Mastering the Mindset of High Performers with Bill Caskey

In this episode of Career Coaching Secrets, our guest is Bill Caskey, a renowned sales coach, leadership trainer, and podcast host known for transforming how professionals think about success, selling, and personal growth. With decades of experience helping high achievers and business leaders reach their potential, Bill shares powerful insights on shifting from external validation to internal mastery, building confidence, and leading with purpose. From rethinking traditional sales mindsets to developing high-performance habits, this conversation is packed with wisdom for anyone looking to elevate their career or business results.

You can find him on:

https://billcaskey.com/

https://www.youtube.com/@BillCaskeyTraining

https://www.linkedin.com/in/billcaskey/

“How to Build Your Personal Brand to Attract Clients.” : https://billcaskey.com/personalbrand

Transcript

Bill Caskey: 0:00

The number one thing is uh in sales that we've adopted and I teach, no matter who, because I work with businesses, I work with individual coaches, but you know, across the gamut, is we have to define what it means to sell. And he taught me and I've taken it and kind of stretched it out even more, is that you're in control, but it it's the customer's problem that should be at the center point. You must obsess with your customer's problem more than they do. And by obsess, I don't mean like when you're in the sales process talking, but but you've got to be constantly thinking about what are problems that our customers have right now? What are problems that are just really impacting them and their well-being and their financial situation? And how can we talk about that in an organic way and how can we bring solutions for that? Most people aren't obsessed with customer problems.

Davis Nguyen: 0:46

Welcome to Career Coaching Secrets, the podcast where we talk with successful career coaches on how they built their success and the hard lessons they learned along the way. My name is Davis Wynne, and I'm the founder of Purple Circle, where we help career coaches scale their business to $100,000 years, $100,000 months, and even $100,000 weeks. Before Purple Circle, I've grown several seven and eight figure career coaching businesses myself and have been a consultant at two career coaching businesses that are doing over $100 million each. Whether you're an established coach or building your practice for the first time, you'll discover the secrets to elevating your coaching business.

Kevin Yee: 1:18

Welcome to Career Coaching Secrets Podcast. I'm Kevin, and today we are joined by Bill Kaske. He is the founder of Kaske Training. He's been a coach for over 35 plus years. Welcome to the show, Bill.

Bill Caskey: 1:30

Thanks, Kevin. Good to be here. Thanks for what you do on this podcast too.

Kevin Yee: 1:34

Yeah. You know, one of the things I'm always so curious about, especially with people that have been in an industry for quite a while, is the origin story. The lore. How did you get started with coaching and turn it into a business?

Bill Caskey: 1:46

Well, I got out of school and got a job in sales, and I didn't know what I was doing. And it showed my results were awful. And I job hopped from one job to another thinking it was the job that was the problem until one day you wake up and realize you're the problem. And I didn't really know how to sell, and yet I was put in these, I was selling high-ticket caterpillar equipment and you know, $100,000, $500,000, and I didn't know what I was doing. I mean, I I did okay because I worked hard, but I had no technique, I had no strategy, I had no principles that I lived by. And so I did that for about eight years. And finally, when I hit 30, I I realized that if I didn't get help, I was probably going to an at least her the rest of my life and be in the middle of the stack rank. And I played basketball in high school and college, and I was always a high achiever, or at least I thought I was. And for a you know, short white dude, I I could jump pretty high. And so I will always took achievement seriously, and I just couldn't get sales. And so I started a long journey to understand what selling was, what it wasn't, what's the psychology behind it, and why is it that people don't like the profession? What is there about the profession that causes people to kind of like, oh, I'm not in sales, or no, I don't want to be in sales? And I realized pretty quickly that it had nothing to do with the profession. It had to do with all the stereotypes around the profession. And so I took it upon myself. My mission for the last 30-some years has been to blast all those myths away about what selling is and what we've been taught it is. Let's put a new, let's reinvent it. And let's say let's let's have a brand new startup, what sales and what selling is. And so that's what that's my mission. That's what I've been on here for the last few years.

Kevin Yee: 3:26

What are some of those stereotypes, by the way, that come to mind?

Bill Caskey: 3:29

Well, the stereotype of uh, you know, pushing and pressure, the stereotype of uh convincing and persuading. Didn't people think that their role as a salesperson, as a coach, I know you have a lot of coaches and creators and trainers and advisors that listen. And there's this temptation to drop into convince and persuade mode and defend mode and convince mode, and you know, here's why you should be buying from me. There's no better way to screw up a sale than start there is to have the attitude that I'm here to convince somebody to buy from me because what happens is you get resistance. There's immediate resistance. People can feel it. You think you're hiding it, but you're really not. People can feel that. So that those are a couple stereotypes. And I talk with a lot of younger people because I have a couple of daughters who are in their 20s and 30s and 40s actually now. And this is after living with me and growing up with me and hearing my stuff and hearing the podcast. A couple of them, they work for me, so they kind of understand, but they still have this stereotype and they still like I don't want to be in sales, and I always feel like, man, it's the easiest profession in the world. It's easy. Why don't you want easy? But the stereotype, uh, the stronghold runs deep.

Kevin Yee: 4:39

How did you kind of start dissolving like those beliefs?

Bill Caskey: 4:42

Well, I had a coach that I hired. I started a training business when I was 31, 32, because I felt like if I was going to learn the ins and outs of sales and really make it a livelihood and make it a craft, I was going to have to have some coaching. And so I found a coach just luckily who I still in contact with today, and he helped me rethink selling. And we can get into some of what he taught me, but he really was the foundation that you know that really spurred me on to be able to build something that was different than what everybody else was doing. So it was happenstance, it was just luck. You know, I ran across this guy and he ran across me and we became friends, and then he coached me because he was doing this for a lot of other coaches at the time. And that's, you know, sometimes people come across your path and you look back and like, well, had I not met him, my life wouldn't be the same today.

Kevin Yee: 5:33

And so I'm also curious, you said that some of the stuff that he was teaching was a little bit different. What were some of those like different approaches?

Bill Caskey: 5:40

The number one thing is uh in sales that we've adopted and I teach, no matter who, because I work with businesses, I work with individual coaches, but you know, across the gamut, is we have to define what it means to sell. And he taught me, and I've taken it and kind of stretched it out even more, is that you're in control, but it's it's the customer's problem that should be at the center point. You must obsess with your customer's problem more than they do. And by obsess, I don't mean like when you're in the sales process talking, but but you've got to be constantly thinking about what are problems that our customers have right now? What are problems that are just really impacting them and their well-being and their financial situation? And how can we talk about that organic way and how can we bring solutions for that? Most people aren't obsessed with customer problems. They're obsessed with their own products, they're obsessed with how quickly can I make the sale? What do I need to say to make the sale? It's no wonder that salespeople are some of the least respected people out there because it's always a game. I mean, a lot of sales trainers even talk about the game, but the game that you play on somebody. And I just don't think you need to. So part of that is rewiring the entire buyer-seller dance away from it's up to me to convince them, it's up to them to convince me. It's up to them to convince me they have a problem that they want to solve. If they can't convince me of that, I'm out. There's no reason for us to stay in a buyer-seller relationship. So we flip the script on traditional selling and it works. And it takes some courage, takes some training, but once you make that switch, everything gets easier.

Kevin Yee: 7:15

I love it. Nothing turns off a buyer more than commission breath, in my opinion.

Bill Caskey: 7:19

This morning I got an email from a client who was sending an email to his prospect who was looking at between them and somebody else, and he had narrowed it down to two vendors, and this is a significant deal. And my client had had several meetings with them, and at the last meeting, the guy introduced the fact that he was looking at somebody else. And so my client writes this long email to this guy, and I've only been working with my client for a couple months, so I'll excuse him. He writes this long email, which just what you said, there was commission breath all over it. It was needy, it was desperate, he was attached. Even though he would say things in the email that he was trying to get across that he wasn't attached, but it was just evident. And so I said, Man, you you know, let's rethink this whole thing. And maybe his best, maybe the customer's best bet is to go with the other vendor. Maybe because he knows him better than he knows you, that's cheaper. So there's a lot of reasons he would go for the other vendor. Why don't you call him and say, look, I think you should go with the other vendor? You like their pricing better, you like the guy, you have a family relationship. I don't even understand why I'm in the in the mix. I'm not sure why I'm in the game. I'm higher priced. You know, I believe we're gonna bring value, but you haven't gotten there yet. So why wouldn't you just go with the other vendor? And he's like, Oh man, I don't know if I can do that. It's a big deal. I said, Well, this email right here ain't gonna get you there. This email's not gonna get you there. This email will cause a guy to go the other. So you got nothing to lose. You're down, you know, 7-1 in the ninth inning here. So you gotta change the game. And I always talk about changing the game. The game of convincing and persuading should not be the game you're playing. So, anyway, that's just an example of uh that.

Kevin Yee: 9:08

That's so beautiful because both parties are thinking about that. And it reminds me of the Chris Voss accusation audit of like putting everything out on the table and whatnot, and just having conversation about what's not being said. Yeah, I love that.

Bill Caskey: 9:23

Yeah, that's true because you know, two people come together, there's a buyer and there's a seller. They come together because maybe the buyer has downloaded something from the web, or maybe the seller made a cold call, but there's a reason these two people have come together. And if you get in the way of the reason, the etheric existential reason that you two people have come together, if you get in the way, which salespeople do all the time, they get in the freaking way. Just get out of the way and allow the customer to tell you what their pains and issues and problems are and how much they're costing them and help them explore alternatives. I've got a client right or a prospect right now who I was talking with for a couple weeks and he went cold. He went, you know, you've had you've had it happen before probably. Crickets just ghost me. And so I sent him an email and said, Hey, I've sent you a couple emails. I'm assuming that you have made another decision to go elsewhere. That's cool. I'm here if you need me, but I'm not gonna keep uh pestering you with my follow-up emails because that's not healthy for anybody. So I just wish you luck. If you want to chat, I'm fine, but you know, you should go do what you want to do. He called me back about an hour later and he said, Bill, I am so sorry. I am so sorry. I have been sick for five days. I've got some kind of plague, some kind of COVID, I don't know what it was. And he says, I am so, I apologize. We're gonna do this. Let's set a time. In fact, we're meeting right after our call. Let's set a time and get this done. Now, he was sick, so I didn't know that because he didn't email me back and say, Hey, need to back off this, I got to get well. But had I not sent that email, I don't know what he he might have just forgotten about me. So, but the tone of the email is I want what's best for you. That's what I always tell my clients. I want what's best for you. If that means working with me, let's work together and let's have some fun and get it done. If what's best for you you think is going to a cam somebody else who does what I do and maybe you're gonna pay more, maybe less, done. You got to do what you want to do. And I mean that. I'm I'm not saying that so that he comes back and says, Oh, well, I like your cut of your jib, but oh, I think I'll work with you. I'm not doing it for that reason. I really do want the best. Now, there was a time in my life where I couldn't say that, but at my age, I've collected a few shekels, I'm good, I don't need the business. But that just attracts more people to you because you're you're not in need, you're not desperate. And so if I can teach anything to anybody who's listening, it's lose the desperation. It's not a good look on you, it doesn't work, it actually forces people away. So I'm rambling. I'll let you go. That's my answer.

Kevin Yee: 11:59

I love it because you know, I mean, I'm not sure if you know, but I I've been head of sales and like I study a lot of sales and stuff too, and I see so many similarities between the topic sales people, or more so advisors that I look at, right? And I love your vibe of a trusted advisor. Your email reminds me of this guy named Blair Enns, and he has a magic email and stuff like that. Very similar, very, very similar frame and all that too. I love that.

Bill Caskey: 12:29

I think there's a coaching, and I gotta be careful here because I know you have a lot of clients that are a lot of listeners who are coaches, but I think you have to be really careful in the sales coaching business because there's a lot of people who love the move of the email. Hey, let's just let's send them the breakup email. I know that's not what you're saying, but I hear a lot of that. Well, I'm just gonna send the breakup email. Like, no, the breakup email is a move. It's a move to get the customer to call you back and do business with you. There's no moves in my business. I mean, I really don't care if they work with me or not. If they want to work with me, I am all in on them. I don't believe in this in the move and the manipulation, and there's a lot of that crap out there. And I know it's not what you're talking about, but I would say if you're if you find yourself doing something because you think it's going to elicit a certain response, that's a move. Don't make moves on people. They sniff it out a mile away.

Kevin Yee: 13:19

You know what's really interesting, like, and then we'll move on to the next question, but it's really interesting because I noticed a lot of similarities between sales and like the dating worlds, right? Where you have these manipulative, like pickup artists using tactics and manipulation tactics. And then there's the other route of people just being not desperate. I don't know what the word might be centered. I can't think of a better adjective for it, but it feels a way more authentic uh versus like manipulating someone into a deal or a date in this case.

Bill Caskey: 13:53

I think it is the same. I think it's exactly the same. And so when you think about dating or sales, the first question is how are you bringing value to the other person? Are you bringing any value, or is the only value you're bringing if they decide to pay you money, and then you'll deliver the value? I think we live in a world today where you've got to be delivering value up front. That's right. And you don't have to deliver all of it, but you have to have something. Like I do a podcast every week, and I've got two podcasts actually, a weekly podcast. And I feel like every week we're delivering value. We're not, you know, some of these podcasts they sit around and talk about stuff, and after 10 minutes, you're like, are you gonna get to the point? Or is this gonna be just babbling between two humans? I believe that you have to bring value, whether it's a video or whether it's a podcast like this. And hopefully you're we're bringing value today to people. But if you only expect the customer to believe you, if you're gonna bring value only after you get paid, one of your competitors is bringing value up front before they get paid. And that's who they're gonna choose because that's reciprocal and there's a trust, there's more of a trust there, as you said.

Kevin Yee: 14:55

I do want to touch upon something. You mentioned that you work with a lot of businesses and coaches, and you mentioned that you have this like weekly podcast where you deliver value to the listeners. Let's talk about marketing. What kind of marketing are you doing right now? Is that your main marketing strategy at the moment?

Bill Caskey: 15:11

Yeah, podcasting is our main, it has been for years our main marketing strategy. Almost all clients that come and work with me or they bring me in to work with their team came from a podcast. Or they come to a webinar or they get on my email list and then eventually things get forced into the podcast. So podcasting to me is the holy grail of marketing today, especially for coaches. It's the holy grail. It's cheap. If you're good, you got to get good at it, you gotta have good guess. Well, I don't know if this is present company, you better have good guess. I'm not sure if I'm one, but you have to have good guess, you have to have something to say, you have to be interesting, you have to get in, get out, don't belabor things. But if you do that, if you're a coach or a creator of any kind, and you don't have a podcast, you're missing a key ingredient of marketing. And I don't think it needs to be Joe Rogan-esque. I don't think it needs to be 10 million people. It could be a hundred of the right people. And if you can get that, make that work, then podcasting is a great marketing tool. We also do webinars. We do, got one tomorrow, in fact, that we do, we try to do at least one a month. I have kind of a love-hate relationship with webinars. Sometimes they're awesome and sometimes they fall flat. The you know, it used to be that you had 200 people sign up for a webinar and 150 would come. Now you're lucky to get 40 or 50, 20%, 25%. And even though it infuriates me, I think, well, I sign up for a lot of webinars that I end up not attending. So, you know, I'm a hypocrite if I tune down on it.

Kevin Yee: 16:41

I wanted to actually piggyback on the webinars because you mentioned you have a love-hate with webinars. And so, how do you make your webinars super valuable and not like cookie cutter like the other ones?

Bill Caskey: 16:52

Well, the format is really just a telling my story, which you heard a little bit of today when we started, sharing the observations that I make in the marketplace. So I feel like I have a luxury box overseeing what's happening in sales and marketing today that most people don't have because I work with so many companies and I have this podcast and I get a lot of questions. So I always start with observing. Here's my five observations. And those observations are typically painful observations. Like one observation I make is that most companies don't have a lead generation system that puts people in the pipeline. And so they rely on referrals or they rely on just happening to show up at Starbucks when a person who's a prospect shows up there. And I think if you're not generating leads and having a systematic way to do that, and so that's one of the observations I make. I make these observations and I go into action. I say, look, here's one thing you can do. I don't overwhelm them, I don't tell them there's 20 things you can do. I say, here's one thing you can do for each of these observations. If any of these clicked with you and you feel that it would make sense for us to have a conversation, here's what typically happens next. I will send you an email, we'll get on a call. Here's what happens on that call. If you decide to work with me, here's what working with me looks like. So it's all very straightforward. I don't do a lot of clever, you know, stack a thousand bonuses. I don't do that crap. I mean, I'm not saying it doesn't work, but you know, yeah. What's that?

Kevin Yee: 18:19

I hate that. Like ever since ClickFunnels made it, like that the value stacking, the value offer stack, it's just too much noise. I feel like these days buyers are a lot more nuanced, they're a lot more sophisticated, and they see past those manipulation type things and they don't appreciate it. No one likes it. Even if you're a sophisticated buyer, no one likes going through the value stack. I never hear anybody like, hey, I love that process, you know. At least that's my opinion.

Bill Caskey: 18:46

In fact, one thing that I do up front, and I don't know if this is right or not, but it works seems to work for me. If there's a price to something like tomorrow, I'm doing a webinar for a book that I wrote called 12 bold moves, position this webinar as an implementation webinar. So anybody who has downloaded the book, bought the book, downloaded the audio, they get invited to this. So we got about, I don't know, 50, 80 people coming. So on the back end, I'm selling a $97 a month program called Insider. And it's where I train this group for an hour and a half every month talking about a specific topic that is counterintuitive. This is new stuff you're not going to hear anywhere else. And so I'm going to make that pitch at the end. But I'm going to start tomorrow with, I recommend you do this if you're a coach. Forget about the stacking of bonuses and say, look, at the end of today, I'm going to make you an offer, and it's going to be X amount of dollars. And the reason I tell you that is because if it were me, I don't want to be sitting here knowing there's an offer coming and not knowing if it's $30,000 or $50,000 or what it is. I'm just going to tell you right up front. You have to decide then throughout this next hour whether it's worth it or not. You may decide it is, you may decide it's not. That to me is a more human way to run webinars where you're promoting something at the end. If you're just promoting a booked call, like an appointment, then you can say that too. At the end, you'll get a chance to get on my calendar. You may want to, you may not. I think that's the future. People are have been through the whole bonus stacking to where they're not they're not open to that.

Kevin Yee: 20:17

I've actually had the same approach where like I have a minimum level of engagement. We talk about pricing very early. I learned that from Blair Enns and my friend Christo a lot. And so it's really interesting seeing your approach and how you approach it. I love the wording that you use too, like that you just provided. You know, in sales, I think a lot of people are taught to always reveal that and don't reveal pricing. Where do you feel like that came from? What are the origins of that?

Bill Caskey: 20:43

That's funny because we're doing uh one of our insider topic for next Friday is is on that very topic. When do you have the money conversation? How do you have it? When don't you have it? You know, there's several different scenarios. I won't get into that, but where did it come from? I think we're just naturally reluctant to talk about money. And yet the customer knows that if they're gonna buy, it's gonna be money. We know that if we're gonna provide a solution, there's gonna have to be some money there. I don't know why, but I'm we're all guilty of it, especially if the customer thinks it's gonna be $500 and it's fifty thousand dollars and you know that up front, you're gonna have some anxiety about it. And so one of the things that I will be talking about next Friday is here's the rule. Always be willing to talk about money. Always be willing to do it. If the customer up front says, well, how much does this cost? I'll talk about money. I won't talk about specifics about money, but I'll talk generic because I may not know how much it costs early in the process. I mean, if you're getting ready to consult with somebody on YouTube or marketing and you don't know what they're trying to accomplish, how in the world can you price it? The idea here is to never avoid the money conversation. Just never avoid it. It's it's inevitable, it's gonna happen. Now it's better if you can control when that happens, but I would never leave it until the end. Never.

Kevin Yee: 21:58

It just feels like, of course, you you do bring up a good point where, you know, like, how do you know like how much is something gonna cost if you don't you're not even clear about the problem quite yet?

Bill Caskey: 22:08

That's right. That of all the things that we talk about around money is the critical ingredient because if you don't understand the cost of the problem or the cost of not solving the problem, and you don't know what it's gonna cost the next five years if they decide. I got a a guy that I talked to here about a month ago. He's got a five million dollar business. He wants to get to twenty million in the next three years. I talked to him five years ago, and guess what? He was a five million dollar company wanting to get to twenty million. So here we are, fast forward to today, he still hasn't done it. And now he wants to bring me in to fix this problem and and get more. And I said, Robert, I want to help you. But we sat here five years ago or whatever it was, years ago, and talked about this, and you've done nothing with it, so I don't know how committed you are. Once he says, Oh no, I'm committed, then we start to understand the cost of the problem. The cost of the problem is fifteen million dollars a year. This problem has cost him a lot of money. Now, I'm not saying that I can fix it in one year. I can't. I mean, that's a stretch to 5x year business in one year. But we can fix it. We can get there. But I think you're right, Kevin. I think we need to be much more focused on the cost of the problem rather than the cost of the solution.

Kevin Yee: 23:22

Yeah. And it's really interesting too because it also reminds me of dating where someone might bring up a red flag about like money that might be in a tough situation. And if you just push it on the rug, you're gonna have to deal with it at some point in time as well, you know. So might as well talk about it.

Bill Caskey: 23:38

I don't have any budget for that. I mean, you hear that a lot. I don't well, I don't have I've got a million dollar problem. I got a budget for the million dollars I'm losing every day, but I don't have any budget to fix it. Well, that's is that's absurd. That's idiotic. I always say if you're if the CEO of your company had his family kidnapped and the ransom was ten million dollars, I guarantee you he or she would come up with a way to pay it. But you're constrained by budgets, so you're not the CEO. So now you're looking at the budget and say, well, where's the but you're not looking at the cost of the problem. And until you do, I can't make the budget work because you don't have any budget, so why are we even talking?

Kevin Yee: 24:14

I do want to ask you something else, Bill, because you know they're salespeople, right? And we could talk about sales all day. But there is another element of pricing and offers. And of course, you don't need to give any hard numbers, but like I would love to hear your thoughts about how you go about pricing strategies for offers. Like, how do you because there's so many different ways we can price anchor? We can price anchor to you know how much it costs us. Some coaches do hourly, which I never like. Some do value-based pricing.

Speaker 3: 24:44

Yeah.

Kevin Yee: 24:45

But like, what have you kind of gravitated to over the years personally for yourself?

Bill Caskey: 24:50

Yeah, I think there's a mix there. I mean, you know, if I find that the guy has a million dollar a year problem that I think I can fix, I'm not going to charge him based on that. I'm not going to charge him a half million based on that, because then I'm charging other people a hundred grand. That just doesn't seem fair to me. So I like to have some integrity with pricing. My corporate work is a standard fee, $6,500 a month for six months. I work with people. It's only six months. Used to do a year at a time, or I don't do a year anymore. We do six months. And at the end of six months, we decide do we want to continue or not. And I find that six months is long enough to make good things happen, but not so long that they get tired of Bill Kaske coming in, because I can wear them out. I can be very tiring. I know it's hard for you to believe, but I can be. My wife would second that. Her words are, do you ever stop talking? So six months is the optimum. If they say I only want to do three months, then I might have to charge more during that three months, and I might say, okay, we'll do three. It's going to be a higher fee. But if they say one month, I will say, no, we're not going to do anything for one month. So that's my corporate work. Now it could go up, it could go up to $7,500 a month. It probably will in 2026 at some point. But six months probably won't. It won't go down, it might go up a little bit. And then I have a public program called Insider. It's a $97 a month membership. I show up once a month, and there's about a hundred people in that. And I'm going to get that up to hopefully three to four hundred here in the next year. That's a nice revenue stream because I don't have to babysit anybody. There's no one-on-one coaching. And it's valuable because we do breakout sessions. They get something every week. There's a lot of content there for $97 a month. It's not much, but it's a good value program. But so corporations, they they don't want to send 12 people to that. They would rather pay six grand a month to have me come in and work. Does that help you on the pricing thing?

Kevin Yee: 26:46

Yeah, and I just have a follow-up question. How did you come up with six grand per month for the corporate clients?

Bill Caskey: 26:52

I used to charge less and I thought it was worth more. I find that that kind of business I work with, if you get up to 10 grand a month, it taxes the system a little bit. So I'm working with, you know, five to fifty, five to a hundred million dollar companies. I have a billion dollar company that I work with, but that's an anomaly. And based on the time, I have a certain amount of hour, hourly rate that I want to keep to. So that kind of fits into that idea. But yeah, it's more a guess and what the market will bear. I don't get too much pushback. If you're a $20 million company and you've got a $5 million problem, $6,500 a month is nothing. $40,000 for the six months and one sale is probably $30,000. So it doesn't really take a lot. And I always say that you should be looking at 10x return on this investment, and that's even low. I've got a client who I was a CPA firm and they brought me in a few years ago. We took them from $18 to $32 million, and it cost them about $100,000 to get there. We worked with them for a couple of years. And they still say it was the best investment because $100,000 sounds like a lot of money if you've never bought training before. But when you look at $12 million of extra revenue, it's nothing.

Kevin Yee: 28:03

I'm going to play devil's advocate.

Bill Caskey: 28:04

Okay.

Kevin Yee: 28:05

Let's go. Let's go. Why not charge more? I mean, obviously you're you don't seem to like credit to the city. I should write.

Bill Caskey: 28:13

I should. That's a good question. Maybe this conversation will cause me to bump that fee. What you charge is such a spiritual and emotional non-physical thing.

Kevin Yee: 28:23

Especially when it's your own offers, too, you know, versus other people's offers.

Bill Caskey: 28:28

True. And because there's only one of me, I only take five corporate clients at a time. So I'm only working with five to six at one time. So there is a scarcity factor too to that. I don't think I probably capitalize that like I should. And I also don't want to be traveling around the country doing plane flights here and there trying to serve people. I've done that. I love doing that. I'm too old to do that. I don't enjoy taking my shoes off, although I've noticed in the last couple months that's kind of all gone away. I'm also at a place from a lifestyle standpoint that I don't want 10 clients. I want five good ones.

Kevin Yee: 29:04

Last few questions. As you reflect on your business, your season of business right now, what are some challenges that you're kind of noticing? Maybe some challenges that people can't see outside looking at.

Bill Caskey: 29:14

Well, I think the, you know, if you look at my age, I'm not going to be doing this forever. I probably have five to seven good years left in me, assuming I'm I stay healthy, which I have been. So I got to figure out what do I want to do with this thing when I'm done? Do I want to just turn the lights out? I don't have a daughter or son that is interested in taking it. I got two daughters, but they're they have no interest at all. And so I've got to figure out if there's really anything saleable here, or you know, put more in your nest egg and then turn the lights out and say, okay, I'm done. Now I do think one thing that I would have trouble with is retiring 100%. I love creating audio, I love creating video, I love I love talking to people like you and brainstorming on ways we can help people become better. So I would miss that. That's Going to go away. I don't know that I'll always have five clients and 300 people in a program and probably not. So I don't know if that's a problem. It's just something I'm aware of and trying to decide what does that look like, you know, when I finally hang it up. I got enough good years in me. It doesn't really, I'm not obsessed with that.

Kevin Yee: 30:17

Bill, I wish we could go so much longer. I really enjoyed this conversation. I had so many follow-up questions that I like held myself back from asking. But one final last question for you. How can people find you and connect with you?

Bill Caskey: 30:31

Well, thank you for the interview. Thank you for having me on and for asking me that. Uh, Bill Kaske, C-A-S-K-E-Y.com. You'll find everything there. I've got a document here that I thought about promoting. You could help me promote. I'll send you the link to that. It's a document called How to Build Your Personal Brand to Attract Clients. So if you're in the client attraction business of any kind, your personal brand really matters today. We didn't get into that, but this document here will help you come up with a checklist and a guide. So we'll put that in. Uh the podcast is the Bill Kaske Podcast, creatively named. And then I've got YouTube channels and all, but go to Billcaske.com and you can find me on LinkedIn at LinkedIn.com slash BillCaske too. Lots of stuff.

Kevin Yee: 31:13

You know, this is actually one of my favorite podcasts this week. I feel like we touched upon so many things like your ideas on pricing, on what selling is, and it makes me reflect on like what are the things that I can improve on because I love learning from people who have been in this game way longer than me. So I know it's valuable for myself, but I assume it's going to be very valuable for the listeners here. So good. I just want to I just want to remind you though that thank you for the work that you do. Thank you for sharing all the insights on this podcast, and I appreciate the wisdom that you brought today.

Bill Caskey: 31:47

Thanks, Kevin. You keep up the good work too. I appreciate you. We'll talk soon.

Davis Nguyen: 31:52

That's it for this episode of Career Coaching Secrets. If you enjoyed this conversation, you can subscribe to YouTube, Spotify, Apple Podcasts, or wherever you're listening to this episode to catch future episodes. This conversation was brought to you by Purple Circle, where we help career coaches scale their business to seven and eight figures without burning out. To learn more about Purple Circle, our community, and how we can help you grow your business, visit JoinPurpleCircle.com.