Often we think that big growth is gonna come from big moves, a huge launch, a big hire, the brand new offer that's going to change everything and. Oftentimes, moves do feel big because they take courage, but in reality, sustainable growth rarely comes from just a big massive leap. It often comes from small, intentional experiments, and these small experiments, like I said, may take courage because you're trying something new, you're going out of your comfort zone.

So it can feel big, but they're actually. Just small steps, and when you learn how to use experiments the right way, growth stops feeling like a guessing game and starts feeling like a process that you can actually trust.

The problem is that a lot of business owners don't treat growth like an experiment. They treat it more like a gamble. A lot of business owners get excited about an idea. Instead of testing it, they make broad sweeping changes across their entire business. They bet everything on that one new idea, and when it doesn't go the way that they hoped, the whole business fills the hit.

I see it all the time. They come up with a new offer and they scrap the old one. They come up with a new sales strategy and they stop what was already working. They decide they're gonna go all in on this new marketing channel. So they shift all of their focus, but that's not how smart growth works. We wanna keep doing what's working and, and this is important, and at the same time, test new ideas on a small scale.

So we can validate them first before making a massive overhaul. That way you get the data, you get the learning without blowing up your momentum. Let me show you what this looks like in real businesses. I work with my clients and often they will run small experiments when they have these big ideas.

One of the things that I ask them frequently is, how can we test this idea before we go all in on it? And so I've got a few examples here that I wanna share. Just a few of the many examples. To give you some ideas for what experimentation looks like in your business.

The first example is testing an offer. One client was considering shifting her program into a self-study version and instead of risking her next launch, which she depends on, her team, depends on, I encouraged her to test it with a bonus behind the scenes launch. A launch that she wasn't counting on for revenue.

And so she did just that and that experiment gave her the data to make an informed decision before she changed her offer for her next launch and the results revealed that this discounted self-study version that she thought was going to take off wasn't as appealing as she expected it to be.

So she used that information and instead turned this version into a down sell instead of replacing the main offer, and she was able to proceed with the next launch with her offer Intact, plus this additional down sell. Ended up with her largest launch to date, generating 160 K.

But that wouldn't have been the case had she not tested. Offer before making a change if she had just changed out the offer for her next big launch. Based on the results we saw in the smaller test, her launch would not have generated nearly the revenue that it typically did, much less become a record setting launch for her.

And in this case, she was able to test an idea without sacrificing revenue. A second example is a client who wanted to raise her prices and instead of rolling out the price increase across her entire client roster at once, she tested it with just the bottom 30% of her clients. She expected that some clients would choose not to continue, but also her hypothesis was that enough clients would continue in order to maintain her current revenue level while also reducing overall workload.

By starting with a smaller subset of clients, it actually gave her a clean read on how she could expect her clients to respond, and it worked. Once she saw the results, she felt confident and she raised her prices for all remaining clients as well. The third example is of a client who is testing out capacity.

She was launching an upsell to serve existing customers and extend their lifetime value, and she had a large wait list of people who were interested. Instead of opening the doors wide to everyone who was on the wait list, she kept the initial launch at 20 customers, and that gave her the ability to deliver at a high level, learn what worked, learn what her clients needed, and then expand and continue to open the doors to allow more customers in.

None of these were gambles. They were all controlled experiments and each one led directly to confident expansion. So what can you actually test? Because these were just a few examples. Honestly, the answer is almost anything. From pricing and offers to marketing and messaging to design, positioning, delegation, systems, capacity, and I could go on and on.

Almost anything in your business can become an experiment as long as you follow a simple framework that keeps the experiment focus and measurable, and that's where the experiment to expansion framework comes in. It's just three steps. And those steps are expectation, execution, and evaluation. Step one is all about expectation.

This is where you set the stage and before you test anything, you get clear on what you're testing and Y you write it as an if then statement. If we do X, then we expect why. This is your hypothesis and you decide how you'll measure success ahead of time. So that you can determine success with neutral objective measures, not just based on how you feel things are going once you're in it.

It also prevents you from just guessing whether something is successful. You decide ahead of time. Step two is execution. This is where you actually run the test. You put the experiment into action. You run it with focus and with discipline. You're not trying out a million different things. You're testing one thing at a time, and you let it play out long enough to get a clean read on what's happening, and then you don't change the rules halfway through because if you tweak midstream, you'll never know what really worked.

Step three is evaluation. This is where you learn from your experiment and you leverage the results. Did the results line up with your expectation? If yes, great. Keep doing what you're doing. If not, decide whether to adjust it. Decide whether to just throw out the experiment altogether, and most importantly, feed those learnings into your next experiment.

That brings me to. Another point here, you need to approach your business with a mindset of experimentation. The goal of an experiment isn't to be right. The goal is to learn, Even if the experiment doesn't go as planned, you are not failing. You're still collecting data, you're still learning, and your mantra should become, this is good information. That shift in mindset changes everything. Suddenly, there's not as much pressure to make the perfect move. There's no fear of wasting time or being wrong, and there's no drama about the result.

You're just running the next test. So that you can learn from it and so that you can stack the learnings onto the next one. Expansion doesn't come from always making the right decision. It comes from making quick decisions, executing and adjusting based on the results and the things that you learn from it.

This means running enough experiments to keep learning your way forward. So here's what I want you to take away today. Experiments, lower the stakes while raising your confidence. Every experiment gives you leverage for the next one. And small smart tests compound into big growth. Here's my challenge.

Pick one area of your business and turn it into an experiment. Write down your expectation. Go execute the test. Then evaluate the result. That's it. Don't overthink it. Don't overhaul your entire business. Keep doing what you're doing that's working while you also put this test into place and just start testing.

Expansion doesn't come from big gambles, it comes from small smart experiments.