Michael E. Parker

And then there are subsystems that support the bigger system of how the body works. So all of these things are great examples. I love when you go to the airport, for example, there's a visual control system where you can walk through this building. Big old airport, no one comes and meets you, no one tells you where to go, but there's signs everywhere.

And then there are subsystems that support the bigger system of how the body works. So all of these things are great examples. I love when you go to the airport, for example, there's a visual control system where you can walk through this building. Big old airport, no one comes and meets you, no one tells you where to go, but there's signs everywhere.

And then there are subsystems that support the bigger system of how the body works. So all of these things are great examples. I love when you go to the airport, for example, there's a visual control system where you can walk through this building. Big old airport, no one comes and meets you, no one tells you where to go, but there's signs everywhere.

There's visuals, there's indicators, there's triggers, there's all kinds of sounds, there's all kinds of things that tell you where to go. And you might look at your boarding pass and you're walking around and no one is telling, this big monstrosity of an airport, but it's all governed by color codes and visuals and words. Someone put a system in place that you know certain pictures mean bathroom.

There's visuals, there's indicators, there's triggers, there's all kinds of sounds, there's all kinds of things that tell you where to go. And you might look at your boarding pass and you're walking around and no one is telling, this big monstrosity of an airport, but it's all governed by color codes and visuals and words. Someone put a system in place that you know certain pictures mean bathroom.

There's visuals, there's indicators, there's triggers, there's all kinds of sounds, there's all kinds of things that tell you where to go. And you might look at your boarding pass and you're walking around and no one is telling, this big monstrosity of an airport, but it's all governed by color codes and visuals and words. Someone put a system in place that you know certain pictures mean bathroom.

Other pictures mean a gate. Other pictures mean safety. Other pictures mean danger. This is all a system that someone thought through and it works to get us a consistent outcome because they've thought about how all the pieces work together to create a whole.

Other pictures mean a gate. Other pictures mean safety. Other pictures mean danger. This is all a system that someone thought through and it works to get us a consistent outcome because they've thought about how all the pieces work together to create a whole.

Other pictures mean a gate. Other pictures mean safety. Other pictures mean danger. This is all a system that someone thought through and it works to get us a consistent outcome because they've thought about how all the pieces work together to create a whole.

Well, one of the greatest things that I love to help some of my clients with is to really understand the system of how to take what you offer and organize it into an offer. So we have different services that I might be working with a business and they provide a service or they sell a product.

Well, one of the greatest things that I love to help some of my clients with is to really understand the system of how to take what you offer and organize it into an offer. So we have different services that I might be working with a business and they provide a service or they sell a product.

Well, one of the greatest things that I love to help some of my clients with is to really understand the system of how to take what you offer and organize it into an offer. So we have different services that I might be working with a business and they provide a service or they sell a product.

But there's a difference in making an offer, which combines your services and your products into one distinct outcome of transformation for a customer. When you can think about the real outcome you get for someone and how you can combine products and services to get them this outcome in the best way, you can raise your prices for what that offer is worth.

But there's a difference in making an offer, which combines your services and your products into one distinct outcome of transformation for a customer. When you can think about the real outcome you get for someone and how you can combine products and services to get them this outcome in the best way, you can raise your prices for what that offer is worth.

But there's a difference in making an offer, which combines your services and your products into one distinct outcome of transformation for a customer. When you can think about the real outcome you get for someone and how you can combine products and services to get them this outcome in the best way, you can raise your prices for what that offer is worth.

You name that offer, you give it a good price. And because your outcome is so clear, when you're done with this, you're going to know how to write a book on your own and self-publish. When you're done with this, you're going to know how to actually increase your revenue by 50%.

You name that offer, you give it a good price. And because your outcome is so clear, when you're done with this, you're going to know how to write a book on your own and self-publish. When you're done with this, you're going to know how to actually increase your revenue by 50%.

You name that offer, you give it a good price. And because your outcome is so clear, when you're done with this, you're going to know how to write a book on your own and self-publish. When you're done with this, you're going to know how to actually increase your revenue by 50%.

When you're done with this, you're gonna be clearly, you're gonna know clearly how to hire the right person and how to put a framework in your business to develop your team members once they're there. When the outcome is clear and you turn it into an offer, well, now you take someone who was making six figures a year and they're able to make six figures in a month.

When you're done with this, you're gonna be clearly, you're gonna know clearly how to hire the right person and how to put a framework in your business to develop your team members once they're there. When the outcome is clear and you turn it into an offer, well, now you take someone who was making six figures a year and they're able to make six figures in a month.