They Don't Need All of It (They Need the Best of It)

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Hey there, it's Jess Webber, and welcome back to Big Ideas Made Simple.

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My North Star is connecting people with the knowledge,

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tools, and resources that let them make their biggest impact,

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which is kind of funny considering that today's episode is really focused

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on about giving people less of both.

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So this stems from a class that I taught on Friday afternoon,

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which was called Lead Magnets Made Simple.

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And about

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Two hours before people logged on to get the curriculum that I had written,

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I ended up scrapping the whole thing.

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Now, that's not me rushing around or being panicked or anything like that.

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The thing that I tore apart was the more complicated structure delivering

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the same outcome that I had promised when people signed up.

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It was probably the best two hours I had spent in the entire time since

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I decided to teach the class.

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Because I made sure to really consider what I was giving people

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and what they could take away from that class on the other side.

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So literally weeks ago,

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I started inviting people to this class because I built it as a fundraiser

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for my son, my son's cardiac ~ heart walk team.

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I wanted people to understand that they were getting value,

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but they were also supporting a good cause.

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And I knew that anything that I put my name on that I wanted to show up to,

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I was going to show up with intentionality.

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It wasn't going to be some half-assed thing that didn't have some preparedness

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behind it.

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And so ~ in true Jess fashion,

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earlier in the week I nailed down the framing,

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I built the teaching assets, you know,

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PDF, Google Doc, Slide Deck that helps keep my ADHD on the rails.

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And it was all ready to go before the Friday class.

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But my best work always comes when there's a deadline.

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I leverage time as a tool, and I need that clicking talk to.

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Clicking talk, that ticking clock to

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be loud enough that I can actually hear it to really do my best work.

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And once I learned that about myself,

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I didn't feel badly about it. I gave myself permission to leverage that

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and make sure that I could show up in a way that worked with my brain rather than

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against it. And so I built something early enough that it was safe.

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And then I knew and actually put it on my calendar,

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space for edits to happen right before I delivered live.

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Because that's what was gonna work for me.

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And so if you're somebody who's ADHD or fast-brained,

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high capacity person, you probably do the same thing of you have a product,

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you push it out, but then you get other ideas almost when it feels like it's

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too late to execute on them. But for me,

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I've

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Because I've learned how to work with myself,

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I didn't believe that that early in the week prep or the ideation I

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did three weeks before that was probably.

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It just started working again with the way that I operate.

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And so my original plan had more steps involved than what I actually ended

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up teaching. I cut them almost in half.

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And it's not because the steps are a mistake,

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but because

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I wanted to sit with what I had originally drafted and really consider

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is this the cleanest, clearest,

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simplest way to deliver the message that I have for those attending?

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The deadline is just what helped my brain force the decision making process to say,

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no, everything that I wrote down is too much.

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Let me clean it up and simplify it.

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And so again, I flipped through those slides.

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I looked at the PDF and the Google Doc and it felt

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Like too much to teach in a 60 minute window.

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And it wasn't wrong, but it was too much.

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The process had eight steps. And I was like,

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there's no way I can move through this or even remember all eight.

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I don't have enough, you know,

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fingers on one hand for that. And so I figured if I can't carry my

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own process or idea without some sort of visual crutch,

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then what are the odds that somebody sitting in the class is gonna be able

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to do that as well, walking away from?

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And so that's why I cut it down to five.

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Because again, everything that I try to do,

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I make it easier, cleaner, clearer.

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And I love working with numbers between three and five for processes because

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we have enough fingers on our hands most of the time to reference it.

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It makes it tactile for your kinesthetic learners.

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It makes it visual for your visual learners.

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They can sit there and write them down and not get lost in a list.

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And so

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I'm I'm sharing all this because I want you to understand that when

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you can create something simple and clear,

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then it becomes a delivery system that somebody else could go turn around

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and teach as well. I never changed the outcome of this workshop.

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I didn't change my actual process or the pro what it produces,

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but I changed the packaging and the explanation of my process.

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So I reworked

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How the class was positioned and simplified that language so somebody hearing

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it for the first time didn't need a just translator.

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process, same result, a much better chance that somebody actually does

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the steps instead of just admiring what I did or.

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Filing the PDF away for later.

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I'll tell you how I delivered that class as well,

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just in case it benefits those that are listening.

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I did start out talking. So I I verbally vomited this entire process

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in to AI. And so I wanted to put everything that I could think of about lead magnets

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unfiltered in one place. And then I used an AI partner to structure that,

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turn it into assets, turn it into the frameworks.

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It's also the tool that let me rebuild all of this fast enough.

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So if I were the type of person doing this five or 10 years ago without that tool,

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I still probably would have simplified stuff.

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I just might not have changed everything as hard as I did this time around.

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But I again authentically came up with everything.

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This was all my IP and my presentation.

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And I think that's why I needed to share this here is because there's

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a couple of ideas that I have.

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First of all, AI made this easier,

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right? Those those verbal vomits,

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those all that ideation, all the research,

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it made things so much easier.

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So something that's a multi-page document or the 40 slides,

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that would have taken time, hours even.

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And now it costs a couple of minutes and some patience.

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And so now that the volume and the production is essentially almost free,

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especially on human capital, then the only thing left

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is judgment about what to put in and what to leave out.

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And so the tool will cheerfully give you eight,

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10, 12 steps, and it'll never tell you that the person in the room might

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not be able to receive all of those.

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That's why.

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The human element, the capacity piece matters so much here because your discernment

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and ability to say what is the clearest,

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simplest path to the outcome that I named based on the steps that I have done,

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that's what matters here, my friends.

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So I don't script my teaching.

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I don't write out what I'm gonna say.

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The only reason I use slides are they are one for visual learners,

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and two, they're

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guardrails from me because you've you've heard me maybe on this podcast before

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you've heard me potentially other places.

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I know my brain can go everywhere.

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I can get distracted by questions.

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I can have the best of intentions and have a framework,

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but then something else might get in the way.

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And so those slides help play connect the dots between the ideas that I know that

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I want to deliver so that the person can have the outcome.

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And so whenever I look at a process

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And I also look at where somebody is starting,

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I want to make sure that those dot connectors are simple and clear

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and they're not massive leaps.

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If I had scripted everything, it would have made me a performer,

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not a teacher. Assets give me structure,

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they give me something that I can hand people who are different types of learners,

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but they aren't the crutch necessary to deliver the content.

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Because I already did the work.

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I already did the thing and I was teaching from a lived experience.

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And so the question that I kind of had coming into this episode that lies underneath

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all of it is, is why do we as high capacity humans,

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fast thinkers, big-brained, multi-faceted individuals,

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why do we feel like more is necessary?

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Why is more necessary?

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The default in the world today.

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Why did I start out with eight or ten steps,

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then, you know, cut it down? And I think,

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you know, if you go back and look at courses,

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trainings, whatever you've bought recently,

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I notice this happen a lot. ~ if you buy quickly,

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you get more. If you pay in full versus installments,

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you get more.

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Psychologically speaking, we are equating more with safety.

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It's armor. We believe that the more information or the more assets,

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the tool vomiting is how we manage things,

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whether it's judging whether an investment is valuable or judging

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if our delivery of something is valuable.

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Because if I gave you every framework,

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every tool, our entire stack, then nobody in the room could say that

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I didn't earn the right to be there.

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It's literally a self-defense mechanism or a presenter's version

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of walking into an interview with a binder so thick that nobody could ever

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ask what's missing. But here's what I've been thinking about since

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I asked that question is I think.

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The natural behavior of Moore is actually a mask for imposter syndrome.

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And it gets a lot of its fuel from performance anxiety

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and expertise instead of speaking from the place of true experience,

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right? We are trying to perform to convert,

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to convince rather than speaking with authenticity and

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Through something that we already know and trust in ourselves.

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When you talk from what you've actually done,

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there's no gap between the person on the stage and the person that you are offstage.

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You aren't protecting anything.

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And so you're not padding anything with extra junk.

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Like I said, that binder is something that people bring as a barrier,

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a protective force for themselves when they're afraid that they're

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not enough on their own.

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And I think that's what we are seeing people do in today's world because they

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are trying to put something out that they haven't done.

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And I mean, you can stack the whole culture and behavior on

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top of it because we live in such a tech heavy,

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information heavy world that I think there's this natural inclination,

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just generally, I don't think anybody actually said it,

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that more equals more value.

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So more modules or bonuses, more features in a tech stack,

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whatever it is, means more value.

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But it's not true, my friends.

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More is not better. And now that all of those things can be created in minutes,

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it's not even convincing anymore.

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When they're paying for an outcome,

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they're not paying for you. But when you go into something with all of the extra,

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you feel like you are pricing yourself.

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And it may feel really impressive,

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but that's really just an ego stroke.

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And the thing you have to be so careful about is when you give people more,

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they often end up stuck. They take home stuck,

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and that leaves a bad taste in their mouth.

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Nobody leaves a training remember how much you covered.

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They remember whether it worked and whether they felt capable enough to

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do the thing you presented on afterwards.

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And so I have been making this same edit my whole career

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in rooms that have nothing to do with each other.

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I actually started,

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you know, in education and then went to real estate and found myself educating

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in the real estate space.

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And it's so funny because my brokerage was known as the training entity across

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all of real estate industry. So complete participation guides,

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instructor scripts, every word of what an instructor had to say or do was drafted.

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And when I was handed that curriculum,

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I would look through it. I'd start with the participant guide and

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see what people were getting in the room.

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Then I'd go see what gaps they were trying to fill in with the instructor material.

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And then I just start ripping pages out.

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I'd be like, nope, this is the thing,

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this is the thing, and this is the thing.

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Not because any of it was wrong or the people who crafted that curriculum were were

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bad, but they weren't thinking about the agent receiving that information

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in today's environment. And they don't need somebody to hand them

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a curriculum binder. They need a space to connect with an idea.

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And the people who are also living in that space trying to achieve that outcome.

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From that idea. And so I would edit for the room that I was going to be in.

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I would add in stories and real examples of past clients or students

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or whomever who got results so the people in the room that day could

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see themselves in that framework or in that story.

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But if somebody's just in there taking copious notes and copying things off a board,

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they're not going to turn around and go out into the world.

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And execute on what they just heard.

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Somebody who is getting results is somebody who's trying the thing because they

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understand it and how it relates to themselves.

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And it's a design lesson that I think it's not talked about enough.

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When an instructor's script gets written so that nobody can teach

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it differently or nobody can go wrong,

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that

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Is like the guardrails or the bumpers on the bowling alley lane for the instructor.

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But the trimmed down version is built for the people,

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the participants in the room. Those are two totally different things.

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One protects the person delivering the content,

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especially if they're a person who hasn't delivered the outcome.

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The other protects the people who are there to receive the information

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and gain the outcome. And when nobody chooses.

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The safer one, the instructor side,

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default wins every time, which is why more shows up time and time again

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in all of these products and all of these coaching,

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you know, courses, PDFs. I don't care what it is.

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And then when you go back even further,

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I mean, I I did this even in my education before real estate,

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now that I think about it. When I was teaching history,

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I was not the type of teacher who was like,

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yep, you need to memorize these dates.

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Because the dates were for a trivia team.

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Dates and numbers are data,

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and data regurgitation is not going to change how a kid sees the world

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or shows up in it. What I cared about was the why.

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Why did people do this thing? Why did they understand things this way?

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What made them do this?

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And what was the cost that they paid for it?

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I

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Felt like the psychological connection to historic events was the outcome that every

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student needed when we studied history.

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It was the lesson under the event because we already know that history is cyclical,

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but how do we not repeat the same patterns again because we've learned from them?

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And so every unit that I built started from that question:

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what was in it for them? Every class I've ever built.

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What was in it for the person in the room?

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Not what's in the textbook, not what's on the curriculum map.

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What is the person walking in gonna walk out with?

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And how is that gonna impact the decisions they make with the rest of their life?

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So different decades, different subjects,

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different industries, even. It's always the same edit.

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It's never about looking good or smart or experienced.

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It's about making sure that the people in front of me.

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Could do something that they couldn't do before they walked in.

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And so this filter that has become the pattern of my educating life,

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I'm calling it the highest and best fit filter.

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And the name is coming from that real estate industry.

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You know, if you think about putting an offer in on a house,

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multiple offers are coming in,

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the listing agent calls and says,

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hey.

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Every buyer gets to submit one last,

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they get to submit their highest and best offer.

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And then we will look at all of those by the deadline and make a decision.

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What does a smart buyer do with that?

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They put whatever they can, highest and best forward.

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And that way they get to help hopefully entice the ~ seller to take their offer over

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all of the others because it's the last shot.

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And so that.

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Highest and best fit filter is the system that I run all

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of my information through, right?

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Because you it's not about all of the extra cluttered things.

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It's about clearly what do you get on the other side of this decision?

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A pile of extra things doesn't make you look good.

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It makes you look harder to say yes to.

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And then if you think about it,

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every time you hand somebody material.

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You're asking for an exchange of their attention or their time.

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And those are two of the scarcest commodities that they own.

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And so whether it's a class or a proposal deck or a conversation that you've

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been dreading, if you give your highest and best before the clock runs out,

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then that clock is a gift because it stops you from shipping added anxiety.

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So I run the highest and best filter with three questions.

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The first is, what can they do when this is over that they couldn't do beforehand?

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If you can't finish that sentence with a line,

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then you're probably not ready to cut because you don't know what you're trimming

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towards. The second question is

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who is each piece or each step of this curriculum,

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this product, whatever, this training for?

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And be brutal. Because if it's in there and it's about you,

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it's it's your protective armor in the shape of a binder.

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But if it's there because it helps remove confusion or prevent somebody from getting

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stuck at a specific spot, then it stays.

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And then finally, once you know who it's for and what you're giving them,

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you have to decide if this is the final send or not.

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Are you comfortable shipping this?

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Highest and best, is it submitted?

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If you hesitate, then you've probably got some padding that you can still trim

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off and you already know exactly what it is.

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So those questions sort everything into two easy piles.

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It's the stuff that helps them do something or the stuff that helps you feel safe.

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The first one is your IP, your intellectual property,

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and your material.

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The second is your emotions attached to the outcome.

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And they don't belong there.

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So if you happen to attend my class or if you want to buy the recording,

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happy to share. But what I notice what survived on Friday from my lead magnets made

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simple class. The steps survived.

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What got cut was explanation and language wrapped around them that made sense

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in my head, but they weren't necessary.

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For the audience. That distinction was my safety check.

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And after you cut something,

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ask whether the smaller version still gets the same outcome.

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If it does, then you edited packaging.

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And if it doesn't, you need to figure out what to put back.

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The cuts that sting are the pieces you're probably rather proud of,

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but I have to say that pride is a terrible editor.

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Because somewhere in every big build that I've ever done is a piece of myself that

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I loved because I overcame something.

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It was hard to figure it out, and you probably feel similarly.

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Something that's hard to build and something that's useful to your audience

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are two totally different measurements.

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And that first one only matters to you,

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where the second matters to the people buying.

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Some things do need to be big.

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Like a legal contract is long.

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You can't trim that. Or a reference manual giving somebody all of

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the steps of something.

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Those might need to be there in their fullest extent.

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So I'll draw the line between a resource and a route.

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A resource is something that people can consult and it has to be as big

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as it needs to be. Because again,

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the idea is nobody's carrying it in their head.

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But a route is something somebody has to walk,

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and it only works if they can remember where the next turn is and the steps

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to get there. So my original class version wasn't bad.

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It would have made a good reference,

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but it wasn't a solid route. And the trouble starts when we hand people

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a resource and call it a route.

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So if you've heard how I describe what I do,

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that's the entire job. A clear path through information to outcomes.

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That path is what people are paying for.

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The information they can get anywhere.

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And so a couple of episodes back,

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~ in the one about checking.

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A membership before you buy it.

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I talked about the how-to versus how you.

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And that's the same thing here.

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When you're on the receiving end,

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notice whether or not somebody is showing you everything they think they know,

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or if they're showing how they actually got you to where you want to

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go because they did it themselves.

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On this side of the microphone,

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it takes the same discipline. Episode 30 was about your mouth.

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ending the answer with the first true sentence.

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This one is about your materials.

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And so this makes me think of the book that I recently heard about called Simple

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Rules by Donald Sole and Kathleen Eisenhart.

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From what I understood about the book,

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which I haven't read in its entirety,

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is that the argument is that when things get complicated,

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a small set of simple rules tend to outperform any giant playbook because they

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can be used in the moment. And that's what I'm getting at here.

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I, it's funny, I was recently on another podcast called From Click

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to Client, hosted by the incredible Chris Jones.

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And

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The episode got framed around courses are dead and challenges

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are kind of the new way of connecting with your buyers.

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And the point that I made on it was what I'm talking about here.

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A short, well-built challenge that gets somebody a real outcome and builds trust

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and ends with an invitation instead of a pitch is gonna give somebody

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a very different feel.

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Than a course built to cover everything in a binder and sold as a product.

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Challenges work because people finish them and get a win.

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And finishing is the place where trust is built.

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So none of this is meant to be specifically about a coach world

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or course creator thing. It works in basically any industry.

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Anyone who has ever had to hand over what they know to another person

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is standing in the same spot.

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A manager writing a six-paragraph email s so nobody can say they didn't cover it,

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or an expert on a call who keeps talking because stopping feels like getting found

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out, or the person explaining something to a family member who only needed

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one thing. No matter who you are or where you are,

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when you're passing along knowledge,

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there's a version that you build for protection and a version that

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you build for their outcome.

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If you start watching this pattern,

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the protected version is always longer.

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And I know this episode is a little bit long,

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and it's ironic considering it's about cutting things down.

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But I wanted to sit here and give you this so that

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you understand that you have to have that highest and best filter.

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And I want you to practice it.

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So before your next deadline, before you hit your next send on something,

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what is the outcome? What could they do now that they couldn't do before?

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What are the steps that they take to get there?

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And is this the simplest,

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cleanest version that you can send?

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Simple as caring, complex isn't.

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Again, my North Star has not changed.

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It's getting people the knowledge,

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tools, and resources they need to have their best impact.

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But it turns out that the shortest route there usually runs through a

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lot fewer of all of those things.

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So, as always, thank you so much for listening.

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And details of all the things that I talked about in this episode are

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in the show notes. So don't forget to check those out.

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See you next time.