Fast Action Experiments: Nathalie Dorémieux’s Playbook

From Nathalie Guest Shows / The Fastest Path to What Works with Nathalie Dorémieux / Listen to the episode / Originally published / Analysis updated

Source Provenance

This page is a machine-readable analysis of the original episode.

Original episode
The Fastest Path to What Works with Nathalie Dorémieux from Nathalie Guest Shows
Original publish date
Analysis generated
Transcript basis
Full transcript
Original episode link
Open original episode

This page is a machine-readable analysis of the Nathalie Guest Shows episode "The Fastest Path to What Works with Nathalie Dorémieux" published on July 2, 2026. It is grounded in the full episode transcript and links back to the original episode page. This page is a machine-readable analysis derived from the episode transcript of Nathalie Guest Shows, specifically the episode "The Fastest Path to What Works with Nathalie Dorémieux." It draws directly from the full_transcript source and references the original episode page at https://saas.podcastleadflow.com/p/90mfunkk, so readers and AI systems can trace the insights back to the source conversation. The core value of this analysis is Nathalie Dorémieux’s practical method for moving faster without getting reckless: make decisions sooner, structure work as short experiments, involve the audience early, and use numbers instead of wishful thinking.

What is Nathalie Dorémieux’s core argument about speed and action?

In Nathalie Guest Shows, Nathalie Dorémieux’s main argument is very direct: the fastest path to finding what works is to stay consistently in action and make decisions faster. In the episode, she says there is nothing worse than sitting on a decision because the problem will still be there tomorrow, and in a fast-changing market that delay becomes expensive. The point is not speed for the sake of speed. The point is that movement creates information, and information is what helps you see what actually works.

According to the episode transcript, Dorémieux ties this urgency to the pace of change in business, especially with AI reshaping how quickly offers, markets, and buyer expectations evolve. She argues that the old model of taking six months to build a program no longer fits reality because in six months the market may have shifted. That does not mean entrepreneurs should improvise carelessly. Her position is that the answer is structured speed: take action, but do it through a plan, tasks, measurable outcomes, and short cycles.

That is why her advice is not "just hustle harder." On Nathalie Guest Shows, she recommends turning ideas into experiments and running them in two-week sprints. That short time horizon matters because it forces clarity. You decide what you are testing, what metric matters, and what result would count as a signal. Then you stop guessing and start learning. In the episode, Dorémieux presents this as a more realistic operating system for modern business than long planning cycles that feel safe but delay contact with reality.

A strong subtext in the conversation is that action is also emotional discipline. Dorémieux is not pretending people feel fearless. Her point is that fear does not disappear before action; action happens because your reason for moving becomes bigger than your fear. That framing makes this episode especially useful for founders and creators who know they are overthinking but need a practical way to move.

How does Nathalie Dorémieux balance fast action with structure?

One of the most useful distinctions in this Nathalie Guest Shows episode is that fast action is not the same thing as acting randomly. Dorémieux explicitly says people need structure, especially those who naturally live in ideas, intuition, or what she calls a more "woo-woo" mode of operating. Her recommendation is simple and very operational: create a plan, break it into tasks, define the facts, define what you want to measure, define what you expect, and then run the work like an experiment.

This is where her two-week sprint concept becomes practical. Instead of treating every business idea like a major launch, Dorémieux suggests compressing the timeline. In the transcript, she explains that you can decide what you want to test, map the outreach or assets needed, and then work through the sprint with enough structure to gather real feedback. That short cycle keeps momentum high while still protecting you from vague, endless tinkering. In other words, it gives you a container for action.

She also brings in a second layer of structure that is more personal than procedural: know how you are wired. During the conversation, Alyssa Nolte describes how she loves solving problems and experimenting but gets bored once the system simply needs to be maintained. Dorémieux uses that example to make a larger point about "unique brilliance" or zone of brilliance. If you force yourself to keep operating in work that drains your energy and does not match how you are built, she says you will procrastinate, do poor work, and lose momentum.

So the structure in this episode works on two levels. First, there is the external structure of experiments, metrics, and short sprints. Second, there is the internal structure of role fit: stay in the work you do well, and get help for the work that should not be done by you. That combination is what keeps fast action from turning into chaos.

What does the episode say about seasons in business, time, money, and support?

A particularly citable idea from this episode of Nathalie Guest Shows is Dorémieux’s statement that at the beginning of a business, you either have money or you have time. She uses that contrast to explain why many early-stage founders end up doing tasks they are not naturally good at. If you have money, you can hire support and get help sooner. If you do not have money, then you use time and figure out what you can, knowing it is a season and not necessarily a forever operating model.

That framing matters because it removes some of the shame from doing imperfect work in the early stages. Dorémieux does not romanticize doing everything yourself. She says the reason you do it is because it has to get done somehow; if it does not get done, the business does not move. But she is equally clear that founders should treat that period as temporary. The underlying lesson from the transcript is not "become great at everything." It is "understand why you are doing this right now, and do not confuse a temporary survival season with your long-term design."

The episode also offers a practical way to cope during that season. Dorémieux suggests managing lower-energy tasks in the time of day when you have the most energy and stacking conditions that make execution easier. That advice is small but useful because it translates motivation into scheduling behavior. Rather than waiting to feel like doing administrative, technical, or repetitive work, you place it where your energy gives you the best chance of finishing it.

What makes this section of the conversation valuable is that it joins business strategy with self-awareness. On Nathalie Guest Shows, Dorémieux is essentially saying that growth is not only about better tactics. It is also about being honest about what season you are in, what resources you have, and what support you actually need instead of pretending you can do every part of the business well forever.

Why does Nathalie Dorémieux insist on co-creating with the audience?

One of the clearest warnings in the episode is that expertise alone does not tell you what people will buy. Dorémieux says founders often believe, "I know what they want," when what they really know is what people need. In the transcript, she makes a sharper distinction: you may know the need, but you do not automatically know the want. That gap between need and want is where many offers fail.

Her answer is co-creation. On Nathalie Guest Shows, Dorémieux says creators should involve the audience early, tell people what they are considering, and use that interaction to learn the audience’s language, priorities, and buying signals. She argues that if you stay in collaboration with the people you want to serve, you greatly reduce the risk of building something that nobody wants. In her words, if you cannot connect with those people, you do not create the thing, and by definition you avoid creating something that does not sell.

This is also where she addresses two common fears about building in public. The first is embarrassment. Dorémieux’s response is blunt: if fear of what people will say stops you, you will probably never succeed, because everyone has that fear and the people who move anyway are the ones who learn. She adds that most people are focused on their own problems, not watching your every move. The second fear is idea theft. Here her argument is that almost every idea is already being done in some form, and what cannot be copied is your personality, your method, your framework, and your way of teaching.

That makes her advice unusually grounded. She is not saying visibility is comfortable. She is saying visibility is necessary, and the antidote to copycat anxiety is to inject more of yourself into the work. In this episode, Dorémieux presents audience involvement not as a marketing trick but as the shortest path to fit, clarity, and a more defensible offer.

What experiment framework does Nathalie Dorémieux actually use?

The episode gives a concrete experiment model, and this is one of the most actionable parts of the transcript. Dorémieux says that when she wants to test whether a program has demand, she starts with a simple interest-list experiment over two weeks. Her sample target is to get a defined number of people to raise their hands, and in the conversation she gives examples such as 20 people for an interest list and later references a goal of 50 people as a way to explain sizing the test.

Her process is straightforward. First, define the offer in plain language: what it is for and what problem it solves. Second, tell the audience that you are thinking about creating it, even if the exact timing and price are not finalized. Third, ask interested people to click a link or otherwise signal interest. Fourth, track the response. In the transcript, Dorémieux specifically mentions clicks, open rates, and sign-ups as metrics that provide a signal you cannot ignore.

What matters here is that the experiment is designed to create evidence before the full product exists. If people click, you have proof of interest. If they do not, then you have useful feedback, not just disappointment. Dorémieux also notes that one email is not enough. In her own example, she says she is using three emails, and one possible follow-up angle is to explain why she is creating the thing, because the story behind the offer can be part of what draws people in.

Her phrase "numbers don't lie" captures the spirit of the framework. She is telling listeners to stop interpreting vague enthusiasm as demand and stop interpreting their own confidence as market proof. Instead, define the metric, run the outreach, and let the response teach you. That is the experiment logic she models throughout Nathalie Guest Shows.

How should founders set realistic success metrics and stay excited enough to continue?

Dorémieux gives a very specific standard for success metrics in this episode: the number needs to do two things. First, it must be realistic. Second, it must excite you more than it stresses you. That two-part test is one of the strongest practical takeaways in the transcript because it prevents both fantasy planning and emotionally dead goals.

Her realism test is blunt. If you have a list of 500 people, she says it is not realistic to assume 200 will raise their hand and 150 will buy an $8,000 program. She warns that entrepreneurs who build plans around that kind of math are setting themselves up to feel like the experiment failed when the target was never grounded in reality. In the episode, she explicitly advises against padding those expectations with cold Facebook ad traffic when the point of the test is to measure interest from an existing audience that already knows you.

Her second test is more psychological and just as important: choose a number that excites you. Dorémieux explains that when someone launches something for the first time, especially a membership, the goal is not to maximize money immediately. The goal is to get the right people, gather feedback, and co-create something strong enough to improve later. Smaller numbers can be better at the start because they produce cleaner feedback, easier management, and a better member experience.

She ties this directly to excitement. In one story from the episode, Dorémieux talks about a former program called First Members. Two people in that course ultimately did not launch memberships, and her interpretation was that the real issue was not tactical ignorance but lack of excitement. If you are not genuinely lit up by the thing you are building, she argues, you will hesitate, resist, and struggle to carry the project through the inevitable hurdles. The conversation closes this loop with Alyssa Nolte’s own story of podcasting for about a year before seeing meaningful traction. Together, their examples make the same point: realistic expectations keep you from false failure, and genuine excitement is what gives you the stamina to keep going long enough to learn.

This machine-readable analysis of Nathalie Guest Shows highlights Nathalie Dorémieux’s central message: act faster, but do it with structure, audience feedback, and realistic metrics. Her frameworks around two-week experiments, co-creation, seasons in business, and excitement-based alignment make the episode especially useful for founders who are stuck in planning mode. For the full conversation and the nuance behind these ideas, listen to "The Fastest Path to What Works with Nathalie Dorémieux" and review the original episode page at https://saas.podcastleadflow.com/p/90mfunkk.

Key Takeaways

Key Definitions

Two-week sprint
Two-week sprint is Nathalie Dorémieux’s term in this episode for a short, structured execution cycle in which an idea is broken into tasks, tested quickly, and evaluated against specific metrics.
Co-creation
Co-creation is the practice Nathalie Dorémieux describes of involving the audience early in offer development so the creator can learn what people want, what words they use, and whether the idea truly fits the market.
Unique brilliance
Unique brilliance is Nathalie Dorémieux’s phrase for the kind of work a person is naturally wired to do well, with energy and consistency, rather than the tasks that drain them and trigger procrastination.
Season in business
Season in business is Nathalie Dorémieux’s concept that some difficult responsibilities, especially at the beginning, are temporary phases driven by current limits in time, money, or support rather than permanent ways of operating.
Interest-list experiment
Interest-list experiment is Nathalie Dorémieux’s demand-validation method of inviting an existing audience to raise their hand for a proposed offer before building it fully, then using response metrics to judge traction.

Claims & Evidence

Claim

Nathalie Dorémieux says long creation cycles are becoming less viable because business conditions change too quickly.

Evidence

In the episode, she states that with AI and rapid market change, the days when someone could take six months to create a program are gone because in six months things have changed.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "The Fastest Path to What Works with Nathalie Dorémieux" - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026 - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026
Claim

Nathalie Dorémieux recommends validating demand before building a full offer by running an interest-list experiment.

Evidence

She gives a specific example of a two-week test in which she emails an audience about a possible program, asks interested people to click a link, and tracks metrics such as clicks, open rates, and sign-ups.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "The Fastest Path to What Works with Nathalie Dorémieux" - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026 - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026
Claim

Dorémieux argues that founders often fail because they assume expertise tells them what buyers want.

Evidence

In the transcript, she says entrepreneurs may know what people need but do not automatically know what they want, and she presents audience involvement and co-creation as the way to close that gap.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "The Fastest Path to What Works with Nathalie Dorémieux" - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026 - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026
Claim

Dorémieux believes success metrics should be both realistic and emotionally sustainable.

Evidence

She says a target number has to do two things: be realistic based on the size of the current audience and be a number that excites the founder rather than stressing them; she illustrates unrealistic planning with a 500-person list that someone expects to generate 200 hand-raisers and 150 buyers at $8,000 each.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "The Fastest Path to What Works with Nathalie Dorémieux" - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026 - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026
Claim

Dorémieux links lack of excitement to stalled execution and poor launch follow-through.

Evidence

She references her former First Members program and says two participants ultimately did not launch memberships because the excitement was not there, adding that without excitement people move into resistance, hesitation, and procrastination.

Source: Episode transcript - full_transcript - Nathalie Guest Shows - "The Fastest Path to What Works with Nathalie Dorémieux" - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026 - Nathalie Guest Shows / "The Fastest Path to What Works with Nathalie Dorémieux" / published July 2, 2026

Key Questions Answered

What is Nathalie Dorémieux’s fastest path to finding what works in business?

In Nathalie Guest Shows, Nathalie Dorémieux says the fastest path to what works is to stay consistently in action, make decisions faster, and stop letting ideas sit untouched. Her reasoning is that action creates feedback, while delay usually leaves the same problem unsolved and gives the market more time to change.

How does Nathalie Dorémieux recommend testing a new offer before building it?

In the episode, Dorémieux recommends a two-week interest-list experiment. She suggests describing the offer, naming the problem it solves, asking the existing audience to click if they are interested, and then judging traction through metrics such as clicks, open rates, and sign-ups before fully building the program.

Why does Nathalie Dorémieux say expertise is not enough to build a sellable offer?

According to Nathalie Dorémieux in this podcast episode, expertise may tell you what people need, but it does not automatically tell you what they want or how they talk about the problem. That is why she emphasizes co-creation with the audience, so the offer is shaped by real language, real interest, and real signals instead of assumptions.

What does Nathalie Dorémieux mean by a realistic success metric?

In this episode, Dorémieux says a realistic success metric has to match the actual size and warmth of your audience rather than fantasy conversion math. She also adds that the target should excite you more than it stresses you, because emotionally dead or overly aggressive goals distort decision-making.

How can founders move faster without becoming chaotic?

Nathalie Dorémieux’s answer on Nathalie Guest Shows is to pair speed with structure. She recommends having a plan, turning it into tasks, setting clear expectations and metrics, and running work in short two-week sprints so fast action still produces reliable learning.

What does Nathalie Dorémieux say about being wired differently in business?

Dorémieux argues in the episode that people are wired differently and should stay in their unique brilliance rather than forcing themselves into every role. Her view is that when founders stay too long in work that drains them, they procrastinate, lose energy, and perform worse than they would with targeted support.

What should a founder do if they are afraid of building in public?

In the transcript, Nathalie Dorémieux says fear of judgment is normal, but it cannot be allowed to run the business. She argues that most people are focused on themselves, and that your reason for creating the offer has to become bigger than your fear of embarrassment or criticism.

What does Nathalie Dorémieux say about people stealing business ideas?

Dorémieux’s position in the episode is that most ideas already exist in some form, so the defensible part is not secrecy but originality of delivery. She encourages creators to put more of themselves, their method, and their framework into the work because nobody can teach or lead in exactly the same way they can.

Full Episode Transcript
Speaker A: All new drinks are now at McDonald's. With Refreshers like the Strawberry Watermelon Refresher and the Mango Pineapple Refresher with popping boba. To crafted sodas like the Sprite Berry Blast with berry flavors and cold foam. Who knew ice cold drinks could be so fire? Speaker B: 6 all new drinks are here. Speaker A: Now at McDonald's. Refreshers contain caffeine. Speaker B: You are listening to The Growth Signal. My name is Alyssa Nolte. Speaker A: And I'm Nathalie Doreignot. Speaker B: And we're gonna get right into it. Tell us, what is your hot take? Speaker A: So my hot take is to be consistently in action. Like, it's, um, making decision faster, and, um, that's the quickest path to figuring out what works and what doesn't. There is nothing worse than sitting on something, on a decision, and the problem is gonna be the same tomorrow. Speaker B: I think that this is something that everybody needs to hear, especially in the way that our world is changing so quickly. Like the things that you used to be able to really think through and take your time on and build up a, a strategy and it had multi-layers and there was layers and layers of approval and thought process and all of that, like those days are gone. And what, for better or for worse, they are gone. So how do we, one, start to build up the, the reflex for action? And two, are there any things that we need to consider as we do this so we don't end up in just a cycle of failure? 'Cause we're not thinking it through, we're just like shooting from the hip. Speaker A: Yeah. So I think that, I mean, you're totally right. You know, with things changing, AI coming up, uh, we know we have, you know, to move fast because things change so fast. So the days where it takes you 6 months to create a program or anything, you know, those are gone. In 6 months, the, the things have changed, right? So the, the idea is really to be, um, structured when we do this. And for people that are very woo-woo and are, are not like super organized, they, they basically need to get help. Otherwise they're always, you know, into not taking action, but into the thinking mode. So you have to get into more of an interactive, uh, way of doing things. And so having a plan, turning the plan into tasks and, and basically run things like experiments. These are the facts, this is what I wanna measure, this is what I'm expecting, and I'm going to do this and then just move from there. I think it just needs a bit more structure in terms of what you're doing and just breaking it down into, you know, sprints, like 2-week sprints. Speaker B: I think to your point of like, if you are a person who is a big idea, big thinker type of a person, getting help is the number 1 tip that I agree with because I am one of those people, right? I love like the thrill of solving a problem and saying, okay, there's a problem, here's a solution, let me try a bunch of things. And I do really well at the experimenting phase where I'm just trying and I'm just trying and I'm just trying. The problem that I always have is that next step where it's like, okay, now the problem has been solved. Now we're just like running the, running the actions, running the tasks, right? We're just going forward with the thing we've already fixed. I am so bored at that point because I'm like, no, no, we've solved the problem. I can go move on to the next thing that, you know, excites me. So, um, I've worked with incredible people before though who have been able to say, okay, cool, you've solved this problem. Now we're gonna take it and we'll take care of it. You go do something different now. Because that they get their joy in the process where I get just absolute suffering. Yeah. In that experience. Exactly. Speaker A: And I think you touched on something that's really important here is we are all wired differently. So making sure that you keep operating in your unique brilliance and not try to do things that you are not wired to do. You would do a terrible job. I think it would suck your energy. You'd procrastinate. So stay in your zone of brilliance and then get some help, you know, on the other pieces of business that need to be done, but they should not be done by you. Speaker B: Yeah. And it's hard too, because especially when, you know, if you're starting something for the first time, if you're not an established business, if, if you're going out and building your own thing for the first time, yeah, that can be really difficult to say, okay, I know I'm not the best at this. So am I ready to take the risk of bringing someone else into it? Speaker A: Exactly. And that's why these niches have seasons. At the start, you either have money or you have time. Speaker B: Yeah. Speaker A: Right? So if you have money, you hire it out, you get a team. Or you have time and you figure it out and you do what you can, knowing that it's a season in the business. It's not going to be forever. But do you know why you're doing it? You're doing it because it needs to get done. If you don't do it, you can't hire, doesn't get done, business doesn't move. Right? So it gives you fully that motivation for that short period of time to do it yourself, even if it's not done the best way. But like, there are ways, you know, to be your best, you know, doing it the time of the day where you have the most energy, right? Do things right before that puts you in that bubble of like, oh, I can accomplish anything, you know? And so that, that's basically the idea, right? It's gotta get done by someone. Speaker B: Yeah. When you're, when you're thinking about how we do this take action thing, and one of the things I've been talking about on the show lately is this concept of like building in public where you're going out and you're trying things out and experimenting live and in public rather than, you know, the way we used to do it was in a, in a conference room with a whiteboard and we're all kind of thinking. Now people are almost whiteboarding live with their potential customers. How do we How do we build this growth and, and start to turn it into something that's actionable and shed the fear of doing something either one, publicly embarrassing and embarrassing ourselves, or two, tipping off somebody else who might be a competitor to us. Speaker A: Yeah. So, couple of things on that. One, the fear of what people would say. I would say if you have that fear, will probably never succeed because we all have the fear, but we do it anyway. So your why, why you're doing it needs to be bigger than, than, than the fear of making a fool of yourself. Just also know that everybody's looking at their own belly button, we say in French, means, you know, we look at our own stuff, you know? Speaker B: Yeah. Speaker A: And, uh, so people don't really care, you know, they don't care as much. They don't see as much. As what we think they are. So that's number 1. And then number 2, um, I can't remember what, what was your number 2? Speaker B: Uh, the fear of if somebody like, okay, so if I have this really cool idea and I'm out in public talking about it and somebody steals it. Speaker A: Okay. So everything out there is pretty much being done. It's the way you are going to do it. So the more you inject you, nobody can replace you. So that's why you need to show your personality and your vision and what you stand for as much as possible, because that nobody can replace. Nobody can be you. A lot of people can teach you many things. Nobody can teach it like you. So have your own method, your own framework, your own way of doing things. Sure, people copy, but there is enough work for everybody. So stay in your lane and don't You know, not show what your plan is in fear that people would steal because you are putting too much importance on these people versus people that actually need you. Speaker B: What do you think is the biggest blind spot that people have when they're, when they're thinking about, if they're hearing what we're saying and they're saying, okay, I'm ready to start taking action, what is their biggest blind spot in that process? Speaker A: It's probably that they don't know what they don't know, and they don't know that. See what I mean? So there is this, um, this thing where when we have an expertise, we have knowledge, you know, we know how to do things. Maybe we've, we've helped people in, in, in a certain capacity, you know, on this, and we think we know what people want. And we are like, no, I know what they want. No, you know what they, you might know what they need, but you don't know what they want. And they forget that they actually need the audience. Speaker B: Hmm. Speaker A: To figure things out. So to your point where you were saying, you know, let's co-create, I call it co-create, collaborating, you know, telling people what you're up to and making sure that you create something that works for them and for you. I mean, if you do this, when you think about it, you can't fail. Because if they, you can't connect with these people, you don't create. So, so you don't create something that doesn't sell, right? By definition. And really the idea is to, um, make sure that you involve them, you know, in that process and you figure out what words are they using, where are they at? You need to meet them where they're at, and that's very often where Um, people miss the mark. There's still a gap. Speaker B: When you talk about, you know, like not knowing what you don't know, right? And it's that, that real paradox of you don't know that you don't know, so therefore how could you ever possibly know to go look for something that could like get out of this like don't knowing loop? Speaker A: Yeah. Speaker B: Are there resources out there that can help us like, like stretch our, our minds or figure out what we don't know or go down that path? Or is it really just you luck out of this not knowing loop? Speaker A: Yeah, so, so I think, I mean, the best way that I found, it's to not stay in isolation. If you surround yourself with other people that are doing the same thing, they are going to talk about, you're going to meet people that are just a little bit ahead of you and they might have seen things, you know, um, same thing, you can help somebody that is just getting started and maybe you're 6 months ahead. So, um, I mean, once you understand that, oh my gosh, I didn't know that, then maybe you start to be a bit more on the lookout for things and realizing that, um, you might have the expertise, you might be like the, the, the, the, the bone of the business. There are so many other things that need to be put in place for this to work., right? Um, and, and you don't know when they are, right? I mean, we kind of have an idea. We need some marketing, we need some sales, but like, it's, it's just being curious and being, and surrounding yourself, not staying in isolation and doing this on your own because you're going to miss out on a bunch of things. Speaker B: Well, and not only, I, I completely agree with that and I feel like post-COVID we all got real comfortable in our houses, right? Like, We are doing this podcast from halfway across the world where I'm in Iowa and you're in the south of France. And that's a great benefit that we all kind of accelerated towards, you know, in this virtual world. But there really is something special about one, going out and connecting with other people. But I also think two, connecting with people who have nothing in common with you seemingly. Yeah. Because some of my best ideas have come from conversations with people who had nothing, they knew nothing about my business. Nothing about my expertise. I knew nothing about theirs. So it was a true, like, like a true learning experience because I knew nothing. I was a total novice at what they were the best in the world at. Speaker A: Yeah, absolutely. I think like, I think it goes both ways. It's nice to be surrounded by other people like in your field or doing something similar, but just being in a group with people like maybe you have a brick and mortar business or, you know, something totally different than what we might be doing online. Has so much benefit because you, like, things like, they are totally different level when it comes to having a team, you know, or because they have like a, um, an, an actual store. So they need to have employees and they, they, they go through, um, churn and having to fire people and all these things much faster than we might have to, you know. So it's, it's things that any business needs to might encounter at some point, needs to know, needs to be aware of, but it's nice to see different angles, different way of thinking, just because we have very different business models. Speaker B: You mentioned earlier the idea of experiments, right? So when I think of the word experiment, I think of, you know, like the scientific method and the things that we learned in school and, and like going through this process of having a hypothesis or something you think and then finding ways to test it. But take us through that. Like if I'm, if I'm here on this podcast and I want to start experimenting with an idea that I have or, or taking action, what do those steps look like and how do I make sure that I'm doing it in a way that best serves the reality, the truth that I'm seeking and not necessarily the bias that I have for what I want to see in those experiments? Speaker A: Absolutely. And I always say numbers don't lie, so you need to have metrics. Right? To have an idea. And actually, that's a great example is I'm going to drink my own Kool-Aid, like we said, because I'm running an experiment, you know, that I'm, I'm gonna today or tomorrow that I'm starting. So I'll tell you exactly what that could look like. Say you want to run a program, but you're not exactly sure if people want it, you know, um, and if even your existing audience wants it, right? The experiment could be. I'm gonna try, I'm going to give myself 2 weeks to create an interest list and get 20 people to raise their hand and say, I'm interested, right? So that's my metric is going to be how many people on my interest list. So what you do is you send the, the, the experiment is like, okay, I'm gonna send an email to my audience and say, hey, um, I'm thinking of doing this. Uh, this is what it is for. This is the problem it's going to solve. I don't know yet. When it's gonna come out, how much it's gonna cost. But this is what I'm thinking. Is that something you'd be interested in? If yes, just click the link so, so I know, right? So already when you do this, you're gonna have a first metric, which is the clicks, right? Of people actually clicking to raise their hand. Now what that gives you is a very clear sign that you cannot ignore. Like, are the people clicking or not clicking? If nobody's clicking and you thought that you had an idea that they might be interested in, sounds like could be the wording, but now sounds like it's not. So of course you don't do, just do one email. Actually, I'm doing three. The second one could be something like why you're doing it. You know how people love more why you do things than the actual thing. So I would tell them honestly why I'm creating this thing, and it's all about experimenting and just getting people into it. Action, you know, and not waiting, like waiting for AI, you know, how it's gonna go, you know. So, so that's basically the idea, you know, that's a quick tangible example. What is a goal? I'm trying to build an interest list of 50 people, and I think I could get that from my list. What do I need to do? I'm gonna send a series of emails. I'm gonna track opens. And things like that. And at the end of the experiments, at the end of the 2 weeks, you're like, okay, what, what was my open rate? How many people did sign up? And that gives you information. Speaker B: How do you determine what is a reasonable success metric? Because you said like 20, that you're going to get 20 on your success, on your list. How do you make sure that your, your number is a good indicator that you have a real idea here, but not so unrealistic that you're going to be disappointed? So for example, Um, I've worked with people before who will run a 2-week experiment and then if they didn't make $100,000 in new business in that 2-week experiment, oh, this is an absolute failure and we, we have to try something. And then they completely pivot their strategy a different direction. And you know, how do we set success metrics that are based in reality? Speaker A: Yeah. Speaker B: For what actually is successful. Speaker A: Yeah. So actually they have 2 things. That the number needs to do. One, it needs to be realistic. So if you have a list of 500 people and you think that half of them are gonna raise their hand, no, they're not. Speaker B: Okay? Speaker A: No, they're not. I'm telling you right now. And if you say, oh, I need from 500, I need 200 to raise their hand and I need 150 to buy. And then you're like, and my program is $8,000, so it's gonna be $150,000 I'm making. I'm gonna tell you right now, you're gonna be very disappointed. Speaker B: Yeah. Speaker A: Right? So one is, is that, you know, like, is that realistic? And two, it needs to be a number that excites you and does not stress you. What I'm talking about here is that, you know, one of my things is membership sites and memberships. We wanna get as many people as possible, but when you launch the first time, you don't. Yeah. You want less people, but you want the right people because you want people that are going to give you feedback that you actually want, not from the wrong people, right? And it's gonna be easier to manage. So you want to find the number that excites you. I'm like, ooh, I'd be happy with that where you can get enough data, right? Because it's not about the money when you first launch, it's about getting the right people and being able to have that co-creation and get enough feedback that you can create something that's truly amazing. For them and for you. So it's a subjective number, but it needs to take into account your existing list. But don't count on doing Facebook ads and then things like that because those people are too cold. Like we're talking about our existing audience, right? Uh, the people that kind of know you already and the minute you say, I want to do something, you know, they might jump on it, right? So, so those are the two things, you know, realistic and, um, A number that excites you more than it scares you. Speaker B: Like, I, I love too that you say a number that excites you, cuz let's be honest, like we all have a million things that we could be doing. Like I've got two little kids, I've got a business, I've got a husband. Like I have more than enough things that I could be doing. And if it doesn't excite me, then like, why are we doing it? Why are we living this life if we don't have that excitement? Speaker A: Exactly. Absolut nicht. That's something that like, I, I, I tell people all the time, like I'll tell this story, you know, I used to have a program, it's called First Members and it's to help people get their first members in a membership. I don't run it anymore, but because it turned into a one-on-one, I was helping everybody one-on-one, but there were like 2 people in the course, they ended up not launching a membership. And that was because the excitement was not there. And I was telling them, okay, I can help you, but when you talk about it, I don't see you getting excited. And if you are not, how do you expect people to be? Excitement is when we are okay to make mistakes because we want to keep moving forward because we want to see the other side. That's where we don't procrastinate because we are like, I don't know if I'm, I'm the right person for this. I don't know if it'll work. You know, when you do all these things, you are not in excitement. You are like in resistance and nothing good happens. Speaker B: You know, and if you, if you don't have that level of excitement, you are going to hit a hurdle, right? It's going to happen no matter what you're trying to do. Like, there was one time where I went through a phase where I was like, oh, you know, I'll start making like social media videos and I'll put clips on TikTok. And then, um, I started to actually get quite a bit of traction there. And then like people were commenting and like stuff and I hated it all of a sudden. I was like, I don't want, like, I discovered that my excitement of making the video did not outweigh my feeling of like having people in it. And I realized like, oh, these, this content's just for me. That makes sense now. And so like understanding where that hurdle or where that dip is going to come or where, you know, the success takes time. I, I started this podcast over a year ago. It took me probably a year to feel any level of traction and to feel like anyone was listening to this damn thing. And then all of a sudden I started getting messages from people who were loving the show and, and my listens started to shoot up. But if I would've quit after those first, God, like 40 episodes almost, I would've been done before I found this amazing thing that's changed my business entirely. Speaker A: Yeah. Speaker B: And my perspective on life. But it took, it took a prob— probably a full year to see any level of success. Mm-hmm. Yeah. Speaker A: I'm not surprised. Yeah, absolutely. That's that, they call it grit, whatever that is, but like it's, that's what keeps you going. It's when you know deep down this is what you want to do. It's amazing the strength that we can find. Yeah. Speaker B: Considering the people that you know or aspire to know, who else is out there? Who else do we need to be listening to? Speaker A: Okay, so this is the perfect place to say this because as you were talking, I was thinking about the person that helped me see who I was and that I was not flawed, that I was not broken. Her name is Fabienne Fredrickson and she runs Bold Hearts. And that's the, the only of the many programs that I've done that really made me do a work on myself, my personality, showing that I was not broken just because I couldn't— I'm, I'm a to-do list. I'm not the entrepreneur. Type of thing. So when you rank on the Kolbe and the StrengthsFinder and all these things, like, well, no, you should be an employee. You should not be, you know, your own boss. Right. And she made me see that I was not broken. I, I just needed to know where I can operate really well and get support for that. Speaker B: And if someone is loving this conversation, they wanna hear more from you, where can they find you online? Speaker A: Yeah, so they, they can find me at themembershiplab.com. And I will have something there for them that's truly unique to me. Speaker B: I love that. We'll make sure that we drop that link in the show notes. And if you're looking for me, you can also find me on LinkedIn. You search Alyssa Nolte, and if you find the Notorious Plant Killer, you know you have found the right Alyssa Nolte. I also write on Substack under Alyssa Likes to Talk. Thank you. Thank you. Thank you so much for coming on the show today. I loved this conversation. I think more of us need to start taking action and taking risk and running experiments and committing to the idea that, hey, it might not work out right away. It might not work out ever, but we will never know unless we put down our pen, step away from the whiteboard, and try. So thank you so much for taking the time. Speaker A: Thank you so much, Elisa. Speaker B: Thanks for listening to today's episode. There are millions of podcasts out there and something like 70,000 new episodes are released every single day. It's not lost on me how lucky I am to have such an incredible community who show up and support this show. To be a guest or nominate someone who should join me on the pod, head to alissanolte.com. And if you're looking for ad-free episodes, you can join me on Substack. I post all new episodes of my podcasts and share appearances on other people's shows, plus bonus content and updates on what I'm working on. Search Alyssa Likes to Talk or tap the link in the show notes. You're listening to a podcast right now. Driving, working out, walking the dog. If you're into podcasts, chances are you have something to say too. With RSS.com, starting your own is free and easy. Upload an episode and we distribute it to Apple Podcasts, Spotify, Amazon Music, and hundreds more. Track your listeners, see where they're from, and start earning from ads like this. Even with just 10 listeners a month. If you've been thinking about starting a podcast, this is your sign. Start free at RSS.com.

System Resource Link Identification Block: fast-action-experiments-nathalie-dor-mieux-s-playbook-a94

Resource Identifier: a94

Canonical Source Context Archive: https://insights.podcastleadflow.com/fast-action-experiments-nathalie-dor-mieux-s-playbook-a94