Growth Snapshot Toolkit

To: Client Team
Cc: MiM™ Architect
Subject: Workshop 1: Growth Snapshot Prep

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Hi team,

I’m looking forward to our upcoming Growth Snapshot session. This workshop is our chance to look at where and how revenue comes into your business so we can spot patterns, gaps, and opportunities to create more growth with less friction.

To make the most of our time together, please send over your responses to the questions below before we meet. High-level estimates are totally fine — we’re looking for direction, not precision. This should take about 5–10 minutes.

Anyone on the invite is welcome (and encouraged) to respond. If answers differ from person to person, that’s helpful for us to see — those differences often reveal important insights we’ll explore together in the session.

1. How many customers do you currently have?
2. How many of those customers have been with you for 10+ years?
3. How many have been with you between 5–10 years?
4. What are the names of 2–3 customers who have been with you the longest?
5. What revenue streams exist today? (Client service work, e-commerce, product licensing, etc.)
6. How do you sell your product today? (Direct, distributor, reps, online, etc.)
7. What are your top-line revenue goals for the next 1, 3, or 5 years?
8. Do you have a documented plan for how you’ll hit those numbers?

If you don’t have an answer for something, just note that when you send your responses. That’s useful for us to understand as well.

Looking forward to our time together — reach out with any questions beforehand.

Talk soon,
MiM™ Coach

This should already be on the calendar at this point, but as a quick reference point, this should be your calendar invite.

*Client Name* // Workshop 1: Growth Snapshot
Required: Client leader, Client team, MiM® Coach, MiM® Architect

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Meeting Room: *Zoom or Teams info*
Purpose: In this session, we’ll dig into your customer mix, sales channels, and documented company goals so we can understand how revenue actually moves through your business. You’ll receive a short prep email beforehand with a few specifics to gather so we can hit the ground running.

• Open the Quick Start™ – Growth Snapshot Teach deck in Canva
• Use Presenter View to review your speaking notes
• Practice transitions
• Focus on flow, not memorization

This session is a teaching performance — you need to be fluent, confident, and conversational.

If you receive answers back from the client via email, use them to start filling in your whiteboard.

If you need to reference Presenter Notes, go to the deck in Canva and click Present. Choose Presenter View, then click Present.

If you’re presenting from the whiteboard, double click the presentation to interact with it. This should allow you to navigate slides now.

You can either zoom in so it fills the screen appropriately, or use the expand arrows to take the deck full screen.

Note: You can’t see presenter notes in this format.

Once you’ve gone through the Teach portion, simply move your screen over on the whiteboard and start your intake session.

Start by orienting the room. Using the prep answers, work with the team to estimate the current mix of:

• Generational Customers
• Continuity Customers
• Transitional Customers

This doesn’t need to be exact. The goal is to establish a directional understanding of where revenue and relationship depth live today. Often, leaders have never seen their customer base framed this way — that insight alone creates momentum.

If the team knows how many long-tenured customers they have and roughly how many total customers exist, you can deduce percentages together in real time.

Next, go deeper into the relationships that matter most. Walk the team through 2–3 of their longest-standing customer relationships:

• How the relationship started
• How long it’s lasted
• How it’s grown
• Who’s involved on both sides
• What trust looks like in practice

These stories are the heartbeat of the workshop. Don’t rush them. You’re listening for patterns — not perfection.

Next, move into Revenue Streams get a better picture of how the business actually works. You’re not looking for financial precision — you’re looking for orientation.

Walk the team through where revenue comes from today, how it’s generated, and how those streams connect to their customers and sales channels. This helps anchor the rest of the Growth Snapshot in reality, ensuring you’re seeing the full system: who they serve, how they sell, where money flows, and which parts of the business support long-term, relationship-driven growth versus short-term transactions.

From there, explore how these revenue streams operate today through which sales channels. Discuss:

• Which channels are currently in use
• Which feel strongest or most reliable
• Where leaders see future potential

This is about understanding how growth flows — and where friction or opportunity might exist.

Finally, ground the conversation in intent. Ask leaders to articulate:

• What they’re trying to achieve over the next 1, 3, or 5 years
• Whether there is a documented plan for how they’ll reach those goals

At this stage, you’re not evaluating the quality of the plan — only whether one exists. The purpose is to understand how clearly growth is defined today, not to solve for ownership or execution yet. That work comes next.

From: MiM™ Coach
To: Client Team
Cc: MiM™ Architect
Subject: Workshop 1: Growth SnapshotFollow Up

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Hi team,

Thanks again for your time in today’s Growth Snapshot session. This workshop gives us a clear view of how revenue moves through your business and where the strengths, gaps, and opportunities are hiding.

Our next step is to review the information we gathered with you today. We’ll be pulling out patterns, pressure points, and early recommendations that will roll into your Week 6 session, where we’ll present a clear plan for your path forward.

As a reminder, the playbook is reserved for decisions you want the entire company aligned around. Since these first three workshops are diagnostic, most of what we covered stays in assessment mode for now. However, if any area is already performing at the level we recommend — for example, a strong customer mix that matches the profile of a healthy, scalable business — we’ll capture that in your playbook so your team can see what’s working and why it matters.

You’ll see a prep email from me next week before our Growth Roles session, but in the meantime if you have any questions – please don’t hesitate to ask.

Best,
MiM™ Coach

The customer mix is your first diagnostic signal. It tells you whether growth is durable, fragile, or overly effort-driven.

• Is the business over-reliant on transactional volume?
• Is revenue concentrated in too few relationships?
• Is there a healthy balance between Generational and Continuity Customers?

These insights guide where pressure exists. To learn more about what a healthy customer mix looks like through the MiM™ lens, click below.

The Generational Customer™ stories are not nostalgia. They are data in narrative form. Your role here is to listen for patterns that will directly inform future workshops — especially Ideal Profiles.

Pay attention to:

• How the relationship started (referral, proximity, problem solved, timing)
• What the customer valued early vs. what they value now
• How trust was built and reinforced over time
• What behaviors, expectations, or working styles repeat across stories

These stories are often the clearest signal of:

• What “good fit” actually looks like
• What kind of relationships compound naturally for this business
• What conditions need to exist for a relationship to last decades

You are using these to prepare for Priority Markets and Ideal Profiles, where anecdotes influence strategy.

Revenue Streams are largely observational at this point. You’re observing how clearly the team understands where revenue actually comes from — and whether those streams are intentionally connected to their growth goals.

You’re noting alignment (or lack of it) between how the business makes money today and how leadership says they want to grow tomorrow. This becomes an important reference point later when assessing whether growth goals are supported by real levers or wishful thinking.

If you’d like to learn more about how to think about revenue streams, product mix, and time-to-revenue, choose your adventure below.

Like Revenue Streams, Sales Channels are primarily observational at this point.

• Which channels are currently being used
• Which channels have future potential
• Where does effort feel high relative to return

At this stage, you are not validating or challenging channel strategy. You are collecting context that may later influence:

• The First 180™ recommendations
• Channel-specific readiness work
• Resource allocation decisions

Any research or external validation happens after this session and shows up later in synthesized recommendations, not here.

The Growth Goals portion of the workshop test whether intention is paired with a plan.

You’re listening for a simple distinction: Do they have a documented path to their goals or are the goals aspirational without a clear mechanism?

A lack of plan is not a failure — it’s a signal. It tells you where The First 180™ could add immediate value.

You do not solve this here. You simply note whether growth is currently being driven by hope or design.

Use the Leadership-Only section of the Digital Playbook to preserve context, not conclusions.

This typically includes:

• Links to workshop recordings
• The working whiteboard used during the session
• Diagnostic observations and patterns surfaced during discussion
• Open questions or areas still under evaluation
• Notes that inform future workshops (but aren’t decisions yet)

Think of this section as leadership’s reference layer — a place to revisit how conclusions were formed without creating noise for the rest of the organization.

If it’s useful for leadership, but not something the entire company should align around yet, it belongs here.

Only clear, agreed-upon decisions should be published in the public Digital Playbook.

A good rule of thumb: If a new employee should understand and follow this during their onboarding, it belongs in the Playbook.

Examples from early workshops might include:

• A confirmed Customer Mix that leadership agrees represents a healthy target state
• A clearly articulated growth constraint leadership wants to address
• A system or experience already operating at MiM™ standard that leadership wants reinforced

If alignment isn’t there yet, don’t force it.