You hired the person who closes your revenue because she was cute, bubbly, and smart enough not to embarrass anyone in the front office — and now that the numbers won't move, you're up at midnight shopping for a two-day course to fix her. Queen, that course isn't a training plan. It's a rescue mission.

In this episode of QueenMode, I break down why the most expensive seat in your business is almost always the least-built one — and what "truly trained" actually means. We go past product knowledge into the real skills that move a close rate: listening for the second thing, articulating value before the price ever enters the room, reframing an objection instead of caving to it, and knowing who you're even supposed to be selling to. Because sales training isn't a course you buy her. It's a system you own.

What You'll Learn

• Why "great with people" is raw material, not a skill set — and the six learnable skills a truly trained seller actually has
• How personally rescuing the hard sale quietly guarantees you can never sell the business
• Why you can't train someone to sell what you can't yet articulate: what you do, who it's for, and how you're different
• The attribution error that lets a mediocre closer look like a genius — while your systems do the real work

Key Quote

"Your job is not to be the best salesperson in your company. Your job is to be the person who makes salespeople."

If this episode hit home, share it with a woman entrepreneur who needs to hear it.

Leave a review to help more ambitious women find QueenMode.

Stuck as the engine of everything? The Operator Trap scorecard shows you exactly where your business is running you — and what it takes to take the crown back: https://dranacastilla.com/operator-trap/

Follow @queenmodepodcast on Instagram.

I've walked into a lot of businesses and asked the owner how she picked

the person who closes her revenue.

And the honest answer, if she's brave enough to say it out loud,

is usually some version of this.

She's cute, she has a great personality,

and she seems smart enough. That's it.

That's the hiring criteria for the single most expensive seat in the entire company.

And then six months later, when the numbers don't move,

that same owner is up at 11 o'clock at night typing into an online forum.

Does anybody know a good sales course I can send my person to?

Queen, I wanna talk about that question today.

Because that question is not the beginning of solving the problem.

That question is a consequence.

What's up Queen? I'm Doctor Anna Castilla.

Orthodontist, business coach, author,

speaker, unapologetic dream chaser,

and yes, I took my business from flatlining to an eight-figure exit

in just eight years. But spoiler alert,

I didn't get there by playing a safe.

I broke rules, I made bold moves,

and I became the woman my younger self was waiting for.

Queen Mode is your weekly dose of fierce strategy,

unfiltered truth, and mindset shifts that will have you leading

Growing and living like the powerhouse you are without burning out or selling out.

So if you're done playing small and ready to rise,

welcome home.

Let me tell you about a role that exists in my world because it's

the cleanest example I have, and I lived inside of it for years.

In a dental or orthodontic practice,

there's a person called the treatment coordinator or the TC.

And if you want to know what a TC actually is,

here's the translation. She is the salesperson.

That's the job. The doctor examines the patient,

the doctor explains what the patient needs,

and then the doctor hands the patient off to the TC,

and the TC sits in a little room with that family and has

the conversation that determines whether the practice makes.

any money that day. She handles the fear,

she handles the price, she handles the husband who wasn't at the appointment.

She handles the let me think about it,

she is the entire revenue conversion function of a multimillion dollar business

sitting in a room with a fern and a laptop.

Now, do you want to know how she got that job?

I have been in a lot of practices.

When I own my own, I visited a lot of practices to learn from others.

And I have also consulted as well.

So I've been on both sides of the coin.

I have had the drink after. I have had the drink afterward where

people actually tell you the truth.

And I can tell you the three criteria that actually get somebody moved into that

seat. And I know because I have done this too multiple times.

Number one, she's cute. I'm sorry,

I'm not gonna dress it up. She's presentable,

she's put together, she looks good in the front of the office.

Number two, she's got a bubbly personality.

Everybody likes her. Patients like her.

Clients like her. She's warm. She's chatty.

She remembers your kid's name.

And number three, and this is my favorite,

she's got half a brain. She's not going to embarrass anyone.

She can work the software. She's competent.

She shows up. She's reliable. That's the list.

Cute, bubbly, and reasonably smart.

And on the strength of that list,

we hand her the job.

And here's the thing that makes me want to put my head through a wall.

Nobody thinks that they're actually doing this.

Ask any owner why she promoted that person,

and she will give you a very reasonable sounding answer about how great

she is with people, which is a real thing.

Being great with people is genuinely an asset,

but being great with people is raw material.

It is not a skill set. It's like saying you hired a surgeon because

she has excellent hands. Okay,

beautiful hands. But did anybody teach her the surgery?

And then the second act happens,

and it's the same in every single

Single one of these stories. Six months in,

the numbers are soft. Case acceptance is down,

or it never came up, and now the owner is frustrated,

and I mean personally frustrated because at this point she's watching money walk

out of her building every day,

and she can feel it. And she goes online into some forum or some other mastermind

group and she posts the same question:

Where can I find a good course to teach my salesperson?

About sales. And here's the thing:

that question sounds responsible.

It sounds like a business owner taking action,

but look at what's actually happening.

She hired a person for a revenue critical role using three criteria that have

nothing to do with the job, gave her minimal training,

waited half a year, watched her fail,

and is now shopping for a two-day course to fix it.

That's not a training plan. That's a rescue mission.

And before you decide I'm up here judging anybody,

I'm not. I told you, I did this myself.

Let me tell you about the first time I did it.

It was January two thousand and fifteen and I had just brought

in a consultant because my business was in such bad shape.

I was reducing my team because I couldn't afford them.

I was down to five people from a team of six.

And one of the first things my consultant told me was that I needed

a treatment coordinator immediately because at that moment I didn't have one.

So did I go find someone with sales experience?

No. Did I write down what the role actually required?

No. Did I go looking for training?

No. Did my consultant tell me how to train my person on?

Sales. No. I looked around at the people I already had

and I moved my scheduling coordinator,

the lady at the reception desk into the TC chair.

And her qualifications for what was about to become the most financially important

job in my company were these. She was confident,

genuinely confident, a little bossy,

honestly, which I read as strength.

She was good looking and presentable,

and she knew everyone in town.

That was my list. That was my whole list.

No sales experience, no formal training,

not one day of anything. And here's the part I want you to sit with because it's

the part I'm least proud of. I gave her a job description,

a written job description, bullet points,

duties of the role, what were the tasks of the job,

things like that. And in my head,

Queen, I thought I had trained her.

I really believed that. I thought she knows what the job.

Is now I am done. A job description tells

a person what tasks she's accountable for.

It does not tell her how to do a single bit of it.

Those are two completely different documents,

and they are two completely different acts,

and I confuse them for years.

So, Queen, I have a simple question for you.

And here it is.

Are your salespeople trained? And you're probably listening to this thinking,

of course, obviously, what kind of a question is that?

So I'm gonna ask it again.

Are they really trained? Not are they trained in the product or the service?

I'm not talking about what it does,

how it works, what it costs, what the options are,

what the warranty is, what financing looks like.

Sure, those things are great. Fine.

That's not what I'm asking, though.

I'm asking, are they trained in consultative or advisory selling?

Are they trained in how to actually listen?

And I don't mean waiting politely for their turn to talk.

Are they trained in building trust with a stranger in under 10 minutes?

Are they trained in how to be genuinely interesting to another human being?

Are they trained in picking up what the real obstacle is?

Are they trained in reading the room?

Are they trained in influencing?

And the answer almost every time is no.

And here's what we often call sales training.

We call the vendor, the vendor sends a rep,

the rep does a lunch and learn about the new system or technology used

in the service we provide. Everybody eats a sandwich,

everybody watches a slide deck,

everybody learns the specifications,

and we walk out of there saying our team is trained.

Trained in what exactly? In the product?

Congratulations. Your salesperson.

Can now describe a scanner. But the person sitting across from her

at 2 o'clock isn't buying a scanner.

She's a mother with a 15-year-old who won't smile in photographs anymore.

And she's doing math in her head about whether this is possible,

and she's scared she's going to look like a bad parent if she says no,

and scared she's going to wreck the family budget if she says yes.

And your TC is going to answer that.

woman by walking her through a feed sheet.

That's what we're doing. We call it a fee presentation.

And a fee presentation is not a sales conversation.

A fee presentation is a recital.

It's a person reciting numbers at another person and then waiting

to see what happens. See how they react.

And when it doesn't work, we blame the girl in the room.

Which is just like Beyond to me.

It really is. We would never do this anywhere else in the business.

Nobody has a brand new clinical assistant,

a handpiece. And for those outside of dentistry.

I'm referring to a drill and says,

you seem bright, figure it out.

Never. There's training, there's certification,

there's supervision, there's someone watching.

And I get it. That's patient care.

There are laws, and we have to protect the patient,

but still, the sales position is critical to your revenue.

And what do we do? She's bubbly.

She'll be fine. That's what we say.

So let's define the thing because I think a lot of founders genuinely

do not know what they're supposed to be training,

which is why they go shopping for a course.

A course is a way of outsourcing a definition you don't have.

Here's what a truly trained salesperson can actually do.

And I want you to notice how little of this has anything to do with your product

or service. She can listen, really listen.

Not nod and wait, not I hear.

You and let me tell you about our financing.

I mean she can sit in silence long enough for the person across from her

to say the second thing. because the first thing people say is almost never

the real thing. The first thing is,

how much is it?

But the second thing, the thing that comes out 90 seconds later if nobody feels

the air, is my sister had this done and it was a nightmare.

Or I don't want to bring this to my husband and get told no again.

Or I have some time off right now before I start a job in January.

That's the sale. And you will never hear it if your person has been trained

to just talk.

A trained salesperson also understands what the person in front of them

is actually buying. This is the one I went the deepest on with my own team,

and I'll tell you about that in a minute.

Because people don't buy the thing you're selling.

They buy who they get to be. They buy the transformation.

Two women can sit in the same chair,

hear the same plan, get the same fee,

and one of them is buying certainty and the other one is buying significance.

Significance, and if you talk to both of them the same way,

you will close one and lose one and never understand why.

Also, a truly trained salesperson can sell on value,

not on price, which means she can articulate why this is worth what

it costs in terms the buyer already cares about before the number ever enters

the room.

If the number arrives before the value does,

you're not selling anymore. You're negotiating and you will lose because

you brought a feachy to a knife fight.

So what else? She can also reframe an objection instead of absorbing it.

An objection is not a rejection queen.

An objection is a request for more information delivered in a defensive tone.

And a trained salesperson, she knows how to hear that.

It's too expensive, it's not a fact.

It's a sentence that means one of about four different things,

and a trained person knows how to find out which one without getting flustered

and without getting pushy.

Most untrained people do one of two things with an objection.

They either cave or they push,

but both of these lose.

A trained salesperson can also build trust fast.

Trust is not a personality trait,

which is the whole reason the bubbly hire fails.

Bubbly gets you liked. Liked is not the same as trusted.

Trust is what makes people hand you their money and put their child's smile,

their skin, their home, or their business in your hands.

And this is the one that surprises people.

A trained salesperson knows how to be interesting,

not entertaining, interesting.

She has something to say, a perspective,

a way of framing the situation the buyer hasn't heard before.

Because people don't buy from people who agree with everything they say.

They buy from people who tell them something true they hadn't considered.

Now look at that list. Listening,

human motivation, value articulation,

object reframing, trust.

Yeah.

Every single one of those is a learnable skill,

not a vibe, a skill. And here's the part that should light you

up rather than depress you. Every one of those on its own meaningfully moves your

close rate. Not by a rounding error,

meaningfully. You have a person in a room having the most valuable conversation

in your entire company, and she is doing it with maybe one of those six skills,

which she happens to have naturally because nobody gave her the other five.

Now let me get back to my story because this is where it gets interesting

and where I think a lot of you are going to see yourselves.

later when I truly took a look.

I realized my reception lady turned treatment coordinator wasn't that great

at converting. But I didn't see it at first because I was just looking

at her numbers on paper and not evaluating the whole picture.

On paper, her conversion numbers were decent,

and the number of starts, which in orthodontics is the number of new paying clients,

went up after she moved into that role.

And because of that, I decided that it was all her.

She was the entire reason my business was turning around.

But here's what I overlooked. At that exact same moment,

I was tearing my business apart and rebuilding it.

I had put in an entirely new patient process,

how people were greeted, what happened in what order,

what we said, how the exam ran,

how the handoff happened, all of it brand new.

And I had started advertising differently as well,

with fee transparency and with real calls to action,

which meant the people walking through my door were arriving warmer,

better informed, and much further along in their

decision than anybody who had walked in the year before.

So of course conversion went up.

She had better qualified leads and a better offer.

But I looked at my sales numbers and I thought,

wow, she's good. And this happens constantly in my industry,

and I suspect in yours. We get a salesperson who is halfway decent,

and because she sits in such a critical seat,

we hand her the credit for everything.

And we overlook every single thing the owner is doing that is making her look good.

Better lead quality, a better process,

a clearer offer, cleaner pricing.

Now I want to be fair here, because great salespeople absolutely exist.

And I hired several of them later and they were worth every dollar I paid them.

but at that moment because my business was doing so badly before and suddenly

I had paying clients, I decided my patience came from some magical talent

she possessed.

And therefore I didn't train her.

Why would I? She was clearly gifted,

right? That my queen's is called attribution error.

And it has a real cost. What's the cost,

you say? Well, the cost is this.

There is no compounding.

Okay, I know, I know. You're probably like,

what is Anna talking about now?

But stay with me. Because here's what I mean.

I had just built genuinely good systems that were improving my lead conversion

and creating not just more consultations.

It was creating better qualified consultations.

And ladies, not all consultations are the same,

but I digress. So here I am making all these meaningful changes

in the marketing operations. And now I also had this salesperson in

the chair that had potential. She did.

If I had trained her properly,

those two things.

My new systems and her sales training would have multiplied each other.

times a trained salesperson is a completely different business than good

systems times a confident woman winging it.

I had one of the two ingredients.

I had the systems, but I attributed the improvements to the ingredient

I didn't have, which is a properly trained salesperson.

Seriously, I can't make this up.

And here's what it looked like on the ground,

because I want you to see the mechanism,

what really happened, and not just give you theory.

She actually struggled to sell.

Now, she would not have described it that way,

and neither would have I at the time.

but that's what was happening.

And you're gonna wanna understand this part because it explains how

a woman who struggles to sell still has decent or even good conversion numbers

on paper. And some of you have this person in your business.

I know it. So here's what would happen.

So this lady would come find me in the clinic,

and I don't mean she send me a message and wait patiently.

I mean she would walk into the clinic and pull me away from a patient.

Here I am, chair side. I have a child in the chair.

And she would tell me: if we don't give this family a discount,

or if we don't accept this ridiculously low down payment,

or if we don't extend the payment plan by 700 months,

we are going to lose the sale.

And what did I do? I would say yes almost every single time.

Because I was early and I was frightened,

and because we're gonna lose a sale,

were the six most terrifying words in the English language to me at that point

in my life. And because let's tell the whole truth.

I had not developed my leadership skills yet.

I did not know how to hold a term.

I didn't know how to say no, that's our policy.

Go back in there and have a better conversation and mean it

and then actually support her through it.

So I let her break my payment terms.

I let her discount. I let her write payment plans that were outside

our rules and genuinely bad for the business.

Now watch what that does because it is ugly and it is completely invisible

on a dashboard.

her conversion rate went up.

Obviously it did. You can close anything if you're allowed to give it away.

Which meant her numbers looked strong,

which gave her ammunition to come ask me for a raise.

Meanwhile, my practice was collecting less money per case,

my receivables were stretched out over an eternity,

and my revenue became genuinely unstable.

Not because I didn't have patience,

but because the money was arriving in dribbles on a timeline long enough

to reach the next ice age. So I

I

was paying more for a person whose performance was quietly costing

me the exact thing I was paying her to produce.

And I cannot tell you how common this is.

It is everywhere.

Now, I have to tell you the last part of my TC story because it took

me the longest to understand. Remember the third qualification on my list?

She knew everyone.

At the time I thought that was the best thing about her.

In the local community-based business,

a person who knows everyone sounds like a gift.

And she used it because she didn't have real sales training.

Her network was the only thing she had.

So she leaned on it hard. She even referred people to us.

And I know I'm sounding ungrateful,

but I am not. I treated that lady really nicely,

actually, and I was genuinely grateful for her referrals.

But here's the problem. The everyone she knew was not my ideal client.

At that stage, I was only beginning to see who my practice was actually for.

That picture was still forming,

and the right families were just starting to find me,

and she was pouring a completely different group of people into my schedule.

Not bad people, just not my people.

Wrong fit, wrong expectations,

wrong relationship to the way we worked,

and it created exactly what you'd expect friction with my team

and operational chaos in an office that was already fresh.

So sit with that for a second because this is the whole point.

Even if I had sent her to the best sales training in the country,

she still would have been bringing me the wrong people.

Sales training teaches a person how to have the conversation.

It does not tell her who she's supposed to be having it with.

She needed something I hadn't built yet,

and I couldn't hand it to her because it did not exist.

So let's go there because this is where it gets uncomfortable.

There is a floor underneath all of this sales training.

And if the floor isn't there, you can send that woman to every sales course

on the internet and she will come back and close exactly as much as she did before,

and you'll decide sales training doesn't work.

The floor is this.

She has to be able to say what you actually do,

who you actually do it for, and how you do it differently.

That's it. Three things. What,

who, and how. And I will tell you from my own life that most owners cannot

do this. I couldn't do it for years.

If you asked me what I did, I said I'm an orthodontist.

Which is a job title, not a value proposition.

If that's the best the owner can do,

what on God's earth is the person in the consultation room supposed to say?

She's gonna say we do braces and visaline and we have payment plans,

and now you're a commodity. And when you're a commodity,

the only remaining question is price,

And the buyer will absolutely go find out if somebody down the street does braces

for less or does your service for less,

whatever you do. of course she will.

You gave her nothing else to compare.

When I finally sat down and did this work properly,

my answer changed completely.

What we did. We gave people a confident,

healthier smile. Who we did it for?

Hardworking families, real families on real budgets,

not a luxury clientele. How? Affordably,

without ever making anybody feel small about the money,

and an office that was welcoming and culturally respectful,

and where you'd be spoken to in your own language and nobody would make your mother

feel stupid.

that's a value proposition. And the moment I could say it,

my salesperson could say it. And the moment she could say it,

she wasn't selling braces anymore.

She was selling something the office down the street couldn't match,

no matter what they charged.

So here's what I actually did with my TCs,

my salespeople. And I want to be specific because I think people imagine training

is an event and it is not, it is a habit.

I'm going to say this one more time.

Training is not an event.

It is a habit, a continuous habit.

I trained them continuously, not once,

not at onboarding, continuously for years.

I taught them human needs, the framework about what actually drives people

underneath their stated reasons,

certainty, variety, significance,

connection, growth, contribution.

and once my salesperson understood that,

she could hear a mother say, I just want to make sure this is the right decision,

and know she was talking to certainty.

And she could hear a father say,

We want the best for her, and know she was talking to significance.

And she could meet each of them where they actually lived instead

of reading them both the same script.

I read books on influence and persuasion and I sat down and turned them into

PowerPoint presentations for my team,

myself, because there wasn't a course that taught what I wanted taught,

so I built it. God, I wish Chat GBT existed back then.

I hunted down online courses when I found good ones and I put

my people through them. And I made sure over and over,

until they could say it in their sleep,

that they understood what we did,

who we did it for, and how.

Was that a lot? Maybe it was a lot.

But let me put it in perspective because I want you to feel the math.

That person is the difference between a full schedule and an empty one.

Your salesperson is the last human being standing between all

of your marketing spend and your actual bank account.

You will spend real money every single month getting people to raise their hand,

ads, referrals, community events,

all of it. And then you will hand every one of those hard-won humans

to somebody you trained for four hours in 2019.

Marketing is the promise, the sales conversation is where she finds

out whether you actually meant it.

And if the person having that conversation was never trained,

you are breaking your promise at the exact moment it counts.

Now.

I want to hand you something structural because everything I've said so

far could be heard as train her harder and that's not quite it.

Here's a pattern I see constantly.

We treat a salesperson like she's supposed to be uniformly excellent

at every part of selling. She should be great at the first contact.

She should be great at the consultation.

She should be great at following up with the people who said,

Let me think about it. She should be great at reactivating people

who disappeared 18 months ago.

Ago, she should be great at presenting the bigger,

more comprehensive option instead of the minimum.

She should be great at every one of these things with every kind of person

on every kind of day. That's not quite how it works.

Nobody is uniformly great at anything.

You're not. I'm certainly not.

So do this instead. And this is generally one of the highest return things

you can do in your business this quarter,

and it costs you nothing but attention.

Break the sales job into its actual parts.

In my world it was something like the first phone call,

the consultation itself, the same day close,

the follow-up on undecided, and the reactivation of old leads.

Yours will be different, name yours.

Then look at your people, even if you only have two,

and find out who is actually stronger at what,

not who you think is stronger,

look.

If one of them is meaningfully better at follow-up,

go find out precisely what she does differently.

And I mean sit with her, listen to her calls,

ask her to walk you through what she's thinking because she probably cannot tell

you what she does. High performers are usually the worst at explaining themselves.

They'll say something useless like,

I just care about people. No, you do something specific and it works

and you don't know what it is,

let's go find out. And you take that thing and you teach it to your other sales.

People. And if somebody is not 20% better but ten times better at one piece of it,

you don't spread her thin. You make her the specialist.

Let her own that piece. She'll be happier and you'll make more money,

which is my favorite kind of arrangement.

Now

One more thing here and I need you to hear it because it's the part

I care about most. When the numbers are bad,

the story in the owner's head is always about the person.

She's not hungry enough, she doesn't have the personality for it,

she's too soft, I need somebody with more drive.

Maybe. Occasionally that's true and you do need to make a change.

But most of the time, that woman was handed five different jobs,

trained in none of them, given no definition of what she was actually selling,

no framework for understanding the human across from her,

no language for value, no method for handling a no,

and then evaluated on a number she was never equipped to move.

And she's been going home at night,

feeling like a failure,

Wondering what's wrong with her.

Nothing's wrong with her. She's the design showing up in a person.

I'm not telling you to lower your standards.

I'm telling you to look at what you built before you look at who's standing inside

of it.

Okay, let's go all the way down to the bottom of this because there's

a reason the sales seat is the most underbuilt seat in almost every founder-led

business. And it's not laziness and it's not cheapness.

It's that you were good at it.

You were the best salesperson your business ever had.

And you still are. And I don't mean that as a compliment.

I mean that as a diagnosis.

Because when the owner is the best closer,

something very specific happens.

The hard cases get routed to her.

The big cases get routed to her.

The hesitant family says, Can I talk to the doctor or can I talk to the owner again?

And the owner comes in and the owner closes it and everybody exhales.

Whew. And that feels like leadership.

It feels like being helpful. It feels like taking care of your business.

And seriously, it doesn't just happen with ladies.

I actually had a friend one time in orthodontist and he told me that

he spends extra time at his consultations,

meaning he's making his other patients wait that are in the clinic.

He spends extra time at his consultations because he knows that

he is the best at selling. He knows that his TC can't sell like him.

So that's why he spends extra time in there.

and that's why he can't have too many consultations on his schedule in a given day.

And so you end up with a business where the close rate isn't a measurement

of your sales process. It's a measurement of your presence.

It's a measure of how many times you were pulled into the sales conversation

and how much energy you had left when you got pulled into the room.

Which means the day you stop rescuing the sale,

your conversion drops. And now you can't sell this thing because a buyer looking

at your business is asking exactly one question.

And the question is.

Does this run without her?

And if your revenue conversion lives in your personality,

the honest answer is no. And everybody at the table knows it.

This is the operator trap wearing its best outfit.

It looks like excellence. It feels like being needed.

It's actually a ceiling with your name on it.

Think of my friend. Like he can only have so many consultations in

a day because he's truly the salesperson and his TC is doing nothing

but presenting the fees.

and here's the reframe I want to leave with you before we land.

Your job is not to be the best salesperson in your company.

Your job is to be the person who makes salespeople.

Those are completely different jobs.

The first one is a seat, the second one is an asset.

The first one leaves when you leave.

The second one is

Still there in five years, still working,

still worth something, still holding the standard,

whether you're in the building or on the beach with your phone off.

So let me bring this home. Sales training is not a course you buy her,

it is a system you own. And a system means a definition of what

you sell and who you sell it to that everyone can say out loud in the same words.

A named set of skills, not a vibe,

A cadence, actual repeated practice,

not a sandwich and a slide deck once a year.

Someone listening to the real conversations and a standard that holds when you're

not standing there. If that sounds like a lot of work,

I'll be honest with you. It is.

It was for me. But I want you to weigh it against the alternative you're currently

financing, which is spending real money to fill a room with people who

are ready to buy and then handing them to someone you never taught

how to receive them.

And I want to say one more thing directly to you because I know some

of you are hearing this and quietly feeling terrible about a person

you hired two years ago who never worked out.

Queen, let it go. You didn't know.

Nobody teaches this. There's no chapter in any professional program anywhere that

says, by the way, you're about to own the revenue function of a small business,

and the person you put in that chair will decide whether it lives.

You were doing what everyone around you was doing,

using the criteria everyone around you was using.

But you know now, and knowing changes what happens next.

You get to go build the thing you never built.

You get to define what you actually do,

who you actually do it for, and how.

You get to teach it on purpose,

repeatedly, like it's the most important asset in your company because it is.

And you get to watch someone become excellent in front of you,

which I will tell you from experience is one of the genuinely great feelings

of owning a business. That's not being nice,

that's being a CEO.

Your business will only ever sell as well as you have taught it to.

So teach it.

Thanks for tuning in, Queen.

I hope today's episode gave you the clarity,

courage, or conviction you needed to stop building your business

by accident and start leading it by design.

If this episode spoke to you, subscribe to Queen Mo so you never miss what's coming

next. And if it made you think,

pause, or quietly say, Okay,

that was for me, share it with another powerhouse woman who needs the reminder.

Your reviews, shares, and messages help more women find the show and more.

Queens Rise. And if something in today's episode hit a little too close to home,

go find out how close. I built a 10 question scorecard called the Operator Trap.

It shows you exactly where your business is running you and what it takes

to take the crown back. Your results come straight into your operator

trap.

Until next time, keep showing up,

keep leading boldly. And remember,

you were born to reign.