The CEO Help Desk from Run Like Clockwork

After coaching Jen O'Hare of Bell Box Co on defining her QBR (Queen Bee Role), Adrienne and Emily are back with a debrief — breaking down the biggest themes from the conversation and sharing how they apply to every business, not just gifting.

This episode is a must-listen if your offers feel bloated, you're stretched too thin, or you're struggling to decide what actually matters to your customers. Here's what we cover: ✅ Why Jen's QBR wasn't product selection (and what it was instead) ✅ How to define your QBR when you're doing it all yourself ✅ Why trimming services is often the path to more profit ✅ How to structure your team so the QBR always comes first ✅ When to rewrite your big promise to match what customers value

This is a powerful reminder that clarity doesn't just help you scale — it also helps you breathe. Whether you're a solo founder or leading a team, understanding your QBR will change how you hire, market, and grow.

In this episode of the CEO Help Desk, Adrienne and Emily coach Jen O'Hare, founder of Bell Box Co, through one of the most powerful prioritization tools we use at Clockwork: identifying her business's QBR (Queen Bee Role).

Jen runs a high-touch, end-to-end corporate gifting service — but like so many CEOs, she's been wearing all the hats. In this real-time strategy session, you'll hear how we narrowed in on what actually matters most to her customers, and how that clarity can help her scale without sacrificing quality.

Here's what we cover: ✅ Why Jen's customers choose her over off-the-shelf gift vendors ✅ How to define your QBR even when you "do everything" ✅ What to eliminate when your offers feel bloated ✅ How to balance logistics with customer experience ✅ Why your primary role should support — not compete with — the QBR

Jen walked away with clarity on what her customers actually value — and a path forward that prioritizes premium experience over perfection.

In this debrief episode, Adrienne and Emily reflect on their conversation with Danielle Hendon — and break down what it actually looks like to loosen your grip without watching the whole business unravel.

They share their own experiences stepping back from day-to-day decisions, the tools that helped them build trust with their team, and how to adapt leadership as both your business and personal needs evolve.

Here's what we cover: ✅ Why delegation problems are usually communication problems ✅ How to use red/yellow/green light language with your team ✅ The difference between being helpful and being a bottleneck ✅ Why updating your user manual is a team-wide act of service ✅ What to do when your identity and values shift — and your business hasn't caught up yet

This is a vulnerable, honest conversation about seasons of leadership, how to create shared language with your team, and what freedom really looks like when you've built a business that runs without you.

Top 5 Takeaways:

1. Shared Language is Liberation – Tools like "red/yellow/green" keep communication clear and expectations realistic.

2. Update Your User Manual – You're allowed to change. But if your team doesn't know that, they'll keep working from outdated rules.

3. Vision + Values Still Need Repetition – You can't just say it once. Culture needs constant reinforcement.

4. Let Your Team Own the Outcome – Not just the tasks.

5. You're Not Lazy — You're Leading Differently – And that's the whole point.

⏰ Chapters:

00:56 – Reflecting on Danielle's challenge 02:05 – What bottlenecks look like at different stages 04:18 – Shared language: the red/yellow/green light tool 08:00 – How to train clients and protect your team's boundaries 11:45 – When your internal values shift and your systems don't 14:30 – Rebuilding your work rhythm to support your brain + energy 17:30 – Voice notes > Zoom calls? The tools that work now 21:00 – You're allowed to do it your way

In this coaching session, Adrienne Dorison and Emily Doyle sit down with Danielle Hendon, founder of 4 Corners CFO, to unpack a surprisingly common (and sneaky) bottleneck: too many leads. If you've ever thought "more leads = more money," this episode might change your mind.

Danielle shares the real challenges of managing overwhelming demand as a solo CFO — and why growing her client roster wasn't translating to growing her business. Together, they explore what it looks like to:

• Get clear on capacity before hiring

• Protect your most valuable skillsets

• And rebuild around you — not just your offers

Whether you're at capacity, nearing burnout, or unsure if you should grow your team, this episode is packed with strategic and mindset shifts to help you move forward confidently.

Here's what we cover: ✅ Why "too many clients" is a real bottleneck ✅ The hidden costs of discounting financial services ✅ How to restructure your offers around value, not time ✅ When to grow your team (and when not to) ✅ Why sustainable scaling requires tough trade-offs

1. Not All Leads Are Good Leads – Growth isn't always about more. Sometimes it's about better.

2. Pricing Should Reflect Outcomes – Especially for expert services, time-based pricing leaves value on the table.

3. Redesign Around the Right Roles – You can't hire until you know what you're hiring for.

4. Avoid Scope Creep by Design – Define boundaries in your offers upfront — and stick to them.

5. Build a Business That Works for You – Design your business to support your life, not consume it.

00:58 – Meet Danielle and her business challenge 03:44 – The overwhelm of too many leads 06:52 – Why underpricing is still hurting her business 11:20 – The hidden trap of being "easy to work with" 15:16 – Redesigning offers to reflect true value 21:30 – Hiring decisions: what's next? 25:18 – Scaling through boundaries, not burnout 31:04 – Danielle's next steps