The Authority Code Workbook

YOUR WOR K BOOK
ROCHELLE MOULTON
C O N G R AT U L AT I O N S !
BY OPENING THIS WORKBOOK , YOU’ VE MADE THE
DECISION TO START—OR R APIDLY AC CELER ATE—
BUILDING YOUR AUTHORIT Y BUSINE SS.
I d e si g n e d th i s b o ok a s a c om p a n ion p ie c e to t h e Th e Au t h orit y C o de
so yo u ca n d i g d e ep ly in to you r exa ct s it u at ion , v is ion a n d d es ire s
to d e s i g n yo u r i d e a l a u t h orit y b u s in es s a n d p la n .
A l l t h e exe rci s e s f rom t h e b ook a re h ere—p lu s s om e ext ra m aterial that

d i d n ’t f i t n e at l y i nto t h e b ook form at . You ca n p rin t t h em ou t s o yo u
h ave th e m a s yo u rea d t h e b ook. Or b etter st ill, you ca n fill t h em o ut
o n yo u r s cre e n si nc e a ll t h e field s a re filla b le; ju st b e s u re to save
yo u r w o r k a s yo u go!
I ca n ’t wa i t to h e ar you r stories —you r t riu m p h s a n d ch a llen ges — as yo u

b u i l d yo u r b u si n e ss wit h you r own u n forgett a b le b ra n d of a u t h o rity.
H i t m e u p at w w w.roch ellem ou lton .c om or @ Con s u lt in gCh ick on Twitte r.
R eady ? L et’s do this!
© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 2

EXERCISE 1: DEFINE YOUR VISION
C ONSIDER THE SE FOUR QUE STIONS:
What do you want for your life?
What are your dreams?
What do you want to create?
What does living and working well look like?

Be gu t-c le nc hingly spe c ifi c. You are designing your life and your
business, and you get to de cide what is gonna float your boat and inspire
your de dication. What are the dreams that you’ve only dare d to flir t with
and perhaps never even spoken out loud?
As you po sit io n yo ur busin es s for s u c c es s on you r ter m s , t h is is

th e time to ge t eve r y t hing d ow n . Soak on it and de cide what gets pride
of plac e in your vision.
Now get re a dy to dig do w n i n to even m ore d et ai l . Imagine your

ideal future state where your business and your life are humming along a nd
you, your clients and your love d ones are blissfully happy. G ot it? Now fill
in these sentenc es:
I live in. . .
I live with. . .
I work with. . .
I work on. . .
My circle includes. . .

On my favorite work day, I. . .
On my per fe ct day off, I. . .
I most wa nt to create. . .
I’m earning. . .
My financial stability c omes from. . .
My relationships are. . .
My health is. . .
My c ommunity is. . .
My spiritual life is. . .

The problem I most want to solve is. . .
I‘m so proud that I. . .
The best de cision I made to get here is. . .
I fe el lucky that. . .

Now, get this ide a l life yo u s e e you rs el f l i vi n g f i r m l y i n you r
mind an d st a r t w r it ing a few p arag rap h s ( or m ore i f you l i ke)
ab out wh at it lo o ks a nd fe el s l i ke.
And if any of these statements don’t work for you—reframe them. Th i s i s

ab ou t cre at ing a v isio n yo u wan t s o b ad l y you can t aste i t .
Please don’t take just one pass at this. Come back to it a few times. L et
the questions and your desires roll around in your head for a bit. R esist
talking about it at first, even with your nearest and dearest. Be cause no
matter how much some one loves you, it’s your vision we want to get out of
your head. Most of us have a hidden yearning or two that we just think is
too big fo r us—but calls to us anyway. Th i s i s you r t i m e to g i ve t h at
voic e a c ha nc e to be he a rd .

EXERCISE 2: THE CORE PURPOSE
OF YOUR AUTHORITY
Adam L eipzig (the film and theatre produc er/writer)
does a brilliant job talking about life purpose in his
TEDx talk, “How To Kno w Your L ife Purpose in 5 Minutes.”
I’ve adapte d his questi ons here to apply to how you
think about the purpose of your authority:
What I love to do most in the world is. . .
The one thing I fe el supremely qualifie d to teach others is . . .

Who am I doing this for ? Whom do I most want to teach and reach?
(Imagine you only work with your favorite kinds of pe ople. Who are they ?
What do they have in c ommon?)
The pe ople I ser ve want or ne e d. . .
How the pe ople I ser ve transform after they ’ve experienc e d me. . .
Note the e mpha sis o n se r v i c e?
Be cause the c ore purpose of your authority is not about you—it’s about how
you USE YOUR GIF TS TO SERVE OTHERS. G etting clear on how this ties into your
vision of life and business will help guide you to be c ome a generous and
truste d authority.

EXERCISE 3:
PINPOINT YOUR GENIUS ZONE
What lights you up? Quick, name five things you love to do.
D on’t stop to think, just write.
Now, spend a little time c onsidering your talents and your passions,
the ones you can’t live without. Seriously, you fe el like you’d die if you
c ouldn’t do them. Write them all down here. ( Tip: Struggling with some
talents that just don’t light you up anymore? It may be high time to kick
those to the curb.)

What have you create d when you felt most open, when love for what you
were doin g c ourse d through your veins? Who did you create it for and wi th?
What kinds of problems do you solve? What do pe ople ask you for over and
over again?
What do you love to do so much you might even do it without pay ?

How do you make pe ople fe el? What does your audienc e (clients, c olleagues,
associate s, readers, audienc e members) take away from their experienc e
with you?
What do you do that changes the lives of those around you, even for
a moment ?
Now, look ba c k o n a ll yo ur res p on s es an d t h ou g h tf u l l y an sw e r

th ese q u e stio ns:
The five to ten things I’m incre dibly good at AND love to do are:

The pe ople who ne e d and want my talents—the ones I resonate with on the
highest level—are:
I make my best audienc es fe el:
Now p u t a ll o f t ho se to ge t h er i n a st atem en t or t w o ou t l i n i n g
th e critic a l e le me nt s o f you r g en i u s z on e.
E xamp le 1 : I like working with hard-charging entrepreneurs—usually the

CEO—who know what they want and make de cisions fast. I prefer to focus on
privately held te ch c ompanies that are well past the se e d stage.
E xamp le 2 : I work best with VPs running operations in banking and financial
ser vic es. Growing their operation should be one of their top thre e priorities.
They should believe that they can’t win without a strong team and are willing
to invest time and money in building theirs.
E xamp le 3 : My time is best spent with women business owners in the

retail spac e who want to grow beyond a single store and inte grate bricks and
mor tar wi th their web storefront. They like to work c ollaboratively and aren’t
afraid to tr y new ideas—or shelve those that aren’t working.

EXERCISE 4:
DESIGN YOUR REVOLUTION
G o back to your answers to E XERCISE 3: PINPOINT YOUR
GENIUS ZONE in Chapter 1.
I want you to c opy your genius zone statement so it’s front and c enter, e.g.
I like working with hard-chargi ng entrepreneurs—usually the CEO—who know
what they want and make de cisions fast. I prefer to focus on privately held
te ch c ompanies that are well p ast the se e d stage.
Th en , b r ing ove r yo ur a nsw ers to t h es e q u est i on s f rom

E XERCISE 1 : D E FI NE YO U R V IS I O N
What kinds of problems do you solve?
What do pe ople ask you for over and over again?
What do you do that changes the lives of those around you,

even for a moment?

Th ose are t he first bre a dc r u m b s t h at w i l l p oi n t to t h e r i g h t
revolu tio n fo r yo u to le a d. A s you look those over, star t digging a
little de eper :
What is frustrating about your field that, if re-c onfigure d, would add joy,
purpose a nd/or a significant bottom-line impact to your pe ers and clients?
What big problems do you se e as solvable that ever yone else believes are
impossible to fix?
How might you—working from your genius zone—transform the current state
of your favorite pe ople?

If you ’re hav ing tro uble gett i n g cl ear on t h i s , i t m i g h t b e w or th
calling in so me re info rc e m en t s . Pick your all-time favorite clients,
buyers, readers (five to eight will probably give you enough data points)
and ask thre e pointe d questions:
What is ir resistible about working with me?
What experienc e (fe eling) do you get from me that you don’t get
from anyone else?
What do you c onsistently rely on me for ?

Make a list o f w hat yo u he ar f rom t h em . Circle anything you hear
more than onc e. Put a star by anything you hear thre e or more times. Hin t:
your spe cial sauc e is in the stars.
Onc e you are clear about your unique value, passions and motivation (this
is not the time for modesty), you are ready to put it all together into a
statement that captures it. R ead y ?
Comp lete t his st ate me nt:

I (inser t action verb)
(inser t your best audienc e)
.
(inser t how you make your best audienc e fe el or an outc ome they can
c onsisten tly rely upon).
A few exa mple s to sto ke you r creat i vi t y :

• I build wealth for risk-takers.
• I teach lawyers to sell more business.
• I create belove d c ompanies.
• I guide business owners to fe el rich no matter how much money they have.
• I make c onsultants and big thinkers unforgettable.
Take some t ime w ith t his. L eave it and c ome back to it. R uminate.
S alivate. It should scare you a little—as in “ Who am I to think this big?”
Write your statement here:

Your fina l ste p is to t ur n you r st atem en t i n to a b i g , b ol d i d ea
th at irre sistibly draws yo u r b est au d i en c e to you .
Use as few words as possible, while still making it rich and c ompelling.
Focus on the interse ction of what makes your hear t beat faster with where
your best talents lie. Those examples above morphe d themselves into
these big ideas:
Neve r fo llo w.
Make it ra in.
Be c ome a be love d c o m p any.
Fe el r ic h.
Be unfo rge tt a ble.
G et the idea? Now it’s your turn.

My b ig ide a fo r the revo lu t i on I wan t to l ead i s :

E X E R C I S E 5 : YO U R C L I E N T AVATA R
You have an ideal client. They are real pe ople with hopes,
dreams, pains, and fears. Your job is to understand what
motivates them so you can speak dire ctly to them, c onne ct
with them, and engage with them.
So I want yo u to sit ba c k, cl os e you r eyes , an d envi s i on you r
id eal clie nt o r buye r. Give them a name. Note a few salient points
about them—their age, their po sition, and any demographics that might
be relevant.
E X AMPLE : Shawn is a for ty-five-year-old Silic on Valley CEO/founder of

a suc c essful B2B S aaS business. He does well—but he has a bigger dream.
Se e wh at I me a n? C a pture t h e c ore m ot i vat i on of you r cl i en t .

(Note: if you’re having trouble choosing an avatar, envision your
most incre dible—actual or imagine d—client.)
An d then c a re fully c o nsider s om e q u est i on s ab ou t h i m or h er :

• What’s their biggest sourc e of pain?
What do they wrestle with re gularly ?
• What’s the tape that plays in their head at 2 a.m. when
they can’t sle ep?
• What are their biggest fears?
• What’s the biggest danger they se e? And what’s the biggest danger
they can’t se e yet?
• What are their greatest oppor tunities?
• What are their fondest hopes and dreams?
• How do they transform after they work with you or buy your books,
programs and products? What do they be c ome? How does their
future life change as a result of your work?
R ead y ? You can use the form on the next pages for each client or buyer
you most want to attract.

C L I E N T AVATA R 1
Highlights: (insert name)
What’s their biggest sourc e of pain? What do they wrestle with re gularly ?
What’s the tape that plays in their head at 2 a.m. when they can’t sle ep?
What are their biggest fears?
What’s the biggest danger they se e? And what’s the biggest danger they
can’t se e yet?

What are their greatest oppor t unities?
What are their fondest hopes and dreams?
How do they transform after they work with you or buy your books, programs
and products? What do they be c ome? How does their future life change as a
result of your work?

can’t se e yet?


can’t se e yet?


EXERCISE 6: CHOOSE YOUR NICHE
Choosing your niche means inte grating the work you’ve
done in earlier exercises with how you’ll spe cialize,
which will help us move closer to the best authority
business model for you.
• G o to the D E FI NE YO U R VI S I O N exercise. What’s the problem you
most want to solve?
• R efer to your PI NPO I NT YO U R G E N I U S ZO N E exercise. Transfer

your final statement here, taking one more look at all of the
questions to ensure you’ve capture d how you truly work best:
• G o to your D E S I GN YO U R R E VO L U TIO N exercise and bring over your

last statement on the revolution you want to lead.
• Turn to YO U R CLI E NT AVATAR exercise and summarize the ideal

client you want to ser ve here: What does it tell you about the niche
you se r ve? What c ommonali ties do you se e in your client base that
you’d like to replicate?

B y now, yo u pro ba bly se e a l ot of rep et i t i on , yes ? That’s how we’re
going to bring it all together—the pe ople, the problems, the industr y, the
spe cialties that absorb you and drive you to operate in your genius zone.
Outline your targets below.
My best clients are:
The problems I can’t wait to solve are:
The industr y/function I ser ve at my ver y best is:
The niche that best ser ves my talents is:

Con gratulat io ns! Yo u’re a l m ost t h ere. J u st on e f i n al step,
althou gh it’s a n impo r t a nt on e: you wan t to en s u re t h ere i s
market de ma nd fo r yo u a n d you r n i ch e.
Hint #1: There are plenty of o ther pe ople playing in that general spac e
(while not foolproof, it signals that there is significant revenue at stake).
E xample: te chnology B2B me dia c onsultants.
Hint #2: Your target market understands your ser vic e and is ac custome d
to buying it in some form. E xample: CMO s know they ne e d help with
digital marketing.
Hint #3: Your research points to a significant te chnological or

demographic demand in your market in the near term. E xample:
Millennials moving into senior leadership posts means a changing,
more robust market for leadership development c oaches.
Th e chal le nge in nic hing a r i s es w h en you ’re t r y i n g to forc e

some one w ho do e sn’t re c o g n i z e a n e e d to p ay atten t i on to you .
While c er tainly not impossible, it’s a challenge most soloists and new firms
cannot financ e. Tread carefully before taking this on.
Th e marke t v ia bilit y o f my n i ch e i s ( ch oos e on e) :

exc ellent
good
unc er tain

EXERCISE 7:
YOUR DEFINING EXPERIENCES
AND STORIES
You can build power ful emotional c onne ctions with your
ideal audienc e by capturing the unique experienc es—in
the form of stories—that have marke d how you got to
where you are right now. For this exercise, you’re going
to briefly outline some of your most memorable personal
and professional experienc es. Write as many as you like,
but be sure to include at least ten situations.
On e way to st a r t is to be ver y l i n ear : star t from your earliest

memor y. So let’s say you remember being four and your brother took your
favorite monkey toy and shre dde d it. Write that down as #1. Maybe after
you’re all done, you learn that that experienc e made you not want to share
and ultimately work as a soloist. Or maybe it means absolutely nothing.
But if you don’t write it down, you can’t c onne ct the dots later.
W hat els e ha ppe ne d in yo u r ch i l d h ood ? Where did you grow up?

Who were your friends? How did your family get along? What were your
hobbies and spor ts and influenc es?
An d then st a r t re me mbe r i n g t h e t h i n g s you d i d i n an d arou n d

your sch o o l ye a rs —ar t proje cts, building model airplanes, acting in plays,
c onducting scienc e experiments. Tr y to capture all the different interests
that intrigue d you up through high school. And note any key relationships
that mattere d to you—teachers, sc out leaders, your grandma. Pe ople who
wrote on your slate early.

Th en se gue to yo ur c o lle g e years . Did you have a gap year ? Be sure to
explore that too. Note the jobs or internships you held down in c olle ge—what
did you le arn? What c ourses really jazze d you? Tr y not to attach too much
judgment here. Your job is to get the essenc e down—you will de cide later if
and how it playe d into the rest of your life.
An d then w e have yo ur w or k years . In addition to noting the jobs

you’ve held, think about the significant (to you) proje cts you c ontribute d to
or le d. Did you love them? Hate them? L earn insane amounts from them? How
did they lead to what was next for you? What kind of pe ople brought out the
best—or worst—in you?
Ke ep at t his —preferably in multiple sittings—till you can read through it

and fe el like the most impor tant highlights/lowlights of your life and work
are there.
You can sto p t he re if yo u l i ke, b u t i f you ’re n ot a p u rel y l i n ea r

th inker, t he n yo u may wa n t to g et a t ad m ore creat i ve. Instead of
focusing on time frames, pick some aspe ct of what you love to do. What are
you doing when you’re in your genius zone—where ever ything runs on all
cylinders and you lose track of time?
L et’s say o ne o f yo ur “thi n g s” i s d e ep an al ys i s ; maybe you’re a

financial whiz and you like to star t your big proje cts with an in-depth
financial review of your client’s books. When else in your past did you do
that kind of work? Where does that c ome from? L ooking back, you may
remember helping your mom balanc e the family budget or your first
ac c ounting class where you had an aha moment. Or maybe it was researching
car par ts to fix the family car with your dad.
E xp lore e a c h o f yo ur w o r k an d l i fe l oves i n t h at fas h i on an d be

sure to o utline at le a st te n d ef i n i n g ex p er i en c es .

1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
1 1.
12.
13.
14.
15.
16.
1 7.
18.
19.
20.

EXERCISE 8: THE STORY OF YOU
Step 1: G o to your c omplete d YOUR DEFINING E XPERIENCE S
AND STORIE S exercise. R eread each one and star t marking them as hero,
c ollaborative or vir tuous (a few won’t be any and that’s OK ; they might yet
ser ve you later to add c olor to your stor y, so don’t delete anything). If you
haven’t got an assor tment, don’t panic. It just means you ne e d to dig a little
de eper into your life on the planet so far. Se e my suggestions above to sift
through your life for the gems that impacte d you for better or worse.
Step 2: When I do this for clients, I do it on my scre en, sor t the events
chronologically and then use the highlighter to emphasize the pie c es I th ink
might wind up in the end stor y. B y highlighting, you’re tricking the eye to help
you se e just the crucial call-outs. And of c ourse, you can cut and paste to
your hear t’s c ontent.
Step 3: L ook for the stories within the stories. In this example, pulle d from
my early life experienc es, I found a hero stor y—can you se e it?
• Born in Franc e to Americans, while my dad was statione d in the Army.

• Grew up in c entral Conne cticut, spending ever y other we ekend with
my belove d grandparents, in par t to escape chaotic home life.
• The day my dad told me he was moving out.
• When we had to move from our little house where I grew up to another
school district.
• The first time there wasn’t enough to eat.
• Working at a variety of babysitting and cleaning gigs to buy food and the
oc casional girly do-dad.
• My first payche ck job at McD onalds. I got paid for waiting on pe ople and
being hyper-responsible which was a foundational par t of my nature.
• Winning honorable mention in a statewide creative writing c ontest.
• L eaving home at sevente en and still finishing high school with my pe ers.
• Star te d managing the breakfast shift at McD onalds, working 5:30 a.m.

to 2 p.m. six days a we ek. Cleane d an offic e one night a we ek and worke d
at Subway two to thre e nights a we ek, 8 p.m. until 2 a.m.
Sold Avon products door-to -door. Took full load of c olle ge classes
(including summer) in betwe en jobs for a year.
• Applie d for and won a grant plus loans to finish undergrad in thre e years.
Slept on a relative’s c oach for six months until I c ould afford a tiny apar tment.
Th e hero sto r y wa s be atin g t h e od d s f rom a ch aot i c, m es sy, p o o r

b e ginning, ge tting into c o l l e g e an d g rad u at i n g i n t h re e years .
Now I choose not to use this par ticular hero stor y be cause later stories were
more pivotal to my work. But onc e you se e one hero stor y in your own life,
you’ll se e more.
Step 4: Play with various c ombinations of your hero, c ollaborative and

vir tuous stories. You’re looking for the right c ombination that hits on the work
you’ve done in the previous four chapters. A s you look at each possible o rigin
stor y, ask yourself:
Is wh ere t he pa ssio n fo r my vi s i on cam e f rom obvi ou s ?
D oes my sto r y inspire o thers to t r u st m e an d b el i eve i n t h e

revolu tio n I ’m le a ding?
C an oth e rs se e w hy I c a re s o m u ch ab ou t m ak i n g l i fe b etter fo r
my id eal c lie nt s?
Have I sh o w n ho w I ’m differen t f rom anyon e el s e i n my s p ac e?
Step 5: Build out your stor y. Building out your stor y means not just c ombining
the thre e types of stories into one, but adding some c olor.If you ne e d
inspiratio n c ompare my simple outline of Kristin Sme dley ’s stor y in the book
with the one she wrote and shares on her website.

Notes:

EXERCISE 9: YOUR BUSINESS
AND REVENUE MODEL
Now that you know exactly how you want to position yourself,
it’s a good time to be sure you understand pre cisely how
your underlying busine ss is currently producing revenue for
you. How do you make money right now ? D oes that suppor t
and optimize your (new) positioning? What changes—if any—
might better align your pricing with your positioning?
YO U R C U RREN T RE A LIT Y
FEE S FOR S E RVI CE

These are fe es for your time where you (or your team) are delivering a ser vic e.
Think hourly, proje ct or program fe es, retainers and speaking fe es. Any type
of dire ct deliver y of ser vic e to your clients or buyers should go here.
H ou r l y rates :
% of your gross/net revenue from hourly rates:
R ate your satisfaction from 1-5 with 5 being nir vana:
Pro je c t fe es ( l i st p r i c e p oi n t s ) :
% of your gross/net revenue from proje ct fe es:
R et ai n ers ( l i st ) :
% of your gross/net revenue from retainers:
S pe a king fe es ( l i st p r i c e p oi n t s ) :
% of your gross/net revenue from speaking:

Now think a bo ut ho w yo u s e cu re t h es e as s i g n m en t s . Are they
c oming in primarily digitally—through your website, email list and/or soc ial
me dia? R eferrals? Or are you physically networking and me eting with
prospe cts and referral sourc es? Or both? What perc ent of your time do you
spend sourcing and or closing the sale?
Your p rim a r y so urc e o f le a d s :

Your se c o nda r y so urc e o f l ead s :

What if anything do you want to change about how you get leads?
The perc ent of your time spent on the sales proc ess:

W ORKSHO P + M E M B E R S H I P RE V E N U E
These are fe es for programs where you’re delivering to many individual buyers
at the same time. They will typically be flat fe es (workshops and trainings)
or monthly, annual or lifetime memberships.
For each line item, note your pric e point and the perc ent of revenue it
currently represents:
I te m 1 :
% of your gross/net revenue:
I te m 2 :
I te m 3 :
I te m 4 :
New item s I ’m c o nside r ing (brief description and pric e points):

PRODUCT R E VE NU E
Anything that doesn’t re quire your dire ct presenc e is c onsidere d product

revenue. This might include books, self-c ontaine d digital training programs,
downloads—any sor t of digital or physical product.
For each product, note your pric e point and the perc ent of revenue it
currently represents:
Pro duc t 1 :
Pro duc t 2 :
Pro duc t 3 :
Pro duc t 4 :
Prod ucts I ’m c o nside r ing (brief description and pric e points):

YOUR CUR R E NT STAT E O F M I N D
Now, take a look back through your responses and c onsider this question:
Is your current business and revenue model working for you the way you want
it to with your new positioning?
Choose w hic heve r be st des cr i b es you r cu r ren t s i t u at i on :
My business model is working per fe ctly. What I really ne e d is

volume—more exposure to potential clients.
I get great volume—almost ever yone I pitch says yes! But I fe el like
I’m chasing my tail tr ying to deliver ever ything I’ve promise d and my
revenue hasn’t be en growing.
My business model fe els like it c ould use some improvement. Par ts of it

are terrific, but I fe el like I’m not earning what I c ould/should or that I’d
rather spend my time differently.
My business model and revenue mix ne e d some serious overhaul.

I want to spend less time actually delivering dire ctly to clients and more
time developing new c ontent and products.
Other (spe cify):

OTHER NOT E S
Any other thoughts about your current or future business and revenue model:
Onc e you’ve finishe d the exercise, I want you to step back and take a look
at how yo ur entire business is structure d by revenue line. How much of your
revenue re quires your presenc e to deliver ? How often and how intensely are
you re quire d to be par t of the work? Where have you built leverage into your
model to star t de c oupling your time from your revenue?
One way to think through how you use pricing and leverage in your business
is to lay out your product /ser v ic e ladder. L ist each of your current ser vic es
and products in de creasing order from the most expensive to the least.

Here are t he t y pe s o f se r v i c es My P rod u ct / S er vi c e L ad d er :
an d p roduc t s yo u’ ll wa nt
to include :
• Custom engagements
• Advisor y or c oaching retainers
• E xe cution/implementation ser vic es
• Strate gy sessions
• A ssessments or audits
• Speaking
• Productize d ser vic es
(e.g. website in a day)
• Workshops, seminars, masterminds
• Memberships
• Digital c ourses
• Stand-alone digital products
• Books

EXERCISE 10:
BUILD YOUR POINT OF VIEW
A good star ting point for building your point of view—one
that will stimulate your left and right brain—is to think
manifesto. A manifesto is more than the last ravings of
a lunatic or the musings of a politic o. It’s a written
de claration of what you believe to be true, which forc es
you to step into the light and hold yourself ac c ountable
to your belief system.
Star t with the statement “I bel ieve” and jot down your c ore beliefs about your
work, your pe ople, the revoluti on you want to lead and your exper tise. D on’t
worr y about the exact words; just broad-brush the c onc epts. Come back to it
again and again until you’ve got your basic belief set down.
I believe. . .
I believe. . .
I believe. . .

Th e most impo r ta nt thing h ere i s to cap t u re t h e p i vot al st ake s o f
your b elie f syste m. D on’t be afraid to be pithy or in-your-fac e if that’s your
style. L ike the marketing c onsultant who use d this phrase: “If you don’t ask for
fe e dback, you are a chicken shit. Grow up.” Strong words yes, but his ideal client
genuinely wante d to improve and he’d learne d the hard way that those who didn’t
want fe e dback were bad-fit cli ents.
If you r list o f state me nt s i s n ’t f l ow i n g eas i l y, t r y t h i n k i n g ab o u t

th ese fo ur que stio ns:
Who do you really want to work with? Know that narrower is better ;
the more tightly you describe your ideal tribe, the easier it is to
re c ognize each other. Use your work from the YOUR CLIENT AVATAR
exercise to dial into the spe cifics of your pe ople.
What are the tent poles of your work? If you’re a leadership c onsultant,
what do you believe about the role of leaders in organiz ations?
What distinguishes great leaders from the merely good? How should
organiz ations develop their future leaders? G et clear on the belief set
that underlies ever y assignment.
What outc omes are you striving for ? Think big. How will you get there
if it’s not on your radar ? If you’re a financial advisor, your goal may be
to help clients live the life they ’ve always imagine d. L ook at the wor k
you’ve done—your best suc c ess stories—and look for the c ommonalities
in the end result.
How have you structure d your work to deliver those outc omes?
This question is about real, tangible aspe cts of how your ser vic e deliver y
meshes with your promise. Drill down to exactly the aspe cts that form
your authority DNA . A financial advisor who wants to help clients reach
their dreams should not open a c onversation asking about their
investment mix.
On c e you ’re c o nfide nt yo u ’ve g ot en ou g h c ol or to fe el l i ke you ’ve

cap tu re d t he e sse nc e, yo u ’re read y to t ack l e you r p oi n t of vi e w.

POINT OF VI E W
Now we’re go ing to na r ro w al l of you r m an i festo b el i ef s i n to

a ver y spe c ific po int o f v i ew t h at n o on e el s e i n you r s p ac e
wou ld —o r c o uld— re plic ate. It’s typically four to six paragraphs
that you write as though you’re explaining your belief system to a
potential client.
• L ooking over your “I believe. . .” statements, what’s the one statement

you believe is always true in your area of exper tise? Some examples:
Belove d c ompanies make de cisions that respe ct and honor the customer.
No one be c omes a brilliant leader alone. The war for talent is just be ginning.
• S ay more about your one statement. Why is it true? What factors can make
that statement ac curate for your clients? What gets in the way ?
• What MUST happen for your statement to be c ome a reality ? How do you
take your clients from where they are now to your vision for them?
• Now put together your statements in a series of paragraphs. The first

paragraph should be your sentenc e from #1 above. Then add additional
paragraphs, using your ideas from #2 and #3 above, ke eping each
paragraph to no more than two to thre e sentenc es. If you get stuck,
imagine you have one minute to describe your beliefs in your area of
exper tise to a potential client. Ke ep in mind that this exercise isn’t
about your te chnical methodology. It’s about c onne cting your exper tise
and worldview with your potential client base.

Before fina liz ing yo ur po in t of vi ew, read i t over an d as k
yourself t he se que st io ns:
• Have I capture d the essenc e of my belief system?
• D oes this sound like something I would say ?
• Have I differentiate d myself enough from other players in my niche?
• When I read this back to myself, do I get excite d? Is it the work that
gets my motor revving?
My point of view is:

EXERCISE 11:
YOUR AUTHORITY CIRCLE
YOUR R AT PACK
You have ha d a rat pa c k at s om e p oi n t . Maybe it was a gaggle of new
grads when you star te d your first job. Or the orientation class from your
se c ond. Perhaps it was your fellow team members on the proje ct from hell.
D o you re me mbe r w hat that fel t l i ke— h avi n g at l east on e ot he r

p erson w ho unde rsto o d you r s i t u at i on , w h o h ad you r b ack an d
wasn’t a bo ut to t hro w yo u u n d er t h e b u s , n o m atter w h at ?
When you’re running an authority business, having a lively circle you can
depend on (and who depends on you) makes you all stronger. Work—and life—
are a little easier. You can breathe, knowing you have an outlet when you
ne e d one.
Th ink b ac k to so me o f yo u r w or k i n t h e p ast . Who did you

resonate with? Who felt like a par tner in crime, even if you’ve lost touch
sinc e? (L inke dIn is an ac c essible resourc e to refresh your c onne ctions
from past lives).
Star t wi t h yo ur inne r mo st s u p p or ters w h o h ave al ways care d

ab out yo ur suc c e ss. Not your mother (unless she’s in your business
sphere), but you can add close friends who are good business advisors,
buddies from your previous jobs, roles and proje cts.
My R at Pa ck includes:

YOUR APOSTLE S
Your ema il list is a n exc e l l en t p l ac e to st ar t u n c over i n g you r
tru e b elieve rs a nd suppo r ters . Who c onsistently engages with you?
Maybe they ’re asking questions or mentioning how they share d one of your
pie c es? (I ke ep an email folder calle d “Future Clients + Buyers” so I can
always look them up fast.)
If you ’ve be e n publishing for even j u st a few m on t h s , ch an c es

are you ’ve fo und a fa n o r t w o on s oci al m e d i a. Take a look at your
social fe e ds and se e who has thoughtfully vs. mindlessly share d your stuff.
D on’t wor r y if yo u have n’t b u i l t u p any ap ost l es j u st yet .

They may well bubble up as you ke ep publishing, espe cially as you star t to
dig into your niche. The impor tant thing here is to be on the lookout for pe ople
who star t sharing. It can happen fast, like when you hit a par ticular ner ve in
your publishing, or it can be more of a slow roll, like finding your swe et spot
with your new podcast.
My apostles are:

YOUR TRIBAL LE ADERS
Th ese are n’t just tho se lead ers w h o wan t to read al m ost ever y
word you w r ite, but a lso t h os e n i ch e p l ayers w h o m ay on l y b e
in tereste d in a single a sp e ct of you r t h i n k i n g . For example. maybe
you’re an authority on building trust in software development teams, but that
Fast Company writer is only intereste d in your research on trust differenc es
betwe en faile d and wildly suc c essful star t-ups.
Th is circ le ide a lly is spr in k l e d w i t h t h os e you al read y k n ow

tod ay an d yo ur a spirat io n al ad d i t i on s for t h e f u t u re. Who are
the finest writers, thinkers and doers in your field? And who are the up-and-
c oming pe ople you are resonating with?
Th ink ab o ut the me dia o ut l et s t h at c ou l d b e cr u ci al to g ett i n g

you a b ig ge r platfo r m fo r you r w or k . Who might inter view you or shill
your books or even seal affiliate deals? Yes, me dia can be a trickier “get”,
but if they ’re not on your radar, you won’t be looking for ways to c ollaborate.
Just don’t get stuck on only going after the big names; small niche me dia
with influenc e (current or potential) may be fer tile ground for your ideas
and prese nc e.
The Tribal L eaders I want to reach are:

YOUR AUTHORIT Y CIRCLE
On c e you have a c o mple te l i st of you r A u t h or i t y C i rcl e— you r rat
p ack, ap o st le s a nd t r iba l l ead ers — en ter t h em i n you r c on t act
system ( a spre a dshe e t w il l d o, t h ere’s n o n e e d to g et fan cy ).
I like to ke ep a notes field to track what we’ve done together and where we
are in the relationship. If your system isn’t automate d, get in the habit of
taking a quick look at your list status at least we ekly so you ke ep yourself
ac c ountable to ke ep growing those relationships.
Notes:

EXERCISE 12:
YOUR AUTHORITY ACTION PLAN
This is where you take a de ep, de ep breath. You’ve done
the heavy lifting of getting clear on how to position
yourself, your business and your exper tise. You’ve
de cide d how best to monetize that positioning so you
can work in your genius zone and build a six-figure-plus
business. And, you’ve de cide d how to publish your
exper tise and enlist your pe ople so you can leverage
and sell your authority far easier than you do today.
Now that you’ve got your authority elements in plac e, it’s time to make—and
exe cute—your action plan to ro ll all this out. Be cause until you take it ou t of
the the oretical and into your day-to-day world, it won’t be working for you.
MY AUTHO R I T Y B U S I NE SS
My ideal client is:
The revolution I’m leading (my big idea):

The niche I’m claiming:
My product /ser vic e ladder :
I’ll be publishing (what and where):
The key members of my Authority Circle:
The “gate s” prospe cts must pass through to engage in a sales c onversat ion:

Th e five de c isio ns I ma de ab ou t my w eb s i te:
D e cision #1: Who’s it for ?
D e cision #2: What visitor experienc e will most closely c onvey what it’s like
to work with me or buy my stuff ?
D e cision #3: What’s my main message?
D e cision #4: What’s the one thing I want my visitors to do?
D e cision #5: How do I want to demonstrate my authority to enlist my

ideal pe ople?

ACTION PL AN
Now that you’ve got all of your key authority de cisions

in one plac e, your job is to sc our all of your proc esses
and c ollateral to ensure they match up with where you
want to take your business.
For each ite m, yo u’ ll wa nt to d e ci d e w h at ch an g es — i f any — yo u
n e e d to ma ke. Then as you c onsider each one, estimate its c ost,
timing and relative impor tanc e so that you can prioritize your actions and
star t exe cuting.
R ead you r w e bsite c o py, s oci al p rof i l es an d m ar ket i n g c ol l ate ral

as thou gh it ’s the first tim e you ’ve s e en t h em . And as weird as
this sounds—tr y reading them out loud. It allows you to hear what the c opy
will sound like in your target audienc e’s mind.
R eview a nd t hink a bo ut ever y i m ag e you u s e on you r s i te.

D oes that picture of you or that stock image c onvey your brand of
authority ? Is it what your ideal clients and buyers will c onne ct with?
And does it distinguish you from ever yone else in your spac e?
On c e you ’ve dra fte d yo ur act i on p l an , u s e t h i s ch e ck l i st to

ensu re yo u’ve rev ie w e d a l l you r cl i en t / b u yer - faci n g m ater i a ls :

WEBSITE
• Copy
• D oes it appeal to your target and align with your new positioning?
• Is your point of view fully expresse d?
• Are your calls to action clear and c ompelling (downloads, joining
email list, etc.)?
• D oes the voic e you’re using fit how you speak (generally first person
works better than third)?
• D o your c ontent choic es ali gn with your new dire ction or do they ne e d
a pivot for the future?
• Images
• D o the shots of you c onvey the right balanc e of authority and approachability ?
• If you’re using stock photos, do they look thoughtfully curate d to match
your message?
• Testimonials
• Are they from your ideal cli ents and buyers; will your target audienc e relate
to the m?
• D oes their c ontent point out your best outc omes?
• Are you using their names, photos and titles in a way that will appeal to
your targets?
Notes:

SOCIAL MEDIA
• Profiles
• D oes your headline position you as an exper t or authority in your spac e?
• D oes it refle ct the right balanc e of business/social for that platform?
• Is your photo the same modern, on-brand shot you use across all your
(business) social profiles?
• Content
• D o you ne e d to shift what you’re posting base d on your publishing plans,
including your lanes of c ontent?
• Are you c onsistently demonstrating your point of view ?
• D oes your byline position you as an exper t or authority in your spac e?
• Engagement
• D o you ne e d to change how you engage or who you engage with base d
on your new authority positioning?
• D o your sele cte d me dia members use this site and if so are you following
and interacting with them?
• Are you c onsistently demonstrating your point of view ?
Notes:

EMAIL MARKETING
• Email template: does the look and fe el fit with your brand of authority ?
• Welc ome se quenc e

• Is it designe d for your ideal clients and buyers?
• How will you c onne ct with them—will you ask questions, offer chanc es
to talk, me et, etc.?
• Have you designe d a path for them to get to know, use and eventually
buy your c ontent?
• Is the te chnology working for you or do you ne e d te ch help to take
advantage of key features?
• L ist marketing
• How will you re gularly offer demonstrate d value to your list?
• How will you write your emails to enc ourage fe e dback, a golden sourc e
to better c ommunicate your ideas?
Notes:

MARKETING C OLL ATER AL
• What documents beyond your website are you using to tell your world
about you and your business?
• Where are you maintaining a presenc e beyond social me dia, such as:
• Industr y websites
• Any site where you search for c ontract help or employe es
• Slack channels with clients, prospe cts and/or pe ers
• Publications (digital or other wise) where you maintain a
c ontributor profile
• One-off sites where you might mix business and personal,
such as Amazon reviews, Quora c omments, etc.
Notes:

Now, c onve r t yo ur a nsw e rs i n to a st ream of act i on s , s u ch as:
Update ABOUT page c opy to include my new stor y.

A sk Te d, S ara and Priya for testimonials.
Update TE STIMONIALS website page.
Write new fre ebie download and c onver t to PDF.
Swap out fre ebie download on HOME page…
You get the idea. Onc e you’ve got a c omplete list, you can prioritize, budget
for any items that re quire a cash outlay and star t exe cuting. The sooner you
star t, the sooner you’ll finish!
Notes:

THE AUTHORITY CODE:
YOUR WORKBOOK
Yo u ma de it !
If you still want more—say some real-time help with

designing or rolling out your Authority Plan—you can
visit this page on my site for your options (and to
reach out dire ctly).
Rochelle

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YOUR WOR K BOOK

A l l t h e exe rci s e s f rom t h e b ook a re h ere—p lu s s om e ext ra m aterial that

I ca n ’t wa i t to h e ar you r stories —you r t riu m p h s a n d ch a llen ges — as yo u

H i t m e u p at w w w.roch ellem ou lton .c om or @ Con s u lt in gCh ick on Twitte r.

R eady ? L et’s do this!

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 2

What are your dreams?

What do you want to create?

What does living and working well look like?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 3

As you po sit io n yo ur busin es s for s u c c es s on you r ter m s , t h is is

Now get re a dy to dig do w n i n to even m ore d et ai l . Imagine your

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 4

On my per fe ct day off, I. . .

My financial stability c omes from. . .

My spiritual life is. . .

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 5

I‘m so proud that I. . .

The best de cision I made to get here is. . .

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 6

And if any of these statements don’t work for you—reframe them. Th i s i s

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 7

The one thing I fe el supremely qualifie d to teach others is . . .

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 8

The pe ople I ser ve want or ne e d. . .

Note the e mpha sis o n se r v i c e?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 9

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 10

What do you love to do so much you might even do it without pay ?

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Now, look ba c k o n a ll yo ur res p on s es an d t h ou g h tf u l l y an sw e r

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 12

I make my best audienc es fe el:

E xamp le 1 : I like working with hard-charging entrepreneurs—usually the

E xamp le 3 : My time is best spent with women business owners in the

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Th en , b r ing ove r yo ur a nsw ers to t h es e q u est i on s f rom

What kinds of problems do you solve?

What do pe ople ask you for over and over again?

What do you do that changes the lives of those around you,

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 14

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 15

What is ir resistible about working with me?

What do you c onsistently rely on me for ?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 16

Comp lete t his st ate me nt:

A few exa mple s to sto ke you r creat i vi t y :

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G et the idea? Now it’s your turn.

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E X AMPLE : Shawn is a for ty-five-year-old Silic on Valley CEO/founder of

Se e wh at I me a n? C a pture t h e c ore m ot i vat i on of you r cl i en t .

An d then c a re fully c o nsider s om e q u est i on s ab ou t h i m or h er :

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 19

What are their biggest fears?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 20

What are their fondest hopes and dreams?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 21

What are their biggest fears?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 22

What are their fondest hopes and dreams?

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What are their biggest fears?

© 202 2 Be Unforgettable Me dia, Inc. www.rochellemoulton.c om 24