where they are going, what dropout rates and click paths look like, heat mapping and all interesting things that I look at from time-to-time. I understand who is looking at what, not just from a content standpoint but from a user journey standpoint.

We use Mailchimp as our CRM system for deploying and measuring that segmented list within the MailChimp program so I can send them out to creative professionals or CEOs only, whatever that communication is. I also built in some of the social media stuff when I sent out a blog. There’s some capability within Mailchimp but it’s not particularly robust.

On the social media front, we use a program called Sociamonials to schedule out. What it’s doing is taking the blog content and some of the podcast content. It’s reposting that in parts and pieces through my social media channels, which include LinkedIn, Twitter, Instagram and I still do send out through Facebook. My social media assistant is the one that’s programming that every week. We’re sending out 30 or 40 different posts and highlights plus we get into a lot of engagement up on LinkedIn.

I have certain circles of groups, one of which that you and I are involved in, Mitch, where some people whom we’re connected with will post and share through LinkedIn articles that are relevant to your business, my business, etc. What we’re doing is we’re evangelizing the knowledge. We’re also furthering our connection with people that are out there especially in the LinkedIn world. Beyond analytics, Mailchimp, the WordPress stuff and Sociamonials, we don’t get into too much from a technology application standpoint. I like to keep my world simple from a technology perspective.

We speak to pretty much mimic your system but then add on things like membership sites and learning management systems. If it’s not a need, it’s worth staying away from because it complicates things. This is a question I ask all of my guests because everybody’s opinion is both different and valuable. It’s in terms of giving advice to those who are reading this now. This is where I was starting to go before and this is about advice. If I’m reading now and I want to start a tribe, should I have a product before building my tribe or build my tribe first and then create a product? What do you think?

TTB Steven Morris | Beautiful Business
Beautiful Business: Distill down your long manifesto into a single sentence that when the right people hear, their ears perk up, and their heart starts to palpitate.


You have to have a point of view on something valuable to offer that is likely free to begin with so that you can have a reason for people to follow you. I’ve seen businesses do this. Mitch, I’m sure you’ve seen them too. They’re only interested in a tribe in order to sell something to a set of somebody, then people tend to see right through that. Go back to generosity and empathy, which is why I built my tribe and the single-driving mantras that I look to serve them. Don’t worry too much about the product first. Create something of value, which is typically a point of view that you can offer to them for free. Once then, you’ve built trust.

Trust is the social and emotional currency that we deal with in all of the business. There are only two currencies that we deal with in our business. One is financial and one is emotional. Trust is the emotional one. If you go out and build trust with whomever that tribe, regardless of sizes with them, only at that point will they trust you enough to purchase the product or whatever is the service that you might offer them. Have a point of view, build your tribe first and connect with people that you feel like you belong with. Only at that point you understand what it is that they need and then create something that serves that need and solves a problem in their world. That’s called a product or service.

Let’s follow that on and get a little bit more detailed as well. As you said, have a point of view first. What can others who are reading this now do as their first action before moving through the steps that you had described? Where should they start?

I would start with what they are passionate about and what they are good at. As Joseph Campbell says, “What is their bliss into the world of business or in the world of whatever their world is?” It doesn’t even have to be directly into the world of business. Start with something that you’re utterly passionate about and that you have some strong perspective on and maybe even some mastery with them.

You came up through this world as an electronics engineer and you were passionate about building products that serve people’s lives. Probably through that delving of mastery within that work, you began to say, “I think a great product designed in this way is the best way to build a product.” All of a sudden, when you have that mastery, you’re developing a point of view.

Lean into that thing that you’re passionate about, go deep into the mastery and have some real, clear mastery and maybe some evidence of how and why that particular mastery and that point of view works. Begin to craft a set of language that creates the invitation that differentiates you, your brand voice and your position in the marketplace from other people that are out there. Be yourself as you do that.

Our mutual friend, Barry Shore, is a phenomenal be-yourself type of invitation guy. He is larger than life, loves to live in a world of acronyms and is not shy about showing any of those things. Barry is a shining example of, “Follow your passion and be yourself.” We all have that unique version of ourselves. Discover your voice and point of view. With that point of view out there, people will start listening and following.

Readers, write that manifesto. Take what Steven said and compile it into a passionate statement. It could be 4 paragraphs or 40 pages. I believe if you write it down and clarify it, it will allow the right people to show up as opposed to curious people who are unsure. Let’s get rid of those and get focused on exactly who we want. That has been fantastic. I love your advice about that as well.

I would want to add one thing to that. In that manifesto, I totally agree. Write that out, however short or long it is but then come up with a distilled version of that that makes the invitation. You can go back to, “What is my mantra? What is my manifesto?” There’s nothing more powerful than a united group of souls ignited in a common cause with love at the core. In a single sentence, that’s my manifesto.

I have a much longer version of that in a book, which is 57,000 words. That’s a long manifesto but I can also distill it down into a single sentence that when people hear that, the right people, their ears perk up and heart starts to palpitate. They want more. That is making the invitation that they want to know more about what that means. They want the end effect of that and they want to know how to get it.

Trust is the social and emotional currency that we deal with in all businesses. Click To Tweet

Now, we get to do a little future pacing here. I would like for you to tell me a little bit about what your organization looks like two years from now.

In two years from now, I will be continuing to do the high-touch, high-pay consulting work that I do for organizations. I will have at least a larger mastermind group of a hybrid course/mastermind where maybe there’s a group of 30 or 40 people within that. I like small groups because I love to roll up my sleeves and be effective with them. I will have a bigger tribe audience readership of 40,000 plus people. I’ll have probably at that point written my third book. I don’t know what the title of that will be.

Within this second book called The Beautiful Business, there will be a course material that I’m going to be creating that comes out of that, which is hybrid, both training and me, getting to work one-on-one with some people or in small group scenarios. It’s a hybrid course. By then, in a couple of years, there will be at least 1,000 people that have been enrolled through that course program. That list of people will continue to grow, probably at 500 to 1,000 people per year.

That’s what I call changing the world. Great job. I love your vision. I wanted to ask you about reaching out here. Is there something that you have that people can either download? Is there some place they can go on the web where they can get more information about your tribe or book? Where should they go?

There are a couple of places I would send people. First and foremost is please go ahead and pre-order my book. There are two free bonuses that I offer with that. You can go to The-Beautiful-Business.com. You can go to the Pre-Order page. There are three things. There’s a free chapter that people can download without even purchasing the book. If you pre-order the book, there are two free downloads that come with that. One of which is what I call the Brand Essentials Toolkit.

Anyone, regardless of the size of the business, I give away some intellectual property of some of the tools that I walk people through and workshop in my brand and culture development programs. That’s a 23-page book. That’s free for people and tons of resources within that.

The second thing that is also free with the download or pre-order is what I call Casting your 2022: Year in the Life and Year in the Business Vision. This is a workbook that I put together based on years of workshopping. I’ve probably done these several years sometimes with my wife where I help people recap their previous year and celebrate within the previous year. We’re celebrating all that, making the milestones, identifying the present and then envisioning the future.

It’s a very time-tested process. It’s a free workbook that you get with your pre-orders there. If you want to learn more about my consulting business, go to MatterCo.co. There are thousands of articles that are free for the public. There are some white papers up there and you can download those for free. You can sign up for my email newsletter there. Soon to be in October 2021, you can sign up for my podcasts. That will also be found at the website.

Readers, I highly recommend you go check out Steven’s website. Go to MatterCo.co. Pre-order his book and get all the great free benefits of doing so. I love the Brand Essentials Toolkit. That’s something I’m very interested in as well. Steven, it has been a pleasure chatting with you. I’m so glad we had you here and had you share your story and understanding of what it takes to create a powerful community. Thank you very much.

Mitch, it has been my pleasure. You’ve been a great host. Thank you.

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