In this episode of the Ecomm Breakthrough Podcast, host Josh Hadley shares a practical decision-making framework for choosing between competing business opportunities. Drawing from his own dilemma of hiring either a Director of E-commerce or a Director of HR, Josh outlines six key questions across two categories: assessing revenue creation, business leverage, and risk protection, then evaluating downside risk, upside potential, and feedback speed. He emphasizes that true business faith means disciplined, strategic action rather than blind risk-taking, helping entrepreneurs confidently prioritize the best opportunities over merely good ones.

Bullet Points:

Timestamps:

00:00:00 Introduction to the Decision Framework
The host introduces the challenge of choosing between good, better, and best opportunities and presents his decision-making framework.

00:00:58 Host’s Background and Experience
Josh Hadley shares his background as a man of faith, family man, and successful e-commerce entrepreneur across multiple platforms.

00:01:54 The Current Business Dilemma
Josh explains his current challenge: choosing between hiring a Director of E-commerce or a Director of HR for his business.

00:04:16 The Principle of Faith in Life and Business
The host discusses faith as a core principle, using personal examples like marriage and children to illustrate taking calculated leaps.

00:07:19 Business Examples of Faith-Based Decisions
Josh relates the principle of faith to common business decisions like product launches, influencer marketing, and choosing sales channels.

00:09:08 Decision Framework Part 1: The First Three Questions
The first part of the framework is introduced: Does it create revenue, create leverage, or protect the business downside?

00:11:08 Applying Part 1 to the Director of E-commerce Role
The host analyzes the Director of E-commerce position using the first three questions, concluding it checks all three boxes.

00:12:50 Applying Part 1 to the Director of HR Role
The Director of HR role is evaluated against the first three questions, showing it meets fewer criteria immediately.

00:15:05 Decision Framework Part 2: The Final Three Questions
The second part of the framework is revealed: Is the downside capped, what is the upside, and is feedback fast?

00:15:40 Applying Part 2 to Both Roles
Both the Director of E-commerce and Director of HR roles are compared using the second set of three questions.

00:20:45 The Importance of Studied Decisions
Faith is defined as disciplined strategy and planning, not impulsive action, which this framework helps facilitate for business decisions.

00:22:15 Case Study: Launching a Hero Product
A past example of choosing a higher-risk, higher-reward product launch that led to exponential growth for the business.

00:24:05 Case Study: Expanding to TikTok Shop
How the framework helped prioritize TikTok Shop over other sales channels, leading to rapid success and viral growth.

00:26:08 Case Study: Prioritizing Shopify
The decision to focus on Shopify over other marketplaces by calculating its massive upside potential, which was quickly validated.

00:27:28 Summary of the Six-Question Framework
The host recaps the complete two-part, six-question decision framework for choosing the best business opportunities and encourages listeners to apply it.

Links and Mentions:

Tools and Frameworks
“Decision Framework Questions”: “00:09:08”
“Second Decision Framework Questions”: “00:15:05”

Websites and Sales Channels
“Amazon“: “00:01:00”
“TikTok Shop“: “00:01:00”
“Shopify“: “00:01:00”
“Walmart“: “00:01:00”
“Etsy“: “00:01:00”
“eBay“: “00:01:00”

Concepts and Principles
“Recruiting and HR Management”: “00:03:13”
“Faith in Business”: “00:04:16”

Personal Experiences and Examples
“Hero SKUs Launch”: “00:22:56”
“TikTok Shop Success”: “00:25:13”
“Shopify Launch”: “00:26:08”

Transcript:

Josh Hadley 00:00:00  The most difficult choices in life and business are rarely decisions between good or bad opportunities. Rather. The most difficult choices are between good, better and best opportunities. Faith is not just a principle of saying yes to something and moving forward rather most often. Faith is a principle of being able to know what you’re saying yes to, while also saying no to maybe five other things at the exact same time. To ensure that you are prioritizing the true right opportunity that is meant for you. Today, I’m going to share with you the decision framework that I utilize to choose between those good, better, and best options that sit in front of us on a daily basis as business owners. Welcome to the E-com Breakthrough Podcast, I’m Josh Hadley. I’ve scaled my own e-commerce brand from 0 to 8 figures, and I’m actively building towards nine figures in sales. This podcast is where I document that journey and share the systems, the strategies and the lessons learned in real time so that you can learn what actually matters and scale your own business.

Josh Hadley 00:00:58  My name is Josh Hadley. First and foremost, I’m a man of faith. I am a husband to a beautiful wife, and I am also the father of four children. I have been selling in the e-commerce space for over a decade, doing over $20 million in revenue and selling multi millions on three different sales channels such as Amazon, TikTok, Shop and Shopify. And I am also the host of the number one business strategy podcast for ecommerce entrepreneurs. That is E-com breakthrough. Let’s dive into that decision framework that I talked about of distinguishing between the good, better and best opportunities that are always in front of us entrepreneurs and business owners. We’re rarely lacking ideas or opportunities that sit in front of us, but what we are lacking is experience, and having proof behind each of these opportunities that sit in front of us. If we had all lived a thousand different lives and have already gone down all of these different paths or opportunities, we would have that proof and we would confidently be able to choose the right opportunity, the best opportunity every single time.

Josh Hadley 00:01:54  But what do you do when you don’t have the proof? What do you do when you’re faced with competing? really good options that sit in front of you. I’m going to share with you exactly the challenge that I’m faced with right now that’s allowed me to clarify this kind of decision framework that I’ve generated for myself, in hopes that it can help you emulate this principle of faith and move forward in making the right choices for your business. So let’s talk about what I’m faced with right now. Right now, I am trying to look for a director of e-commerce in our business. I’m looking for that. That person that’s going to be my growth partner, that can see the overall holistic business and the omnichannel flywheel that we’re trying to build between Amazon, TikTok shop and Shopify and really like pour gasoline on the fire and help us exponentially grow the business. Great. That is a good opportunity, is it not? Well, let’s also compare that to another opportunity that I have in front of me. We’ve been looking for a director of HR to really lead the internal recruiting for our business, to be able to find really exceptional talent, to find the .01 percent 1% talent that is out there, because I’m a big believer that even though we’ve got AI coming into the business, I know that hiring strategic, exemplary leaders in the business is going to provide an infinite ROI out of any investment.

Josh Hadley 00:03:13  And so with that being said, I want to double down and focus on hiring and have one of the best recruiters that is always bringing some of the top talent in the entire industry to our team. So is that not another good opportunity that sits in front of me? It sure is. However, I’m also faced with reality that sits in front of me. Do we have just infinite cash flow in the business, and are we just sitting on, you know, mountains of, of stockpiles of cash that it’s like, yeah, let’s go, let’s go light this roll up. Let’s go hire this person and let’s go hire another person all at the same time. The challenge between these two competing priorities in my business right now is both of these roles are well over six figure salaries. I’m looking for literally a plus level talent to come into my business. And so with that said, I need to be able to distinguish like, do I hire both of these right now or is it better to prioritize one or the other? So I’m going to walk you through kind of the decision framework that I’ve come to, as I’ve shared this with my Director of operations, and as we’re trying to make this decision in our own business.

Josh Hadley 00:04:16  But let’s pull it back before we dive into the whole decision framework, I’m going to pull it back to the principle of faith and why I believe this is so important. As you know, I am a man of faith. I believe that one of the core principles that we are to learn and be taught by in this life is learning to walk by faith. There is a reason why God doesn’t just give us the entire playbook on day one. It’s not like. And we also, when you become a parent or anything like that, you don’t just get handed a manual and saying like, oh, this is how to be the best parent know. Like this. Life is a matter of like growth, learning and continual progression. And so if that’s the case, take those same principles of life and apply them into business because I know this. Every meaningful growth opportunity that has happened in my personal life has come on the onset of being willing and able to take a leap of faith, such as what are some of the biggest blessings in my own life? Number one, my marriage to my wife like that has become one of the biggest blessings in my life, that I don’t have to go through life alone.

Josh Hadley 00:05:22  I have a best friend. I have a partner that I get to live life with and grow old with. What a marvelous blessing. However, before I was married, I had to make that leap of faith to say, hey, am I willing and ready to go all in and say, hey, I no longer need to go date other women. I’m going to hitch my wagon to one person, so to speak, and I’m going to go all in with this person. That is an act of faith. And guess what? On the other side of taking that leap of faith, that’s where all the blessings come from. As another example, we can look at children. One of the greatest blessings I have in my life is being able to watch my children learn, grow, and progress. To be honest with you, I get more fulfillment in my life watching my children learn and grow than I even do at hitting different revenue milestones in the business. I know that definitely when I’m on my deathbed, I am going to be more proud of my accomplishments of my children and who they have become than any revenue number that I am ever able to achieve in my business life.

Josh Hadley 00:06:24  Now, that doesn’t mean I don’t love business, because I truly do. But I know where some of the most lasting, deepest satisfaction in life comes from, and that comes from children and growth and family. And so with that, guess what? Having children definitely was a leap of faith. In fact, it was a sacrifice because instead of life being about all about me or all about just my wife and I, now it turned into, hey, now I’ve got multiple people in my life that rely upon me and I need to sacrifice sleep, my own personal time. Even, you know my fitness goals and some of my own other personal goals need to be set on the back burner in order to prioritize my family. But by taking that leap of faith, I have been able to experience some of the greatest blessings and joys that life has to offer us while we’re here. And so, with that being said, it’s these same principles that we are able to experience in life that then apply to business.

Josh Hadley 00:07:19  So that’s the question that’s begged to be asked here. How do I know which of these opportunities are worth me? Taking a leap of faith for because is every business opportunity that comes your way the best opportunity or the right opportunity? No. Frankly speaking, it is not. So let’s dive into some of the business examples where you have been forced to make leaps of faith in your own business. Some of those have been product launches. There are an infinite number of products that are out there that you could choose to launch in your business, and especially when you launch your first product, you don’t have a lot of proof that this is going to work yet. You take that leap of faith and then again the data comes back. The money comes back and you get rewarded for taking that leap of faith. But the question can be asked. So with infinite products to choose from, which is the right product to choose? What is the best product to choose? Same thing goes for when you’re shipping samples to TikTok creators, or to affiliates or influencers.

Josh Hadley 00:08:18  At first, you’re just going to give them a sample out of faith and hope that in return, it’s going to be able to generate some sales in your business. But you don’t know. You don’t have exact proof, especially on that first creator that you’re giving a sample to. However, in time, you are going to know whether that you’re going to get the data, you’re going to get the money back. You will know whether that was the right choice or not. Same thing applies to different sales channels. There are multiple sales channels you can focus your time and energy on. Could be Walmart, could be Etsy could be and could be TikTok or it could be Amazon. So how do you decide between these good, better, and best options of where to put your time and your money and your energy? And then last but not least, you’re hiring new people. You’ve got lots of good candidates that are going to come through. How do you know who’s the good, the better and the best, and most importantly, the right option for your business.

Josh Hadley 00:09:08  So with all of that being said and done, all of us are making faith based decisions on a daily basis for our business, and we do, on a regular basis, have to take those leaps of faith now before we ever take a leap of faith, here are the three decision frameworks, or the questions I ask myself before I ever move forward with any opportunity that’s presented in front of me. Question number one will this create more money or revenue for the business? Question number two will this create more leverage in the business as an example, being able to have more output. Can I launch more products. Can I manage more products. Do I as the business owner, do I get to be worked out of the business so I’m not as dependent or reliant in the business. And then the third and final question does this protect the business downside. Meaning does this initiative or opportunity, does it reduce an outstanding risk in the business from a legal standpoint or a liability standpoint? Those are the three questions that I ask myself.

Josh Hadley 00:10:12  And before I ever say yes to any opportunity that’s presented to me or comes across my mind, I have to go through, and each of those opportunities has to have a check mark for at least one of those three questions. Sometimes you’re going to have an opportunity that could even check all three of those questions and check those boxes. If so, that’s a pretty good indicator that that’s a really good opportunity that sits in front of you. Oftentimes, some of the just decent or average opportunities are barely able to check just one box. So let’s go back to the bigger decision that I have right now, which is, hey, I’m trying to hire a director of HR, and I’m also trying to hire a director of e-commerce. If push comes to shove and I’m only able to hire one person right now? Who is the right person? Who is that bet that I should put all my eggs in one basket to move forward with? Well, let’s answer these three questions for each of these roles. So let’s talk about the director of e-commerce.

Josh Hadley 00:11:08  Their goal ultimately is to grow revenue. So question number one can this opportunity create money and revenue for the business. Absolutely. Check for that opportunity. Question number two can this opportunity create more leverage inside of the business, i.e. does this allow us to streamline or increase our output or work me out of the business and have less dependence upon me in the business? Again, I’m going to check that box and say yes, absolutely. Because right now all of the strategic growth ideas are coming from me in the business. Well, if I bring on a director of e-commerce and they’re responsible for growth and ultimately revenue, they are going to become that that leader, that the existing team that reports to me would then report to this new leader. So absolutely, it’s going to create more leverage, even for me as a leader, to then take a load off of my plate and then be able to go focus on even bigger growth initiatives in the business. Third and final question is, does this protect the business downside in some form or fashion? Right.

Josh Hadley 00:12:08  Does it reduce my legal risk? Does it reduce my liability. And I’m going to check that box and say, yes, it does. Because guess what. They’re then responsible for hey, are we compliant on our website with all the different laws regulations. Are we compliant with sales tax and are we compliant with our liability insurance, etc.. That’s an important aspect of the business. And so yes, that is going to reduce some potential risks and threats in the business. That person’s going to own that. So I’ve got three checkboxes that say yes, this is an opportunity worth considering. So that’s all I’ve now gone through that and I said yes. It’s not only checked one box, it’s checked three boxes. So it’s a pretty good opportunity thus far, but I’m not yet finished. Let’s go through the director of HR. Okay. Director of HR. Here’s what they should be doing. They should be recruiting some of the best talent out there, helping us find and identify the top 0.01% talent. And most certainly that could grow revenue in the future.

Josh Hadley 00:13:07  Yeah. Okay. Well let’s go through each of these three questions. Number one, does this role specifically add revenue or sales or money into the business. And right from the onset, I have to answer no. In 90 days, this role is not generating revenue for the business. Now a year from now, two years from now, I would say yes, they are the you know, it’s like the cart before the horse or the chicken and the egg problem. First I need to have the egg before I get the chicken. Well, okay. This is a this is an opportunity where maybe it’s a longer term risk play. So I’m going to say no with the caveat of yeah I think it does lead us to future revenue and sales. But that’s probably like 12 to 24 months out from now. All right. I’ve noted that. Next question. Does this create leverage in the business? Oh, you most certainly know it does. Instead of me having to jump on the majority of those interviews and, you know, running the overall recruiting process and helping generate the case studies and vetting the talent that is coming through.

Josh Hadley 00:14:11  Yeah, that that person would take a load off my shoulders and it would give me more time back onto my plate. So yes, it does create leverage and it reduces founder dependency in the business. That’s a big check. Third and final question does it reduce risk in the business from a liability standpoint? Yes, it can make sure that we’re complying with all of the hiring rules that we should be abiding by. it could also make sure that we’re abiding by all the different states that we might be hiring from. And are we in compliance with their different regulations? So yes. Now, how big are those outstanding risks right now? I would say the relatively small, especially if I compare them to the outstanding risks that our sales tax compliance or website compliance, things like that, that are actually generating revenue. So I’m going to give that one like a partial check for the director of HR. So for the director of HR I’ve got like let’s call it one and a half check check boxes marked off here.

Josh Hadley 00:15:05  And then revenue I know is like kind of like a distant opportunity for this. Well, I’m not done here. That’s just the first framework that I walk through. So part two of my framework is now I need to ask another three questions. And it’s not even just myself asking questions. It’s getting very specific metrics to be able to answer the following three questions for every opportunity that I’m faced with. So let’s go back to the director of E-commerce role. It’s got three checkboxes in Decision Framework number one. But now let’s go to Decision Framework number two. I’ve got three other questions I’m going to ask myself. Number one is my downside capped. So first question is yeah is my downside capped I would say yes. With a director of e-commerce. What is the worst case scenario look like. Well I only hire people initially for 90 day periods of time. They don’t actually earn their job until they reach day 90 and have proven that they have owned or earned the job. So my downside is pretty much protected.

Josh Hadley 00:16:04  My downside is whatever their monthly salary is. Times three. Worst case scenario, that’s where I get. Now I also need to factor in maybe opportunity cost conflict with inside the business. If I bring on the right person, maybe that pushes somebody else out the door. All right, so there is some meaningful things I need to be aware of. But overall I would say like yeah, I have a pretty protected like downside risk here. Question number two. What is the upside potential of this decision. Is this like a small incremental upside of. Yes, I think we could generate a few extra thousand dollars. Or is this like, hey, no, this role is going to be responsible for bringing in extra X millions of dollars per year. Well, in this case, for the director of e-commerce, it most certainly is somebody that’s responsible for ten plus million dollars of additional revenue growth in the business. So I’m going to say like the upside is very, very large. And so when I compare that to the risk that I’m taking, which is only three months times their salary, let’s say I’m giving them 10,000, even $20,000 a month.

Josh Hadley 00:17:07  Let’s go on the high side, $20,000 a month. After three months, that’s $60,000. But my upside is, over the course of a year, they better be bringing in an extra few million dollars. So if that’s the case, I see that as a big upside. Third and final question do I get feedback fast? Okay. In this example I would say yeah, I’m going to get feedback pretty darn quickly. This director of e-commerce should be able to light up specific ad campaigns, double down on certain sales funnels, or be able to turn us on to additional sales channels or advertising opportunities that we’re currently not taking advantage of. And if that’s the case, I’m going to be able to know pretty darn quickly. I’m going to leave that at about day 90. I’m going to know whether this is going to pay off or not, whether I’m going to see the millions of dollars in growth in revenue, or it’s just a few thousand dollars of just optimization that have been built into the business. So as I go through that, I’m looking at, wow, I have a pretty big upside with this role.

Josh Hadley 00:18:06  I have a very managed downside. And then last but not least, I know that I’m going to have fast feedback and I know when that feedback is going to arrive so that I can hold myself accountable. And at day 90 say, yes, here’s the data and here’s why this was the right decision or it was the wrong decision. Now let’s flip that over to the director of HR. Director of HR. Is my downside capped? Yeah I mean same thing if this person’s not the right fit by day 90 I have their monthly salary times it by three. So that’s my downside. Arguably it’s equal to that of the director of e-commerce. Right? I also have, you know, opportunity costs and all of that factored in there okay. Is the upside big enough? Well let’s think about that. Is the upside big enough? I can in my mind I can argue that and say, yeah, because it’s going to then be able to unlock me finding, you know, the next, CFO for the business or it’s going to find the next growth manager for the business or the next amazing PPC manager for the business.

Josh Hadley 00:19:10  That’s going to improve my overall advertising efficiency on Amazon. Okay, great. But as you can see, I’m not giving you specific, measurable numbers. I’m not able to tell you like, oh yeah, hire this role and 50 million in revenue. No. Like I’m really going out on a limb here to say, yeah, I believe that it will unlock finding the right people. It will make the business more efficient, etc. however, that’s not the constraint of the business right now. Okay, so my third and final question is do I get feedback fast? And the short answer to that question is no, I don’t get feedback fast, especially as it relates to any amount of upside that they’re bringing to the business. I’m looking at, like I told you earlier, 12 or 24 months. Best case scenario to where that’s actually reaping dividends in terms of bringing money or revenue into the business. All right. So now that I’ve gone through like this second portion of this decision framework, I can now look back and say which of these has a lower downside risk and a bigger upside, because ultimately, if you were to go place investments in the stock market, are you going to want to place bets on the stock that can grow a thousand x, but only has a downside of, you know, just losing 10% of your investment? Or do you want to go place the bet on, you know, hey, this can maybe double, but the downside is only 5% of your investment.

Josh Hadley 00:20:33  Well, I’m going to take that risk adjusted return on the 1000 x return for a 10% downside. So that ultimately is what business is and that is what faith is. Do I know the outcome or the proof of any of these opportunities? No, I don’t know them yet. But faith is not just taking a wild, blind leap of faith. Faith is actually like disciplined strategy and planning before it’s actually taking that step forward. And that’s one of the most important principles of business. So ultimately faith studies things out. Foolishness just acts out of impulse. And that’s the important principle to take away. Initially, I was conflicted between these two very different roles and opportunities. And to be honest with you, one of the reasons why I’ve been adamant of trying to hire a director of HR is because I went to a mastermind meeting, or I saw some podcast, or listened to one that had talked about, hey, once you cross X million in business, your business then turns into more of a recruiting machine and HR and team management, then it is, you know, more than anything else.

Josh Hadley 00:21:44  And so I heard that I implemented that into my mind and said, oh, then surely if you have an internal recruiter, I need one for my business. But then when you utilize these decision frameworks, it allows you to more carefully study things out in your mind to then be able to distinguish between good, better, and best opportunities for your business. Now I want to wrap things up by saying, look, at the end of the day, we are all faced with good, better, and best opportunities on an ongoing basis. In my business, every moment of growth, especially any exponential growth, has come from one moment where I took a big leap of faith amongst competing priorities. Let’s talk about that. Number one, when we launched one of our hero SKUs in the business, it was competing against multiple other product opportunities. And here was the challenge. The other product opportunities had lower downside risk because the MOC and the cost of goods for those products were much smaller. But the upside in addition to that was also much smaller.

Josh Hadley 00:22:56  Okay, I could maybe double my investment, but my downside was relatively managed. Okay, great. And honestly speaking, for the first five years of the business, it was a lot of just like single base hits as we launch new products. And so that that was my original framework. But we never launched a hero product until I looked at an opportunity that said, wow, this has a lot of upside. However, it’s going to require me to have like a bigger downside risk as well. The cogs were some of the highest cogs that I have ever paid for for a product. In addition to that, and I’m referring to like it was a 400% increase to the amount of like Cogs that I was normally paying for any new product launches. And on top of that, I had to order more inventory. So I’m going in. I’m taking a much bigger bet than I’ve ever been making in the business, but the upside was much higher now. Not every single product bet that I’ve taken that is, you know, hey, higher risk, high reward has paid off, but any of the significant hero SKUs that have come out of our business have always been amongst competing priorities of lots of smaller bets, smaller opportunities.

Josh Hadley 00:24:05  And it’s always those bigger upside opportunities that have broke out and then have been very formation for the overall business. Let’s talk about TikTok shop. At one point in our business, Amazon, and just the way you rank and stay ranked and stay relevant on Amazon was starting to break because of all the overseas sellers and race to the bottom pricing. Okay, well, guess what I had to do because the model was breaking on Amazon. I had to take a leap of faith. For me, that leap of faith was amongst competing good opportunities. Hey, do I go and either a start a new business or a new brand launch completely different products? Or do I go try to get sales on other sales channels such as TikTok, shop eBay, Walmart, or do I go into retail and do a bigger push into retail? Because there’s people that their entire business model is all about wholesale and they’re doing exceptionally well. Well, all of these things had competing priorities. They had different upsides. However, there was one that stood out that had a relatively low downside risk with, in my opinion, almost an infinite upside.

Josh Hadley 00:25:13  And that was TikTok shop. Now, at the time, we were cashflow constrained. It was a difficult like we had to go out on a limb, like even sending out 100 product samples at the time was stretching us. And so we did that. We did it because the upside was so dramatically higher than any of the other opportunities that were in front of me that I said, hey, for this thousand dollar test, the upside could be another million dollars in revenue almost in the next 90 days. If we do this right, that’s what other people are seeing. On the flip side, you know, look at retail and it’s like, well, that’s like a two year, three year play at best. So like the timeline and the turnaround was just so long. So that’s how we chose TikTok. And we went out on a limb and we did it. And within 30 days somebody had gone viral. And then we just continued to double down after that. My final example that I want to share with you is when we got on to Shopify.

Josh Hadley 00:26:08  In addition to that, we had multiple sales channels competing for our attention. Cian was doing okay for us. Teemu wanted more of our attention and also Walmart. And so it was how do we decide between all of these other marketplaces where we’ve had some success, or Shopify, which frankly speaking, is kind of a completely different animal? Well, we went through all of the upside calculations between all of those different sales channels that we could potentially get into. And again, Shopify stood out as, hey, even on Walmart, my upside is maybe 10% of what I could do on Amazon. Well, what is the one sales channel that could do match exactly what I’m doing on Amazon, if not actually even, like, produce more results than what I’m doing on Amazon. And that was Shopify. And we went in with a very deliberate test of, here’s $10,000 of ad spend and here’s 30 days. Hey, you know, and I assigned it to one of my team members, and I said, you got 30 days.

Josh Hadley 00:27:05  Here’s your budget. Go at it. And sure enough, we went out on this. We took this leap of faith, and we produced a five Roas right out of the gate with our initial offer. And so that’s the principle that I want to share with each of you today, is that you’re going to be faced with competing priorities and opportunities on an ongoing basis, not only in your personal life, but in your business life as well. And so it’s being able to distinguish between the good, the better and the best opportunities. Just because somebody says, this is what I’m doing in my business, doesn’t mean it’s the right thing for you and your business right now. So for me, that’s the decision framework. I summarize it by this. You have decisions number one, two and three that help you identify. Does this create more money in revenue in the business? Number two, does it create more leverage in the business. And number three, does it protect the downside risk in the business.

Josh Hadley 00:27:52  If you can check all three of those boxes, it’s time to move on to the next decision framework, which is ultimately is my downside cap. What’s the upside potential? And finally, do I get feedback fast enough? As you use all six of these questions in tandem, I know it’s going to point you in the right direction to be able to say, wow, look at this upside. Look at the questions that we answered yes to compared to the ones where we had to say no, you’ll be led to the right opportunities. If you found value in this podcast episode, make sure you go share it with another operator who needs to hear the same message, or standing on that precipice of needing to take that leap of faith into a sales channel or a product launch that they’ve never gone into before, use this as a framework to move forward. Faith is a principle of life, and it’s something that we have to exercise over and over again. Faith is not certainty, but faith is disciplined action before the clarity comes.

Josh Hadley 00:28:45  So move forward in faith. Do it on a calculated basis. That’s what God asks us to do, and we’ll see you next time.