Most entrepreneurs think that the way to grow their sales is just to push harder. They work longer hours, they take more calls, they squeeze in just one more launch or one more post, and for a while that works. But eventually you hit a wall because there are only so many hours in a day and only so much energy that you can give. Today, I want to explore how CEOs scale their sales. How do they scale their sales without burning themselves out or becoming a bottleneck? The answer is really simple. They don't do everything themselves. They rely on other things.

Three things. Assets, people, and systems. Let's break down exactly what this looks like in practice. Entrepreneurs drive sales through effort. CEOs drive sales through design. CEOs are taking responsibility for the result, but they're not doing all of the work. It's the difference between, if you consider hauling buckets of water back and forth versus building pipes that keep the flow going whether you're there or not. Buckets feel fast at first and pipes feel really slow at first. But only one is sustainable.

I really want you to think about that. Many of the things in your business that you needed to do initially depended on you, and it felt faster because you could just do it quickly. But it's not scalable, it's not sustainable. What might feel really slow because it takes some time to set up, there's not the immediate gratification that comes from, like, just jumping in and doing something and getting a result really quickly is often going to be the strategy that you need to actually look at to scale. So there comes a time in your business where you have to begin to reevaluate the things that you've been doing, the things that have been working. And that's a key point here. It's not just that you need to change things that aren't working. You actually, in order to keep going, have to change things that are working in order to choose a different strategy or system that will make it work better, that will make it scalable and sustainable, because you can't keep doing it all.

So again, CEOs aren't doing everything themselves. They're relying on three things. There are three levers. So the first, like I said, is assets. Assets are the tools that do the talking for you. So let me give you some examples. This could be a video that answers the top five questions that your prospects always ask. It could be a graphic that showcases your process.

It could be a case study that shows how results were achieved for another client. It could be a clear and compelling offer doc that makes it really obvious what someone is buying. Here's the key. Every asset that you build is like creating a clone of yourself. It's removing yourself from the process by packaging up whatever you would normally say so that the asset can sell for you while you are doing other things. Most businesses aren't lacking leads. They think they're lacking leads. They think they just need marketing, but there are actually leads.

They're just losing so many leads in the process. They're lacking the assets that carry the conversation forward and keep moving the leads along in the buyer journey. Because people drop off when they're waiting on the business owner or when there are too many hoops to jump through. If someone finds your business online right now, how far can they get in your sales process on their own? Could they buy from you if they wanted to? Right now? Do they have to wait for you to jump in and explain everything before they even understand what you do? When you invest in building assets, you are creating more leverage. You're taking what you typically say in person. You're turning it into something that scales. And not only that side note, you are empowering your buyers. You're not making them overly dependent on you in the sales process.

So I want you to ask yourself what is one piece of proof? What is one explanation? What's one demonstration that you could package up so it lives outside of you, it doesn't require you to show up. And your prospects could review that on their own and make a decision whether to take the next step instead of waiting on you. The second lever is people. So CEOs know that they can't and they shouldn't do all of the selling themselves. And this means that you hire people to help with sales. It doesn't mean that you have to have a giant sales team, but it does mean that there's someone there to take over the responsibility for the day to day sales activities. Whether that is sales calls, whether that's managing follow up so no leads are going cold. Whether that's someone who can answer sales questions in your DMs or your inbox, whether that's introducing upgrades or add ons to clients, or maybe it's someone reviewing data and optimizing a sales funnel.

Whatever it is, having other people to create bandwidth and take the ball further down the field so you're not running every single sales play yourself is key. A lot of entrepreneurs fall into this trap though. They tell themselves, but no one else can sell like me. But here's the thing. The CEO doesn't ask who can Sell like me, they ask. How can I equip people to sell successfully without me? And yes, that means training. It means clarity. It means giving people the tools and the assets to do their job well.

And the payoff is huge. The third lever is systems. A system is what makes sales consistent instead of chaotic. Think about things like a weekly campaign rhythm that keeps demand flowing. A follow up process that happens automatically, not just when you remember. A simple pipeline tracker that shows you exactly where every lead is. Without systems, sales can still be a roller coaster. You can have a good month and then a slow month.

Feast and famine. With systems, sales become more steady, predictable, and boring in the best possible way. Here's what systems do. They take luck out of the equation. You stop relying on having a good week or a strong push. And instead you know exactly what's happening, who's responsible, and what's next. And here's the thing. A system doesn't have to be complicated.

What matters is that it's consistent and and that it doesn't rely on your memory, your time, or your willpower. So let's zoom out and recap here. Entrepreneurs grow sales by pushing harder. CEOs grow sales by pulling the right levers. The assets that do the talking when they're not there, the people who share the workload so you're not carrying it alone. And the systems that make sales stay steady instead of sporadic. I want you to think about buckets versus pipes. We talked about that metaphor earlier.

Are you doing things yourself? Are you trying to carry the water back and forth in buckets manually driving these cells? Or are you designing and building the pipes that bring in the steady flow of clients? That's the goal here. It's force versus design that's the difference. So here's my challenge for you. Don't try to overhaul everything at once. Pick one lever, assets, people or systems, and strengthen it this month. Ask yourself, do I need to package something up into an asset so that I don't have to say it on every call or to every prospect? Do I need to equip a person who can take a piece of this process off of my plate? Do I need to put one simple system in place so that sales are more predictable? Start there. Because scaling sales the CEO way doesn't happen in one giant leap. It happens by building leverage piece by piece.

And the more leverage you build, the less sales will depend on you and the more your business can finally grow without you being the bottleneck.