『The DIY Agency Mastermind』のカバーアート

The DIY Agency Mastermind

The DIY Agency Mastermind

著者： thediymastermind
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This all started because one agency owner (hi, that’s me) asked AI to help design a personal mastermind—just a bit of structure and cadence so I’d finally work on my business instead of drowning in it.

Somehow, I ended up MacGyver-ing my way into a full 12-week program with more detail than a Cold War spy manual. What was supposed to be a quick productivity boost turned into a distraction rabbit hole so deep it should have its own zip code.

Now it’s a thing. A strangely organized, surprisingly effective, AI-assisted thing. It will cover profitability, cash flow, systems, and growth planning—but with the vibe of someone explaining how to survive agency life with duct tape, a spreadsheet, and maybe a rubber band.

I had low expectations, but here we are!

Copyright 2025 All rights reserved. マーケティング マーケティング・セールス 経済学
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  • Week 12. Owner Mindset: Crafting Your Long-Term Business Vision

    Week 12. Owner Mindset: Crafting Your Long-Term Business Vision
    2025/08/14
    When you step back from the day-to-day, what’s your business really for? Not just in the “mission statement” sense, but in the way it shapes your life, your freedom, and your impact. Week 12 is about lifting your head from the grind and looking far ahead—because the owner who can see the next three to five years clearly is the one who makes smarter moves today. A long-term vision doesn’t have to be complicated, but it does have to be intentional. Too many owners drift into growth without asking whether it’s the right kind of growth. More clients, more staff, more revenue—it all sounds good on paper. But if it comes at the cost of your health, your family time, or your original passion, is it really a win? An owner mindset is about making decisions from the perspective of where you want to be, not just where you are. That might mean passing on opportunities that look good in the short term but pull you off course in the long term. It might mean investing in infrastructure before you “need” it because you know the capacity will be critical down the road. I once worked with an owner who realized they were building a business they didn’t actually want to run. The hours were long, the margins were thin, and the culture didn’t match their values. The turning point came when they defined their “ideal day” five years in the future—and started making decisions backwards from there. It changed everything about how they spent their time and where they focused their resources. Long-term thinking also protects you from reactionary decision-making. When markets shift, competitors move, or a client leaves, you can respond without panic because you have a bigger plan guiding your next steps. You know where you’re going, and you’re just adjusting the route. This week is about creating that clarity for yourself. It’s about deciding what role you want to play in your business, how big you want it to be, what kind of clients you want to serve, and what life you want it to enable. Your vision becomes the filter for every future choice. What you’ll be focusing on this week is defining your three-to-five-year vision in vivid detail, clarifying the personal and professional outcomes you’re aiming for, and identifying the shifts you need to start making now to bring that vision to life.
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    9 分
  • Week 11. Sustainable Leadership: Optimizing Teams and Preventing Burnout

    Week 11. Sustainable Leadership: Optimizing Teams and Preventing Burnout
    2025/08/14
    A great business is built on more than systems and numbers—it’s built on people. Your leadership sets the tone for how those people perform, how they communicate, and how long they stick around. Team optimization is about getting the best from your people in a way that’s sustainable, energizing, and aligned with the mission of the business. The challenge is that as your agency grows, your role as an owner shifts. In the early days, you’re wearing all the hats—sales, service, even sweeping the floor. But once you have a team in place, your job becomes less about doing the work and more about enabling other people to do it at their highest level. That’s a very different skill set. Strong leadership starts with clarity. Your team should know exactly what success looks like in their role and how their work contributes to the bigger picture. Without that clarity, you end up with missed expectations, rework, and frustration on all sides. A simple one-page role document that spells out responsibilities, key metrics, and decision-making authority can eliminate a lot of ambiguity. Then comes communication. Most leaders think they’re clear, but their team often feels in the dark. Regular check-ins, transparent updates, and open-door policies aren’t “nice-to-haves”—they’re the backbone of a healthy culture. And feedback goes both ways. The best leaders make it safe for their team to share what’s working, what’s not, and where they see opportunities for improvement. Optimization isn’t just about productivity—it’s also about energy. If you push your people too hard without the right support, you’ll burn through talent and morale. If you set the bar too low, you’ll stagnate. The sweet spot is where expectations are high, support is strong, and wins are celebrated. One agency owner I worked with adopted a simple rule: every quarter, they asked each team member what they’d like to stop doing, start doing, and keep doing. Those conversations surfaced small but powerful changes that made the work more enjoyable and effective for everyone. Finally, leadership means developing leaders. You want to create an environment where people grow into new responsibilities, step up to challenges, and eventually lead others. That’s how you build a business that doesn’t collapse if you take a month off. What you’ll be focusing on this week is evaluating your current leadership habits and identifying one or two key changes that could make the biggest difference in your team’s performance. You’ll define clearer role expectations, improve communication rhythms, and find ways to develop leadership capacity at every level of your organization.
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    9 分
  • Week 10. Strategic Growth: Planning for Deliberate Expansion

    Week 10. Strategic Growth: Planning for Deliberate Expansion
    2025/08/14
    There’s a difference between growth and strategic growth. One feels like chasing every opportunity that crosses your desk. The other is deliberate, paced, and tied to where you actually want the business to go. Strategic growth planning is about picking your moves carefully so each one builds on the last, instead of scattering your energy in a dozen directions. Too many agency owners get stuck in reactive growth. A big referral comes in, a new service idea pops up, or a client asks for something you’ve never done before—and suddenly your calendar and team are stretched thin chasing something that doesn’t actually fit the long-term picture. That’s how you end up with bloated service offerings, misaligned clients, and a business model that feels heavier than it should. Strategic growth starts with clarity. You need to know exactly what type of business you’re building, who it’s for, and what resources you’re willing to commit to scaling it. It’s about answering questions like: What’s our ideal client profile and how do we get more of them? Which services are most profitable and aligned with our expertise? What infrastructure do we need to support more clients without breaking? One owner I worked with set a rule: no new service launches unless they had at least three confirmed clients ready to buy before it hit the market. That one rule saved them from years of chasing shiny objects and instead kept their focus on refining the services that were already proven winners. Strategic growth also requires timing. Just because you can scale faster doesn’t mean you should. Sometimes the smartest move is to stabilize your systems and strengthen your team before adding more clients or revenue streams. Growth that outpaces your capacity will only burn you out and damage your reputation. When you plan strategically, you think in stages. Maybe this year is about deepening your client relationships and improving profitability. Next year could be about expanding into a new market or adding a complementary service. The year after that might be about operational efficiency so you can increase margins without adding headcount. Each stage builds on the last, creating momentum that feels manageable instead of overwhelming. Strategic growth isn’t about saying “yes” to everything—it’s about saying “yes” to the right things at the right time. The real discipline is in turning down opportunities that don’t fit the plan, even if they look tempting in the moment. What you’ll be focusing on this week is defining your next 12 months of growth priorities. You’ll identify one to three core initiatives that will have the biggest impact on your long-term vision, map out the resources you’ll need to execute them, and create a short list of opportunities to say “no” to so you can keep your focus tight.
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    10 分
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