Why Business Planning Fails ( and How To Turn Plans Into Practice)

[00:00:04] Welcome to From Barriers to Breakthroughs, the podcast that helps you create the life, business, and love you truly want. Not with silver bullets or magical pills, but by removing what's actually holding you back. Here's what nobody tells you about getting unstuck. It has nothing to do with what you know, but it has everything to do with that switch within

[00:00:28] that allows you to turn that knowledge into action. Your breakthrough begins now. Welcome to another episode of From Barriers to Breakthroughs. I am, as always, your host, Rebecca Mountain. I'm recording this at the end of October in 2026, and the year doesn't matter, but the time really does. And that's because at this time of year, most people who run their own businesses or have a career

[00:00:58] are being pushed into creating business plans or ideas and goals for next year. So what I'm going to focus on today is why so many business plans are created, but so few of them actually come to light. So the whole idea is like why your business plan isn't the problem. It's what happens after it that is. So let me start off with a question.

[00:01:22] How many business plans do you think are being created right now that will never get implemented? I mean, think about it. We're coming up at the end of the year, which means businesses everywhere are doing their annual planning. They're having strategy meetings. They're looking at their numbers. They're setting revenue targets. They're figuring out what worked this year, what didn't, and what they're going to do differently next year. Awesome. Spreadsheets, presentations, lasers, right? All that kind of stuff. And they're probably some really pretty and impressive looking charts.

[00:01:53] Everybody leaves those meetings feeling plenty darn good about what's going to happen. Like, this is going to be here a year. This is going to be fantastic. Woo, let's go. Now, fast forward to March. How much of that plan is actually being done? How much of that excitement still fills everybody's days? Chances are it's gone down quite a bit. I don't mean just how much of it is being discussed. We can always endlessly discuss plans we're supposed to do.

[00:02:19] And it's not even about how many times somebody has looked at the revenue target and said, like, oh, you know, guys, like, we need to pick up the pace here. We need to, like, yeah, we need to, you know, tie our shoes tighter or whatever the heck people say in conference rooms these days. I mean, the question is, what has actually been done differently? Because there's a pretty interesting amount of research on this.

[00:02:41] ClearPoint Strategy analyzed more than 20,000 strategic plans and found that, wait for it, 84.5% of strategic projects never reached completion. I'm not just talking about, like, people's general New Year's resolutions, which we will come to in a second. I'm talking about businesses who say, this is what we're going to do. And just shy of 85% never were completed. I mean, I have ADD.

[00:03:08] I am the queen of not completing stuff. So I hire what I call finishers because they help me wrap everything up and actually move it to the finish line. But not every business is full of finishers. And clearly a whole bunch of them are missing the mark. So this doesn't actually mean that nobody started the projects.

[00:03:28] But it does mean that an awful lot of businesses are investing time, energy, money, and so much of their intentions, I guess, deciding what they're going to do and then not following through. Which, by the way, makes people feel very guilty. And this is what I find absolutely fascinating. Because I don't believe most of these businesses have a planning problem. Clearly planning is okay. What they have is a doing problem.

[00:03:58] Right? And this is why I exist today. This is where all my research, all my books have come from. So today, today, I want to talk about why that happens. Why it's remarkably similar to New Year's resolutions. See, come back to pick on those. And two really simple things that you can do to make sure that your business plan turns into something that you actually use. So that by the end of next year, you look at all your boxes and they all have check marks in them. Right? I don't want you just to create something.

[00:04:27] Because quite frankly, if you're going to spend all that time building a plan, wouldn't it be nice if it actually came to be? So question number one is why business plans are like New Year's resolutions. We're going to start there. Because I think this one is the best example of the difference between wanting something and actually doing what's necessary to get it. So every January, maybe you're one of them, millions if not billions of people decide that this is the year they're going to change something.

[00:04:57] They're going to get in shape. They're going to save money. They're going to eat better. They're going to stop working so much. They're going to spend more time with their families and friends. And they truly need it. They're not sitting there on January 1st thinking, you know what would be fun? Making a commitment and then doing absolutely nothing about it. Absolutely not. They genuinely want things to change. They really do. But then something happens. There's a psychologist named John Norcross who has studied New Year's resolutions extensively.

[00:05:26] And in one study, he followed 200 people over two years. Check this out. After the first week, 77% were still working toward their resolutions. Not bad. After a month, that was a 55%. After six months, it was 40%. We're going the wrong way. After two years, I don't know if you can forecast this, but it was down to 19%. Ouch.

[00:05:52] So what I want you to do is to notice something here. Most of these people didn't fail to start. They started. Very few actually just gave up right away. They had the intention, they made the commitment, and they probably took some action. But somewhere along the way, life got in the way. And I think that that's an important distinction. Because we tend to assume that when people don't follow through, it's because they didn't want it badly enough. They weren't committed enough.

[00:06:21] They weren't disciplined enough. They didn't have enough motivation. Well, maybe. But I think that's an incredibly simplistic way of looking at what's actually happening. And the research suggests there's a lot more to it. Overcross also found that people who made formal resolutions were about 10 times more likely, 10, to succeed than people who wanted the same changes but never made the resolution. So making a decision matters.

[00:06:48] Having the intention, setting the goal makes a difference. Sorry, a difference. The problem isn't the decision. The problem is what happens after the decision. And there are four, one, two, three, four things that I think explain why so many resolutions and business plans fall apart. The first is that we confuse outcome with action. So let's say your resolution is to lose 20 pounds. Okay, great, wonderful. How?

[00:07:17] What are you going to do differently tomorrow morning? What are you going to do when someone brings donuts to the office? What are you going to do when it's freezing cold outside and you really, really, really, really don't feel like going to the gym? Losing 20 pounds doesn't answer any of those questions. It's an outcome, not an action. And there's a difference between those two things. The second problem is that we don't get specific enough. We say things like, I'm going to exercise more. More than what? When? Where? What kind of exercise? How often?

[00:07:46] What happens when something else comes up? Because something else is absolutely going to come up and it is going to get cold. The third problem is that we try to change everything all at once. We're going to get up at five, exercise every day, stop eating sugar, read a book a week, meditate, save money, and somehow become entirely different human beings by the end of January. Well, God bless and good luck with that.

[00:08:15] It's not that any of those things is necessarily unreasonable. It's that we've created so many competing demands on ourselves that the whole thing becomes overwhelming. The fourth thing is that we depend on motivation. And motivation is wonderful and fleeting because it's great when you have it, but what happens when you don't? What happens when you're tired, when you're stressed, when you've had a terrible day?

[00:08:40] If your entire strategy depends on waking up every morning and feeling excited about going to work or going to the gym or going to do whatever the resolution is that you've set, you're going to have a problem because that's not how human beings work. And here's the thing I really want you to think about. Every time you make a commitment to yourself and quietly abandon it, what happens to your confidence

[00:09:06] and your ability to follow through next time? You start thinking, well, I've tried this before. Or you create a terrible identity. I'm a quitter. I never stick to anything. I'm not disciplined. And now you've got something else getting in the way. Your whole belief system is now falling in on itself like a deck of cards, which is exactly the kind of thing I talk about when I talk about the knowing-doing gap. And guess what? Businesses do precisely the same thing.

[00:09:34] So it's not just the New Year's resolution phenomena. That is not just a standalone thing. Your business plan runs into the same issues. So let's take a look at these four issues, these four reasons, and apply them now to your business. First, we confuse outcomes with actions. Your business plan says you're going to grow revenue by 20%. Fantastic. How? Well, we're going to increase sales. Okay. How?

[00:10:03] We're going to get more clients. Wonderful. I think that's great. How are you going to do that? You have to keep asking yourself how all the way down until you get to what? And then you're going to get somewhere, right? It's not about the outcome. It's about the action. Because here's the problem. You cannot do a revenue target. You can do things that generate revenue. But revenue itself is the result of those actions.

[00:10:30] And I think this is where an awful lot of business plans go wrong. They're very good at describing where the business wants to end up. We have vision boards. We have mission statements. We have goals and beautiful language. But they're not nearly as good at describing what has to happen for us to get there. The second problem is specificity.

[00:10:54] The second problem is specificity. There's a pretty good chance that nobody is going to do anything still.

[00:11:23] So third, too much going on. That same analysis found that plans with fewer than 20 elements were far more likely to succeed than plans with 60 or more. Which makes perfect sense. Because what happens when everything is a priority? Nothing is. So you've got people trying to launch a marketing campaign, overhaul the CRM, improve customer service,

[00:11:47] reduce costs, introduce a new product, hire people, redesign the website, and improve profitability overall. All at the same time. Meanwhile, they still have their actual jobs to do. And so then we hit the motivation problem. And so now we're in overwhelm. And now you've got motivation issues because everybody comes out of the planning meeting excited. But then Monday happens. Clients need things. Employees need things. Emails are coming in. Something breaks. Somebody quits.

[00:12:17] And suddenly the things that seem so incredibly important during that planning session on Friday get pushed aside by whatever is screaming the loudest. And before you know it, it's March. And the plan is sitting in a folder or sitting on the shelf. Again. So now, here's what I find particularly frustrating about this. I mean, that's pretty frustrating. But I find this particularly frustrating. It's not just that you haven't achieved what you wanted.

[00:12:46] It's that you've spent three months being busy. Like really, really, really, really busy. But being busy and moving your business forward are not necessarily the same thing. You can work incredibly hard and still not make meaningful progress towards the things that matter the most. And I don't know about you, but I think that's a terrible waste of time. And I'm not a huge fan of wasting my time. I love being the most productive person in the room so I can get in, work, and get out. So, what do we tend to do about it?

[00:13:15] Well, I'm going to give you two strategies. And neither of them involves creating a bigger plan or adding to your to-do list. In fact, we are going to do exactly the opposite. So, if you've got a pen and paper, grab that out. Strategy number one is stop planning the number and start planning what makes the number possible. Okay? Sounds simple. Let me give you an example.

[00:13:42] Let's say you've decided that next year you're going to increase your revenue by 25%. That is your goal. Now, instead of immediately breaking that number into 12 monthly revenue targets, I want to ask yourself a different question. What would have to be true about my business for that number to be possible? I absolutely love this question because it forces you to stop thinking about what you want and start thinking about what would actually produce it. So, maybe your salespeople need a better sales process.

[00:14:12] Maybe you're not generating enough qualified leads. Maybe you're generating plenty of leads, but your follow-up is terrible. Or maybe your team is so overwhelmed with administrative work that they don't have enough time to get to do the things that actually generate revenue. Or maybe you're spending so much time chasing every new opportunity that you're not doing anything about the people that you already have, right? So, it could be a host of different problems,

[00:14:38] but each one of those is very, very different, and they require different solutions. So, here's what you do. You break your overall goal, the 25% increase in your revenue, into four quarters. But we don't take that 25% increase and divide it by four. What you do for each quarter is identify one major objective that would make your business stronger and better positioned to achieve the financial goals. So, one goal for the quarter.

[00:15:07] Not 12, not 3, 1. So, not everything you've ever wanted to fix in your business is going to get done all at once. So, one significant objective per quarter so it gets simple. It has to be impressive, it has to be stretched, but it also has to be simple. So, again, it's not that I'm going to make $250,000 a year. Again, that's a result. We're looking for the actions that generate that result.

[00:15:33] So, it has to be something you can build or improve or introduce or change. So, let me give you an example. Let's say you've got a sales organization. Your first quarter objective might be to establish a consistent sales process that every salesperson follows. Not just your top performers. Absolutely everybody. Consistency across the board. You create the expectations, the gold standard, because maybe right now you've got three people

[00:16:00] who are absolutely fantastic at converting prospects into clients and everybody else is sort of making it up as they go along and kind of futzing around. Well, what if you could figure out what those top performers are doing differently than everybody else and create a process that helps the rest of your team do it too? That could make a significant difference in your revenue. Just that. So, that's your first quarter. That's it. That's all.

[00:16:28] Your second quarter objective might be to launch a marketing campaign that consistently generates more qualified leads because now you've got the sales process that can actually handle the leads. See how this works? Your third quarter might be about streamlining operations because you've increased your sales activity. Now everybody's drowning in paperwork and you need to make sure that the business can actually support the additional volume. Your fourth quarter might be about improving productivity and then eliminating distractions

[00:16:53] because now you've built all these wonderful things and you want to make sure that people are actually using them effectively. So, notice what we've done. We have not abandoned the revenue goal. We haven't said that it doesn't matter, but it also has not been our focus. Instead, what we're doing is we're paying closer attention to four major improvements that could make that number achievable. And here's something else I really like about this approach.

[00:17:22] Each quarter builds on the previous one. You're not just throwing spaghetti at the wall and hoping something sticks. You're being intentional. You're identifying what needs to happen, in what order, and why. At the end of each quarter, you should be able to point to something tangible. Something you can actually pick up and look at or see in a spreadsheet or check in a CRM and say, we didn't have that before and now we do. And that's progress.

[00:17:47] So, what happens is every single time with every subsequent quarter, progress becomes easier. The barriers reduce. Processes get smoother. Everybody gets happier. And when people are happy, they are pretty, pretty happy about going to work in general. That, in and of itself, increases performance. Okay? So, we all have things to do. We all get really, really busy.

[00:18:12] But just because something needs to be done doesn't mean it needs to be done right now. Map it out. Right? Make sure it's not just a nice to have, it's an absolute necessity, and it's going to make a difference in your business. And this is where your judgment comes in. So, you have to decide what matters most and then give it the attention it deserves. Okay? So, that's the first strategy. Now, we go to the second one. Okay? So, the first one is about taking your big goal.

[00:18:40] So, again, it was a 25% increase in sales, splitting it into four quarters. But making those quarters not just goal divided by four, but action that would, if you completed them, generate the 25%. So, the second strategy is to make the actions so clear, you can't confuse them with anything else. So, again, it's kind of specificity, but we're going one level deeper. Okay? I find that this part gets really, really interesting.

[00:19:08] Because even if you've got four fantastic quarterly objectives, you can still end up doing absolutely nothing with them. Now, why? Because they sounded pretty specific. But build a better sales process is still a big undertaking. Like, where do you start? What do you do first? Who's involved? And how do you know whether you're making actual progress in creating this sales process?

[00:19:35] So, this is where I use something called the art of little chunking. And the concept is super simple. You take something big and you break it down into pieces that get small enough that you can actually do. You can create an action plan from them. Very, very specific. Something you can do Tuesday that, you know, will contribute to that quarterly objective. So, it's not small enough to think about. It's small enough to do. Okay? So, if you're just like, oh, let me think about that. Nope. Not small enough.

[00:20:02] You want to hear yourself say, I can do that. Okay? So, because I know that some of you are already thinking like, oh, great, fantastic. Now, I've got to create another spreadsheet with 75 tasks and color-coded deadlines. Please, please, for all things good, don't do that. The whole point of this is to make things easier and not to give yourself another administrative job. So, let's look back at the first quarter objective.

[00:20:30] We're going to create a consistent sales process. We have three months to do it. So, what needs to happen in each of those months? Well, month one, maybe the objective is to figure out what your best salespeople are doing. Okay? So, month one, the target is let's figure out what the super producers are doing. You're going to sit down with them. Maybe even you break this out by week. You know, week one, you're going to sit down with them. Week two, you're going to summarize what they did. You're going to look at how they handle the first conversation, how they follow up,

[00:21:00] how they overcome objections, how they move people towards a decision, and how they move people through to execution afterwards. Right? What do they do client care? How do they move them into client care? And you're going to document it. Okay? So, that is the target for month one. Month two, you're going to turn that information into a process that the rest of the team can use. So, you're going to create a template, maybe some stages in your sales pipeline. You're going to train your people. And that's all covered in month two.

[00:21:30] In month three, you're going to put the whole thing into practice. Now, it's launched and everyone's being held accountable for it. You're going to have your team use the process, measure what's happening, make adjustment based on what you learn. And that's month three. So, now at the end of the quarter, you've got something. A real sales process, not just an idea. Not a PowerPoint presentation that everybody nods along to. Something your team is actually doing. Oh, this is so awesome. Because there's one more step.

[00:21:58] And this is the one that makes the biggest difference, actually. I mean, the stuff we've talked about so far is pretty rad. But now, you need to get incredibly specific about those actions. Because work on the sales process is not an action. It's a category. Improve or follow-up is an action. Right? Sorry, it's not an action. It's an intention. And intentions, as we've established, are not particularly reliable when it comes to getting things done.

[00:22:25] So, I want every action to have three things. One, a clear verb. Two, a person who's responsible. And three, a deadline. If you have even a stitch, a titch of ADHD, these three things are going to help you. So, for instance, Sarah will interview three top-performing salespeople and document their sales processes by January 15th. Awesome. Clear as a bell. We know who's doing it. We know what they're doing.

[00:22:55] And we know when it's supposed to be finished. And if Sarah doesn't get it done, we have a conversation about why. Maybe she didn't have enough time. Maybe she needed more information from somebody else. Maybe something unexpected happened. Fine. You guys can deal with that. But at least we know what we're dealing with. It's now clear. Compare that to improve the sales process. How do you even know whether somebody's done that? This is just something I happen to like because I'm a fan of being organized. Because my brain is not.

[00:23:24] So, there's actual research behind this, too. So, psychologists Peter Goldwitzer and Paschal Sheeran analyzed 94 studies on something called implementation intentions. Now, I want to go back and find these 94 studies because I love the science of implementation. And part of doing research for this podcast was to discover that, oh my gosh, there are 94 studies on this. But I digress. Right? ADD side quest. Back we come.

[00:23:52] Essentially, this is the practice of deciding in advance exactly when, where, and how you're going to take action. So, what they found was that making these specific plans had a meaningful and super positive effect on whether people actually achieved their goals, which makes sense. Because the more decisions that you have to make in the moment, the more opportunities there are to put something off.

[00:24:20] But, when you already know what needs to happen, who's responsible, and when it's going to happen, you removed an awful lot of uncertainty and replaced it with instructions. Because sometimes what looks like procrastination is just a lack of clarity. So, people aren't necessarily avoiding the work. They don't know exactly where to start. So, make it easy to start. Now, here's another thing. I want you to keep this manageable.

[00:24:50] One major objective per quarter. Just one. Three monthly targets. Month one, month two, and month three. And then a handful of specific actions for each of those. Okay? So, you can add more detail where you genuinely need it. But you don't turn this into some enormous project management exercise. You still have your day-to-day job to do. But, if you're going to grow your business, it requires you to do more than just manage the day-to-day.

[00:25:20] The importance of simplicity here is that if... Because if your system is getting things done, then it's not complicated. But if you have too many things going on with too many people and a complete lack of clarity, you're never going to take a single step forward. Okay? So, what we don't want to do is defeat the purpose of going through the plan in the first place. And so, this comes to what I call the missing piece.

[00:25:49] And that is keeping the plan in the room. So, it's not just enough to keep it specific, to little chunk it, and to make sure it's all action-based and not outcome-focused. But you actually have to keep it in front of you. Because there's something that can derail even the most beautiful structured plan. Even with the deadlines and the accountability. And that's the fact that people forget about it. So, it's not that they don't care. It's because they're busy. They're distracted.

[00:26:19] And the urgent things have a way of crowding out important things and especially new things. Because your brain may detect this new thing as a quote-unquote threat. And it'll be like, ooh, do the thing you're familiar with. Do the easy thing. So, I want you to build one very simple habit into your business. At the beginning of every month, put into your calendar a 30-minute meeting with yourself to review your progress. 30 minutes. Not a day.

[00:26:47] Not a huge planning retreat or anything like that. Just 30 minutes and ask yourself the next three questions. Okay? Question number one. Did we accomplish what we said we were going to accomplish last month? Simple yes, no. Second one. What are the most important actions we need to take this month? Right? So, that's like just reconfirming that what you set at the beginning of the quarter for your second month or your third month is still, in fact, what you want to be accomplishing.

[00:27:15] And then the third question is who is responsible to make sure that they happen? It might be you. It might be somebody else. But that's it. And if something didn't get done in the previous month, don't just move it to the next month and pretend nothing happened. Find out why. Do a little bit of investigating. Was it unrealistic? Was it unclear? Did somebody need help? Or did someone not know what they were doing?

[00:27:40] So, you know, when you go into the analysis and review mode, you get to go a little bit deeper to understand why something isn't happening. Right? And once you have that, there's a pretty good chance that you can fix whatever got in the way. And I think this is where leaders have a particularly important responsibility. It's not enough to tell people what their priorities are. It's a great start.

[00:28:07] But you have to create the conditions that make it possible for them to act on those priorities. If you've told your sales manager that building a new sales process is the most important thing that they need to accomplish this quarter, but then you keep piling additional responsibilities and interrupting them every minute, every 15 minutes, what do you think is going to happen? The sales process isn't going to get built.

[00:28:36] And then you're going to be frustrated because they didn't follow through. But I mean, hang on a second. Did you actually make it possible for them to follow through? That's your leadership question, and it's worth asking. And there's some interesting research here as well. In 2020, there was a study involving more than 1,000 people making New Year's resolutions. And it found that people who received ongoing support, including help breaking their goals into smaller interim targets, right?

[00:29:06] It's so important. They were more successful than those who received less support. So this isn't, again, just about having a really specific plan. It's about having a support system that keeps the plan alive, that keeps it moving forward, and a team that understands what matters, why it matters, and what they're supposed to do next. So as with all my podcasts, I have a challenge for you. Let's bring it all together.

[00:29:33] Every year, businesses spend an enormous amount of time deciding what they want to accomplish. And every year, an awful lot of those plans fall apart. Not because the goals are terrible, and not because people are lazy or don't care, and not necessarily because they don't know what they're doing. But because there's a gap between deciding what needs to happen and creating the conditions to make it so. And I want you to remember something really important.

[00:30:02] A business plan is not a business achievement. It's a decision about what you want to achieve. And decisions matter, but decisions without actions don't produce results. So if you're working on your business plan right now, here's what I want you to do. First, look at your biggest goal. Maybe it's a revenue target. Maybe it's profitability. Maybe it's growing your business without having to work 60 hours a week. Whatever it is, ask yourself.

[00:30:28] What would have to be true about my business for this to be possible? What would have to change? Then identify four major objectives that would move you toward that result. One per quarter. And just pausing here for a second, because usually people do all their planning on a calendar sort of stage, like at the end of the year, like I'm recording this on October 30th. And most people are doing their planning now. And then they never do planning again.

[00:30:57] You can do a full 12-year plan divided into four quarters at any time of the year. And you can define what a quarter is. It doesn't have to be the traditional Q1, 2, 3, and 4. They're your quarters. Make them whatever you want. Okay? So what you want, again, is to have one objective per quarter, right? Per three-month block. And make sure that there are things you can actually accomplish. Don't blow the doors off. You're not going to do it.

[00:31:23] It's going to frustrate you and completely be counterintuitive and antithetical of what we're actually trying to achieve here. So it's things you can build, improve, introduce, or eliminate. Then take your first quarterly objective and break it into three monthly targets. For the first month, identify specific actions that need to happen. Who does what? By when? That's it. You don't have to map out every single action for the entire year.

[00:31:50] In fact, I actually wouldn't recommend it because things are going to change. You're going to learn things. You're going to discover that something you thought was important actually isn't as important as you thought it was. Then that's all okay. A plan should help you make better decisions. It shouldn't become something you're afraid to change because you spent too much time creating it. But it does need to keep you moving because here's what I don't want for you.

[00:32:16] I don't want you to get to next October and realize you're having exactly the same planning conversations you had this October. Same problems and the same frustrations and the same goals that never quite happened. And everybody's sitting around going, yeah, you know, we're really going to focus on execution next year. And you're just repeating yourself. I want you to be able to look back and say, look at this beautiful thing that we built. Look at the processes we improved. Look at the distractions we eliminated.

[00:32:46] Look at how much more effectively people are working. Look at what we are now capable of doing that we couldn't do a year ago. Because that's what creates sustainable growth. And that creates motivation and excitement and fulfillment. And it's not just about setting bigger targets. It's about building a business that is actually capable of achieving them. And there's something else that happens when you start doing this consistently. It's pretty awesome. You start trusting yourself again.

[00:33:14] You start believing that when you say you're going to do something, you actually do it. And your team believes it too. They believe in you and they believe in themselves. Because they're seeing things change. They're seeing progress. They're seeing that the commitments made in those planning meetings actually mean something. And that is an incredibly powerful thing. Now, if you've been listening to this and thinking, I know exactly what I need to do, but for some reason I just don't do it.

[00:33:44] That's the entire premise of my book called You Know Better. And you can get them anywhere books are sold. It's about understanding what's actually happening in the gap between what you know that you want and actually getting it. And how to actually remove that resistance that's keeping you from achieving whatever it is in life or work or love. Because knowing what to do, again, as we all know, and I keep beating this drum,

[00:34:10] and I will forever and ever, what you know is not the same as what you do. And having a plan is the equivalent of knowing great things, but if you don't put it into practice, the great things never happen. So this year, don't just create that business plan. Create a business that actually does what it plans to do. And on that note, go do something with what you've learned today. And I will see you next time.

[00:34:44] And there you have it. Another step closer to removing what's been blocking your path. Remember, you already have everything you need inside you. Sometimes it just takes finding that one domino that's been holding back the rest. If today's episode helped you identify even one barrier you're ready to remove, then we're making some serious progress. To keep the breakthroughs coming, hit subscribe so you never miss an episode. And visit rebeccamountain.ca for additional resources to help you bridge that gap between knowing and doing.

[00:35:14] This is Rebecca, and you've been listening to For Barriers to Breakthroughs.