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EPISODE # 07

07 – The Why’s and the How Of It

The Why's and the How Of It
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Episode #07 | The Why's and the How Of It

We cannot deny that COVID-19 has definitely challenged the way we do business. Businesses across the globe – whether big or small – have tried their best to adapt to the new normal. In this podcast episode, we invite you to take a few steps back from your business so that together we can look at the bigger picture. Listen and find out the 5 important questions every business owner should answer in today’s landscape in order to change the mindset from survive to thrive.
 
“It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is most adaptable to change”.
~ attributed to Charles Darwin’s Origin of Species

Episode Highlights:

Resources:

TedTalks video regarding adaptability quotient.

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Warsha 00:01
Welcome to the Dare to Scale Show with me Warsha.

Evan 00:05
And me Evan.

Warsha 00:06
So, what is Dare to Scale? Over the years that we’ve been coaching founders and business owners, much like yourselves, we’ve worked through a framework called Dare to Scale.

Evan 00:18
Dare to Scale indeed. That framework has helped loads of business owners. That is what this show is all about. So, put on your big picture thinking hat. 

Warsha 00:28
Oh and your headphones, and come join us and enjoy the ride.

Evan 00:36
Hi Everybody and welcome to today’s show, we’ve got a wonderful topic for you. It is four why’s, and a how.

Warsha 00:44
Oh! I love that, I love those four why’s, and, importantly, how. So, how have your last two weeks been? Importantly, how have your past few months been? We are experiencing wonderfully interesting times, and I say interesting, no doubt they have been challenging, they’re continuing to be challenging times for every single person on this planet. I choose to say interesting, because a situation is what we make of it. Interesting, because what we are experiencing today is a massive shift a transition in the way we live the way we work the way we socialize, the way we do everything the way we know life as it is, everything is changing everything is in flux, interesting, because we are bringing about that change. We as humans at are our most creative when under pressure, and look where we have come. What looked like almost the end of the world, in March or April, and look where we are today. We are adaptable we are resourceful, and we are the change makers of today, history is going to look at our generation and think wow, look what those guys did in those days. So, today’s questions are for you as a founder and see how clearly, can you articulate those answers. If you are able to, that is a massive plus for you as a founder, to see how clearly can you answer those questions, answers to those questions are going to drive your strategy. Answers to those questions are gonna drive your operations to answer to those questions are going to shape your business today. So, over the next few months over the next few years you survive you don’t just survive you thrive. You become the change maker, and you come out as winners.

Evan 2:47
Totally I couldn’t agree more. You know what, it reminded because we were talking about this, and this will kind of prompted the questions. There was an article that we saw a couple of years back in 2017.

Warsha 2:58
Oh yes

Evan 2:59
On LinkedIn

Warsha 3:00
Very nice

Evan 3:01
Chappie’s real name is Fabian Diaz read an article and the article is this. Today, now, this very moment is the slowest pace of change you will experience in the rest of your life.

Warsha 3:13
Beautiful

Evan 3:14
And for today, particularly in 2020 so roll forward a couple of years, that is still true. More so.

Warsha 3:22
More so

Evan 3:23
And there’s a wonderful graph in that article where Fabien is talking about the pace of change for company is linear. But the pace of change for customer is expediential with more information more information at your fingertips on mobile devices anywhere you are, customers are far more powerful and informed than they ever used to be. So, maybe it’s time for a different how. So, these questions of you for the founder, definitely. And it’s about being adaptable, but before we ask those questions. There’s something that’s really important that you need to surround yourself with, and that is a support group. A support group can be anything from a coach to a mentor to a peer group even. Somebody you can articulate questions to bounce ideas off from likeminded or to likeminded people, because you will get a decent answer then somebody is going through the same challenges you are.

Warsha 4:18
Hmm hmm

Evan 4:19
The thing about that is you can’t be doing this alone. Changes happening too quickly, technology is advancing too quickly to do this all by yourself. You don’t have the time to be the only expert in the room.

Warsha 4:33
So, Evan you mentioned a support system and we’re hoping that most of you, if not all of you actually are working with a coach are working with a mentor are working with a peer group. And, you know, a really good coach who is a friend of your business or a peer group who is really holding you accountable will at some point, if they haven’t already asked you the question that we’ve been ask today.

Evan 5:00
Wonderful segway. And the first question is, why are you in business?

Warsha 5:07
What’s the bigger purpose?

Evan 5:08
Why are you doing this?

Warsha 5:10
When as a founder, when you first thought of starting this business, what did you think you were starting the business for, and it’s very rarely, just to make money. There is a higher purpose a higher vision there’s a dream, there’s an ambition.

Evan 5:21
Yes

Warsha 5:22
There’s a mountain that you’re looking at and saying, I’m going to climb that mountain.

Evan 5:26
Yeah

Warsha 5:27
I’m going to be standing at the peak.

Evan 5:28
So, what are you doing this for?

Warsha 5:30
What are you doing this for?

Evan 5:31
Why don’t you start? Absolutely. So, what gets you out of bed in the morning.?

Warsha 5:34
Oh yes. And what does success mean to you?

Evan 5:37
Oh I Like that. Because, well that can change over time. But ultimately, it still needs to tie into why you’re doing your business.

Warsha 5:45
Yeah, what does success mean to you?

Evan 5:47
Of course absolutely

Warsha 5:48
What does freedom mean to you? And when I say what does freedom mean to you it is because as a coach I’ve always believed that when a founder sits with a coach and we talk about what are some of the challenges, the bigger driving factor is the ultimate freedom because in most cases founders start a business because they want to be free from it.

Evan 6:10
They get into business to get out of it.  

Warsha 6:12
Yeah

Evan 6:13
But what that means is, okay that’s working on your business so it’s that sort of higher level and delivering that higher purpose.

Warsha 6:18
So, what does that freedom mean to you so how do you define success, how do you define freedom. And we all have our own definitions of all this. What is the higher purpose?

Evan 6:30
And do you find yourself in this time stuck in trenches.

Warsha 6:34
Oh very nice.

Evan 6:36
So it’s about an awareness.

Warsha 6:38
Yeah

Evan 6:39
What was that original vision, connecting to it, the strategy of doing what you’re doing, doing it well. And you working on your business.

Warsha 6:46
I’m glad you mentioned strategy Evan, because that higher transformational vision as we call it, is what drives strategy. The growth roadmap in your business, which, in turn, drives, efficient operations within your business which, in turn, successfully delivers the value to that customer in your business.

Evan 7:07
Of course! So, the strategy links your vision to your customer.

Warsha 7:10
Completely

Evan 7:11
And it’s about that journey.

Warsha 7:12
Completely and also today, do feel that you were stuck in the trenches, that probably means somewhere that alignment with that initial transformational vision needs to be doubt.

Evan 7:26
Absolutely. Reinvigorated some air pumped back in.

Warsha 7:29
Oh yes

Evan 7:30
Give it a bit of sunlight, you know, nurture it and make it grow.

Warsha 7:34
Oh, very, very nice. So, question number two.

Evan 7:38
Question number two.

Warsha 7:39
I’m gonna ask you.

Evan 7:40
Go on

Warsha 7:41
Why should your customers buy from you?

Evan 7:45
Especially today with that sense of urgency that some of us have

Warsha 7:48
Yeah


Evan 7:49
And certainly you know with the information at the fingertips that all of our customers now have in the expediential growth that we talked about right at the beginning.

Warsha 7:57
Yeah

Evan 7:58
What problem are you still solving? Is it still relevant?

Warsha 8:02
Very nice

Evan 8:03
Are your customers looking elsewhere for something cheaper, better, faster, whatever it is, right?

Warsha 8:07
Yeah

Evan 8:08
So, are you still relevant to your customer?

Warsha 8:11
I love that

Evan 8:12
Are you nurturing that relationship with your customer?

Warsha 8:15
I’m going to put a pin on that because there you’ve touched a wonderful, wonderful topic over there about nurturing the customers and I want to go back to what you said earlier, what problem are you solving for your customer and is that problem still relevant because the problems faced by a customer are changing as well like your initial graph that you were talking about from the article.

Evan 8:36
Yeah

Warsha 8:37
The customers behavior has changed a lot.

Evan 8:39
Absolutely

Warsha 8:40
The way we shop has changed. Why we shop has changed everything has changed so, are you still relevant to your customer? And have you adapted enough to make it easy for your customer to buy from you?

Evan 8:53
To find you first

Warsha 8:55
To find you and to buy from you and

Evan 8:57
To what you have got but to buy from you.

Warsha 8:58
Yep

Evan 8:59
Are you removing the friction?

Warsha 9:01
Very true

Evan 9:02
So, what is that value proposition?

Warsha 9:04
What is that value proposition, and is that value proposition still, and maybe, the other thing over there, and I know we’re digressing a little bit and I get I want to touch on this is, is your customer who you defined as your core customer before March 2020 still your actual core customer?


Evan 9:23
That is so relevant.

Warsha 9:25
So, it’s time, maybe.

Evan 9:27
To have a look at that.

Warsha 9:28
To look into that a little bit. Oh yeah.

Evan 9:30
Because tastes are changing the speed of that change is also changing.

Warsha 9:34
Yep.

Evan 9:35
And like we said or inferred anyway change is the only constant.

Warsha 9:39
Change is constant

Evan 9:40
And if you can’t answer these questions as we go through. You need to get back in touch with them.

Warsha 9:45
And I want to go back to that pin that we saw on the cork board earlier. Are you nurturing your customers? How are you looking after your customers? People remember how someone made them feel.

Evan 10:00
Absolutely and people buy from people they like.

Warsha 10:02
Totally so true, and how you looking after these customers who’ve been buying from you who have been giving you their business, for all this time. So, what are you doing in today’s time to continue nurturing those customers?

Evan 10:19
Because if it’s same old, same old. It might be, same bye bye old.

Warsha 10:24
Yeah, somewhere everything needs to be redefined today.

Evan 10:28
Absolutely. And if there’s a control a choke point that you’re controlling in your industry to actually not abusing that don’t take your customer for granted.

Warsha 10:39
That’s actually so true. That’s very good.

Evan 10:43
So while you’re looking after your customer which we heard you are. Keep that alive. Absolutely keep that alive. Because loyal customers are very hard to find.

Warsha 10:51
Yeah

Evan 10:52
Hard to replace actually not hard to find, but very hard to replace.

Warsha 10:55
Yeah, so, on the flip side, if you do control a choke point from a business perspective, I want to ask, what are you doing to protect it.

Evan 11:03
Oh, good question. Good question. Again, don’t take your customer for granted, don’t take your control point or your choke point for granted. Competition these days is intense.

Warsha 11:13
What are you doing towards

Evan 11:14
Always has been really.


Warsha 11:15
What is your niche?

Evan 11:16
Really, what are you doing to protect your niche.

Warsha 11:17
Yeah.

Evan 11:18
What can you do what are you doing that is hard to replicate. So, take that on board and answer that question. Okay Warsha the next question is directed to you.

Warsha 11:29
Okay

Evan 11:30
One of your pet project areas, why should somebody work with you? And that’s not for you but that’s for the.

Warsha 11:35
For the listener Oh yes, absolutely. That really is one of my pet projects Evan why should people work with you? Why should someone work with you? One of the greatest driving forces for that question is, what culture exists within your company.

Evan 11:51
Totally, totally and your how your DNA as a founder is trickling down into your team.

Warsha 11:58
Very much so. And it all is about the culture of accountability culture of transparent communication, culture of respect, cultural of trust. So, how do you make your team members valued for whatever role they play from someone who probably comes and cleans your desk to someone who is probably handling operations for you to someone who is the CEO of your company.

Evan 12:25
Of course


Warsha 12:26
Every single person is contributing towards the success of that team, and how do you as a founder, make them feel valued.

Evan 12:34
I have got a curvy question for you.

Warsha 12:36
Oh go on.

Evan 12:37
It related to this obviously. So, in these interesting times where people are now working from home. This is even more relevant.

Warsha 12:45
Oh yes, very much so because you don’t see each other every day. Has your leadership style changed because you don’t see people every day?

Evan 12:54
Indeed

Warsha 12:55
We have come across a few examples, haven’t we Evan?

Evan 12:57
Oh yes yes yes

Warsha 12:58
Over the past few months where that leadership style has changed and to where people have gone from wonderful everything is great, to a little bit of micromanaging happening. And somewhere that the culture kind of breaks down, and something that I said earlier about transparent communication is key to keeping that culture alive, even if everybody is working from home. How do you keep them together?

Evan 13:28
Totally


Warsha 13:29
Do you talk to them every day and not individually. Do you as a team, come together in a daily communication.

Evan 13:37
Yeah, so, does your team still feel engaged.

Warsha 13:41
Does your team still feel engaged? So, one of the key things to keep this culture alive when you’re working remotely is consistent transparent and regular communication, at least once a day. Everybody comes together and says, Hey, I’m here. What is the one thing that was your victory? What is the one thing that you’re going to be working on today I call it a huddle, call it a meeting, call it and don’t call it a meeting, actually, because a meeting just somehow brings up visions of everyone sitting down to take notes of minutes of meetings and two hour meeting.

Evan 14:17
No no no no

Warsha 14:18
that’s not what we’re talking about. It really is a touch point.

Evan 14:21
It’s your guys, I’m here, you’re here, we’re all good actually one of the funny things, you, I say funny, one of the great things that you do with your team is you actually have the business side of it but you also have a lifestyle.

Warsha 14:31
A WhatsApp group yes, where people talk from anything to home schooling. Oh, my goodness, I don’t know how to handle this to saying you know what, I’ve just cooked something and I’m going to sit down and have lunch, and it’s perfectly okay because we’re all humans, we are all adapting to what is happening and we’re all learning every single day. So, as a founder as a leader within your company actually give them that space.

Evan 15:00
Yeah


Warsha 15:01
Give them that time to adapt. And the more you trust your people the more they will give their time, their energy towards the company.

Evan 15:10
Correct so, based on how things have changed this year. Why should somebody work with you? Love it Love it

Warsha 15:17
I want to wrap this up in one sentence.

Evan 15:20
Go on go on

Warsha 15:21
An inspired leader leads an inspired team.

Evan 15:25
Absolutely. Beautiful beautiful

Warsha 15:26
So it all comes down to how you are setting the tone from the top.

Evan 15:30
Love it! If I remember rightly there’s another question.

Warsha 15:34
There is, and that is fairly close to question number two. And this question is, why should someone supply to you? why should someone sell to you?

Evan 15:47
You know what I love about this question, because it forces the founder, to put themselves in the position of a customer.

Warsha 15:55
Yep.

Evan 15:56
How are you dealing with your suppliers?

Warsha 15:57
Yep

Evan 15:58
Is there any difference between how you deal with your suppliers and how you deal with your own customers?

Warsha 16:04
Very true

Evan 16:06
Because, you got to be walking the talk. Are you nurturing that relationship with your suppliers?

Warsha 16:12
Do you pay them their fair price?

Evan 16:15
And do you pay on time?

Warsha 16:17
Do you pay on time? Do you respect them for what they’re delivering to you?

Evan 16:21
Can you look at yourself in the mirror and say you know what I’m dealing with these suppliers equitably as I’m dealing with my customers.

Warsha 16:29
With my customers equitably. And if all three. So, your customers, your team and your suppliers. The key here is we’re dealing with humans. Do they feel valued?

Evan 16:43
Of course!

Warsha 16:44
Because that’s what people will eventually remember as you very rightly said Evan people buy from people, they like people also work with people who value them and their contribution.

Evan 16:54
Absolutely. You know, it’s like spending a lot of time with people is ended in a social context, right. If you spend days and weeks with somebody, you can’t fake it for too long. Because in the end, the true you will actually come to light. So, how are you dealing with your customers, your suppliers your team. They see that.

Warsha 17:18
So beautifully said, and what’s the final question.

Evan 17:22
We love it is the how question.

Warsha 17:24
It is to the how question.

Evan 17:26
Stated very simply how are you walking the talk?

Warsha 17:29
Oh fantastic!

Evan 17:30
So, how are you leading from the front on these questions about why you’re in business. How you look after your customers, your team and your suppliers?

Warsha 17:39
How are you bringing that transformation vision alive, every single day to all these people in all these areas and when we say all these people it’s not just business related. It really is also, your family, your friends, your social life, everything is affected by that very high-level transformational vision, and how are you bringing that vision alive, every single day.

Evan 18:06
Yeah, over time and you started with this worthless Warsha, the last couple of weeks the last couple of months. Has your mindset changed?


Warsha 18:14
Nice. Has your mindset adapted?

Evan 18:16
Adapted even, that’s a better way of looking at this, because these times require adaptability.

Warsha 18:24
Yes

Evan 18:25
You know, at some point, there was the talk of IQ and then it became EQ your emotional quotient

Warsha 18:29
Yeah

Evan 18:30
These days and there’s actually a TED talk about this I can’t remember who actually said this, but it’s now a AQ. It’s the adaptability quotient.

Warsha 18:38
Very true, we will look for it and may be will post a link on this

Evan 18:41
On the webpage

Warsha 18:42
Or on our web page, so you can go ahead and listen to that I really like that Ted Talk, I’m glad you brought this up Evan because it really is, and not just today. I think that is a constant.

Evan 18:53
Yes

Warsha 18:54
Mindset of adaptability.


Evan 18:56
And you said over time. We are all changing we’re all under pressure is when we make.

Warsha 19:01
When we are at our most creative, because.

Evan 19:04
Yes, it is about adaptability.

Warsha 19:06
It is about adaptability not just changed for the sake of change it actually is adapting to what is relevant today.

Evan 19:11
Yeah so

Warsha 19:13
Charles Darwin’s famous theory about survival of the fittest. How does that happen only when you adapt to what the situation requires.

Evan 19:21
The most adaptable, that thrive.

Warsha 19:24
That thrive.

Evan 19:25
So, wrapping up where we are. These four questions and the How are you able to articulate them. And if somebody like a coach or a peer some like minded peer of yours were to ask you, are you able to articulate these?

Warsha 19:39
And you know, a really good coach, a really strong group of peers who you work with, who hold you accountable will at some point, ask you these questions.

Evan 19:51
Because they’re a friend of your business.


Warsha 19:54
You bet they are.

Evan 19:56
They are fearless to ask the question because there’s nothing for them to lose, so to speak.

Warsha 20:00
Yeah

Evan 20:01
They can see it objectively, and they will ask you these questions, and if you can’t answer them clearly, you need to go back to the drawing board to reconnect, and redefine, maybe. What is that you are doing?

Warsha 20:11
Very true and I want to add over here, that while they are the friend of the business, the questions when asked are not a challenge?

Evan 20:19
No, no no no no no

Warsha 20:20
It is very much about that initiating that journey of rediscovering that path.

Evan 20:26
Completely. I’m glad you picked that up because that is absolutely true. It’s a friend of your business for the right reasons.

Warsha 20:32
Yes

Evan 20:33
And it’s not judgmental.

Warsha 20:34
No, no, not far from it.

Evan 20:36
You know, I mean the episode we did we are driving your car right you looking forward you got the rearview mirrors and things.

Warsha 20:42
Yeah.

Evan 20:43
It is about having that 360 sort of view. And that’s what those peers and the coach and the mentor will do for you.

Warsha 20:50
In most cases when we are too close to a situation, we generally don’t tend to see some of the details that we can see when pulled back to these questions really are to encourage you as a founder to zoom out.

Evan 21:03
Absolutely a 40,000 foot

Warsha 21:05
40,000 feet high in the air to zoom out, and really look at that bigger picture and say, Okay, let’s

Evan 21:10
Love it love it

Warsha 21:11
Restart. Let’s realign.

Evan 21:13
So, to wrap up homework if any is going to be just assess this, and go across to daretoscale.fm/Facebook. And in that group tell us what it is that you discovered or rediscovered, and how this might have actually helped.

Warsha 21:29
Oh I like it, and also do tell us which of these specific areas needed the biggest change.

Evan 21:36
Hmmm I’m guessing its people

Warsha 21:38
I am guessing too we’re looking forward to hearing from you. All the discussions on the Facebook page.

Evan 21:45
Fantastic thank you for listening, all the way to the end. And we will see you next time.

Warsha 21:49
We’ll see you next time, have a brilliant, two weeks in the meantime, you know, I’m glad we are talking about these two weeks just because our episode comes out every two weeks, but it also because of the rate of change.

Evan 22:01
And the rhythm of reconnecting every two weeks.

Warsha 22:04
Every two weeks.

Evan 22:05
I love it love it We’ll see you next time.

Warsha 22:08
Have a good one guys.

Evan 22:09
Cheers.

Warsha 22:10
Bye.

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– System-wide Accredited Businesses except soliciting non-profit organizations, charity shopping malls, and charity fundraising groups which may not hyperlink to our Web site.

2. These organizations may link the home page, of our Site to publications or to other Web site information so long as the link: (a) is not in any way misleading; (b) does not falsely imply sponsorship, endorsement or approval of the linking party and its products or services; and (c) fits within the context of the linking party’s site.

3. We may consider and approve in our sole discretion other link requests from the following types of organizations:

– commonly-known consumer and/or business information sources
– dot.com community sites;
– associations or other groups representing charities, including charity giving sites,
– online directory distributors;
– internet portals;
– accounting, law and consulting firms whose primary clients are businesses; and
– educational institutions and trade associations.

We will approve link requests from these organizations if we determine that:

(a) the link would not reflect unfavourably on us or our accredited businesses (for example, trade associations or other organizations representing inherently suspect types of business, such as work-at-home opportunities, shall not be allowed to link);

(b)the organization does not have an unsatisfactory record with us;

(c) the benefit to us from the visibility associated with the hyperlink outweighs the absence of Dare to Scale; and

(d) where the link is in the context of general resource information or is otherwise consistent with editorial content in a newsletter or similar product furthering the mission of the organization.

These organizations may link to our home page, to publications or to other Web site information so long as the link:

(a) is not in any way misleading;
(b) does not falsely imply sponsorship, endorsement or approval of the linking party and it’s products or services; and
(c) fits within the context of the linking party’s site.

If you are among the organizations listed in paragraph 2 above and are interested in linking to our website, you must notify us by sending an email to marketing@daretoscale.com. Please include your name, your organization name, contact information (such as a phone number and/or e- mail address) as well as the URL of your site, a list of any URLs from which you intend to link to our Web site, and a list of the URL(s) on our site to which you would like to link. Allow two to three weeks for a response.
Approved organizations may hyperlink to our Web site as follows:

– By use of our corporate name; or
– By use of the uniform resource locator (Web address) being linked to; or
– By use of any other description of our Web site or material being linked to that makes sense within the context and format of content on the linking party’s site.

No use of the Company’s logo or other artwork will be allowed for linking absent a trademark
license agreement.

iframes

Without prior approval and express written permission, you may not create frames around our Web pages or use other techniques that alter in any way the visual presentation or appearance of our Web site.

Content Liability

We shall have no responsibility or liability for any content appearing on your Web site. You agree to indemnify and defend us against all claims arising out of or based upon your Website. No link(s) may appear on any page on your Web site or within any context containing content or materials that may be interpreted as libelous, obscene or criminal, or which infringes, otherwise violates, or advocates the infringement or other violation of, any third party rights.

Reservation of Rights

We reserve the right at any time and in its sole discretion to request that you remove all links or any particular link to our Web site. You agree to immediately remove all links to our Web site upon such request. We also reserve the right to amend these terms and conditions and its linking policy at any time. By continuing to link to our Web site, you agree to be bound to and abide by these linking terms and conditions.

Removal of links from our website

If you find any link on our Web site or any linked web site objectionable for any reason, you may contact us about this. We will consider requests to remove links but will have no obligation to do so or to respond directly to you.

Whilst we endeavour to ensure that the information on this website is correct, we do not warrant its completeness or accuracy; nor do we commit to ensuring that the website remains available or that the material on the website is kept up to date.

Disclaimer

To the maximum extent permitted by applicable law, we exclude all representations, warranties and conditions relating to our website and the use of this website (including, without limitation, any warranties implied by law in respect of satisfactory quality, fitness for purpose and/or the use of reasonable care and skill). Nothing in this disclaimer will:

1. limit or exclude our or your liability for death or personal injury resulting from negligence;
2. limit or exclude our or your liability for fraud or fraudulent misrepresentation;
3. limit any of our or your liabilities in any way that is not permitted under applicable law; or
4. exclude any of our or your liabilities that may not be excluded under applicable law.

The limitations and exclusions of liability set out in this Section and elsewhere in this disclaimer: (a) are subject to the preceding paragraph; and (b) govern all liabilities arising under the disclaimer or in relation to the subject matter of this disclaimer, including liabilities arising in contract, in tort (including negligence) and for breach of statutory duty.

To the extent that the website and the information and services on the website are provided free of charge, we will not be liable for any loss or damage of any nature.

PRIVACY POLICY

This Privacy Policy governs the manner in which The Dare to Scale website (“Site”) collects, uses, maintains and discloses information collected from users (each, a “User”) of the Site.

Personal identification information

We may collect personal identification information from Users in a variety of ways, including, but not limited to, when Users visit our Site, register on the Site, fill out a form, respond to a survey, and in connection with other activities, services, features or resources we make available on our Site. Users may be asked for, as appropriate, name, email address, phone number. Users may, however, visit our Site anonymously. We will collect personal identification information from Users only if they voluntarily submit such information to us. Users can always refuse to supply personally identification information, except that it may prevent them from engaging in certain Site related activities.

Non-personal identification information

We may collect non-personal identification information about Users whenever they interact with our Site. Non-personal identification information may include the browser name, the type of computer and technical information about Users means of connection to our Site, such as the operating system and the Internet service providers utilized and other similar information.

Web browser cookies

Our Site may use “cookies” to enhance User experience. User’s web browser places cookies on their hard drive for record-keeping purposes and sometimes to track information about them. User may choose to set their web browser to refuse cookies, or to alert you when cookies are being sent. If they do so, note that some parts of the Site may not function properly.

How we use collected information

Dare to Scale may collect and use Users personal information for the following purposes:

To run and operate our Site
> We may need your information display content on the Site correctly.

To improve customer service
> Information you provide helps us respond to your requests and support needs more efficiently.

To improve our Site
> We may use feedback you provide to improve our centre.

> To send periodic emails
We may use the email address to respond to their inquiries, questions, and/or other requests.

How we protect your information

We adopt appropriate data collection, storage and processing practices and security measures to protect against unauthorized access, alteration, disclosure or destruction of your personal information, username, password, transaction information and data stored on our Site.

Sharing your personal information

We do not sell, trade, or rent Users personal identification information to others. We may share generic aggregated demographic information not linked to any personal identification information regarding visitors and Users with our business partners, trusted affiliates and advertisers for the purposes outlined above.

Changes to this privacy policy

Dare to Scale has the discretion to update this privacy policy at any time. When we do, we will post a notification on the main page of our Site. We encourage Users to frequently check this page for any changes to stay informed about how we are helping to protect the personal information we collect. You acknowledge and agree that it is your responsibility to review this privacy policy periodically and become aware of modifications.

Your acceptance of these terms

By using this Site, you signify your acceptance of this policy. If you do not agree to this policy, please do not use our Site. Your continued use of the Site following the posting of changes to this policy will be deemed your acceptance of those changes.

Contacting us

If you have any questions about this Privacy Policy, the practices of this Site, or your dealings with this Site, please contact us.

This document was last updated on 13 September 2020.

COOKIE POLICY

Effective: May 25, 2018
Dare To Scale uses cookies on https://daretoscale.com and affiliated websites (collectively the “Site”).

Our Cookies Policy explains what cookies are, how we use cookies, how third-parties we partner with may use cookies on the Site, and your choices regarding cookies. Please read this Cookies Policy in conjunction with our Privacy Policy, which sets out additional details on how we use personal data and your various rights.

What are cookies

A cookie is a small file which asks permission to be placed on your computer’s hard drive. Once you agree, the file is added and the cookie helps analyse web traffic or lets you know when you visit a particular site. It also allows the Site or a third-party to recognize you and make your next visit easier and the Site more useful to you. Cookies allow web applications to respond to you as an individual. The web application can tailor its operations to your needs, likes and dislikes by gathering and remembering information about your preferences.

Essentially, cookies are a user’s identification card for the Dare To Scale servers. Web beacons are small graphic files linked to our servers that allow us to track your use of our Site and related functionalities. Cookies and web beacons allow Dare To Scale to serve you better and more efficiently, and to personalize your experience on our Site.

If you do not agree with our use of cookies, then you should either not use this site, or you should delete our cookies once you have visited the site, or you should browse the site using your browser’s anonymous usage setting (called “Incognito” in Chrome, “InPrivate” for Internet Explorer, “Private Browsing” in Firefox and Safari etc.)

We use traffic log cookies to identify which pages are being used. This helps us analyse data about web page traffic and improve our website in order to tailor it to customer needs. We only use this information for statistical analysis purposes and then the data is removed from the system.

Overall, cookies help us provide you with a better website by enabling us to monitor which pages you find useful and which you do not. A cookie in no way gives us access to your computer or any information about you, other than the data you choose to share with us.

You can choose to accept or decline cookies. Most web browsers automatically accept cookies, but you can usually modify your browser setting to decline cookies if you prefer. This may prevent you from taking full advantage of the website.
If you don’t want to receive cookies, you can modify your browser so that it notifies you when cookies are sent to it or you can refuse cookies altogether. You can also delete cookies that have already been set.

If you wish to restrict or block web browser cookies which are set on your device then you can do this through your browser settings; the Help function within your browser should tell you how. Alternatively, you may wish to visit www.aboutcookies.org, which contains comprehensive information on how to do this on a wide variety of desktop browsers.

How Dare To Scale uses cookies

When you use and access the Site, we may place a number of cookies files in your web browser.

Dare To Scale uses or may use cookies and/or web beacons to help us determine and identify repeat visitors, the type of content and sites to which a user of our Site links, the length of time each user spends at any particular area of our Site, and the specific functionalities that users choose to use. To the extent that cookies data constitutes personal data, we process such data on the basis of your consent.

Cookies can be “persistent” or “session” cookies.

We use both session and persistent cookies on the Site and we use different types of cookies to run the Site:

  • Essential cookies. Necessary for the operation of the Site. We may use essential cookies to authenticate users, prevent fraudulent use of user accounts, or offer Site features.
  • Analytical / Performance cookies. Allow us to recognize and count the number of visitors and see how visitors move around the Site when using it. This helps us improve the way the Site works.
  • Functionality cookies. Used to recognise you when you return to the Site. This enables us to personalise our content for you, greet you by name, and remember your preferences (for example, your choice of language or region).
  • Targeting cookies. Record your visit to the Site, the pages you have visited, and the links you have followed. We will use this information to make the Site and the more relevant to your interests. We may also share this information with third parties for this purpose.

Third-party cookies

In addition to our own cookies, we may also use various third-party cookies to report usage statistics of the Site and refine marketing efforts.

  • Tracking cookies. Follow on-site behavior and tie it to other metrics allowing better understanding of usage habits.
  • Optimization cookies. Allow real-time tracking of user conversion from different marketing channels to evaluate their effectiveness.
  • Partner cookies. Provide marketing conversion metrics to our partners so they can optimize their paid marketing efforts.
  • Google Analytics. We use this to understand how Dare To Scale is being used in order to improve the user experience. Your user data is all anonymous. You can find out more about Google’s position on privacy as regards its analytics service at Google Privacy Overview
  • Facebook Advertising. We use Facebook advertising conversion tracking and re-targeting pixels, which allows us to collect or receive information from your website and elsewhere on the internet and use that information to provide measurement services and target advertising.

What are your choices regarding cookies?

If you’d like to delete cookies or instruct your web browser to delete or refuse cookies, please visit the help pages of your web browser.

Please note, however, that if you delete cookies or refuse to accept them, you might not be able to use some or all of the features we offer. You may not be able to log in, store your preferences, and some of our pages might not display properly.

Most web browsers allow some control of most cookies through the browser settings. To find out more about cookies, including how to see what cookies have been set, visit www.aboutcookies.org or www.allaboutcookies.org.
Find out how to manage cookies on popular browsers:
Google Chrome
Microsoft Edge
Mozilla Firefox
Microsoft Internet Explorer
Opera
Apple Safari

To find information relating to other browsers, visit the browser developer’s website.
To opt out of being tracked by Google Analytics across all websites, visit Google Analytics Optout.

We are planning to enhance our cookie tool to allow users to more easily change their cookie settings after their initial choice.