S2E32 - Steve Pipe - B1G1, Business For Good
Steve Pipe is a retired accountant, business author, speaker and strategist who is giving everything away to help create a better world. Steve is using B1G1 to create 100 million giving impact by 2026 and he is now personally made 5.7 million impacts. B1G1 or Buy1Give1 is a set of tools to allow anyone to make a giving impact.
- It’s the small things we can do that add up to make a profound difference in the world
- Every business in the world can and should make the world a better place and be a force for good.
- How Steve’s background as an economist and accountant lead him to where he is today. Now he has pledged to give everything away and he explains how he is doing this with B1G1.
- B1G1 is an amazon platform for impact giving for example:
- funding a day’s worth of water for one cent a day
- Giving a day’s worth of vitamin A for one cent a day
- Giving a months worth of e-learning in India for 30 cents
- Planting trees
- Feeding the homeless
- Putting a roof over people’s head
- Supporting koala bears who have been damaged in the Australian bush fires
- Businesses should identify their triggers and related impact e.g when you sell a book, you plant a tree
- When businesses are visibly doing this kind of thing, it will inspire other businesses
- Using the coffee shop example of why all businesses that make giving impacts wins. This is because customers will be happy and you make more sales. Word of mouth advertising will drive more sales. Employees will be more engaged and motivated and you will also attract better employees.
- Every business should report its real-time impact data just like financial data.
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Welcome back to the Green Element Podcast where we feature business leaders and innovators transforming their operations to be more environmentally and socially sustainable. I’m your host, Will Richardson and I can’t wait to meet our guest today and help you on your journey of sustainability.
Today we’ve got Steve Pipe on the podcast, fascinating individual. He has personally made 5.7 million B1G1 impacts we will go into what that is on the podcast. He’s written a seven part BBC TV series called easy monies, he has written seven business books. He has grown his business from his spare bedroom, up to 40 people he, you know, there’s more and more that you can talk about what he’s done and how he started. It’s been it’s been was, and you will find it incredibly interesting and informative to listen to what he does and how he does it and hopefully he will give you an idea of what it is that you can do, and how you can make a difference. Thank you so much for listening.
Steve, welcome to the green element podcast. Thank you so much for joining us today. I am looking forward to hearing more about what you do because you’ve got a very unique way of looking at life and looking at how to help people. And we were talking before about how our pathes have potentially not crossed, but we’ve got quite a lot of people in common and it shouldn’t really surprise me at all that that’s the case. Um, so please do tell us a bit more about yourself and who you are.
Will, thanks so much for having me. It’s it’s a wonderfully small world, both of those things. It’s a wonderful world and it’s a small world and actually, I think it’s the small things that we can do that can add up to make a profound difference to the world. So maybe we’ll pick up on those things. Yeah, I’m a 58 year old chartered accountant, I ran a consulting business, which I sold to the management team at 50 and for the large part of the last 12 years sometimes when I was running that business, and certainly since then I’ve really been increasingly focusing my efforts on a core belief and that core belief is that every business in the world can make the world a better place, it can be a force for good, can be a business because it doesn’t matter what the business does, it doesn’t matter what they sell, it doesn’t matter where they’re based, it doesn’t matter what stage of their development, they are going to start up established, mature, it doesn’t matter how large they are, or how small they are. Every single business in the world can make the world a better place and not only can but I believe must and should and so really, my mission is to help businesses understand that and then to do that to build doing good into their business model. So I took the view over the last few years since selling the business of actually always going to stop selling anything and I’m effectively in retirement, retirement. means not earning a salary or any other kind of income, but not retired in the sense that I’m sitting around with my feet up and slippers on. But actually, I’m now investing my life in giving away my time giving away my intellectual property, developing ideas, researching, sharing those with businesses so that any business can take that idea i.e. that they can be a force for good, and make it a reality and go back to the idea of wonderful and small world, you know, actually, our potential the power in the hands of every small business is phenomenal, it is truly wonderful and actually what it takes is not huge, great steps, but tiny, small steps so small and wonderful.
Do you think that because your background is accountancy, and obviously numbers driven, I would imagine? Yeah, I’m guessing but kind of weird if you said no, but do you think that having that backgrounds and then doing what you’re doing has helped because you’re able to talk about every small business being sustainable or having a good purpose, and everyone should be doing it so that you can actually say it with a air of authority because you know that it’s possible because of your accountancy background.
Well, I know it’s possible because I’ve seen it happen over and over and over again. And I’ve studied businesses, and I am working with businesses that are doing it. But not only do I know it’s possible, but I also know that it’s worthwhile and it’s worthwhile on multiple levels, it’s obviously worth well for the world, the more good we do in the world, the more sustainable we are, the more positive impact that we have on the world, the better that is for everybody for current generations and generations to come. That’s patently self obvious. But actually, my background before being an accountant was an economist and there’s some really interesting stuff. So I’ve kind of flowed through from academic I did two degrees in economics, and then qualified as an accountant worked for one of the largest accounting firms in the world, one of the largest businesses in the world. I was the head of finance for a division of 150 millio at Kodak. Individually, Kodak set up my own tiny business from a not even a spare bedroom, but a shared bedroom with our newborn daughter, we could only afford a two bedroom house so we had one and she had the other one and I had to work in one of them and so, and that and over the intervening 30 years from my 20s to my late 50s now, I have worked with a huge number of businesses and seen a huge amount of stuff. So some, which have worked and others, which doesn’t and then drawn on that taking the evidence out of that using the analytical skills that accountants have and if I go back to my time as an academic economist, my two degrees in economics and I was really good at it in truth, I would have become a professional economist if there were any jobs for a professional economist in Wakefield. Wakefield is a small mining town or county town in West Yorkshire. You can imagine there were no, there were barely any jobs, let alone professional economists job I could travel to Leeds and get a job as an accountant. So that’s what we did. And we were in Wakefield, because that’s where my wife was working. We were getting married and that’s where her job was. So it was a choice, you know, economics or marriage? Well, I chose love and put my heart first.
Anyway, all of my time at university, it turns out, which I was good at and was really good at economics, turns out was a complete waste of time because all of economic theory and this is going somewhere relevant, trust me and all of economic theory was based on an assumption that businesses, the decisions, that markets behave rationally, and that markets would arrive at a optimal outcome, you know, that free market economics would arrive at an optimal outcome based on rational decision making that was the model. Almost everything that economists believed and said, and therefore is suggested as policy and so on, flowed from those assumptions. Unfortunately, those assumptions were fundamentally wrong and this has profound implications for every one of us in every business and everything we do because a whole new type of economics was born, has been born in the last 20 years it’s called behavioral economics and rather than assuming how people behave it actually studies how people actually behave. Daniel Kahneman won the Nobel Prize for economics and he wasn’t even an economist, he was an applied psychologist, but he won the Nobel Prize because he started this field of research that said, rather than assuming what happens, let’s study what actual behavior people exhibit markets, exhibit decision makers, businesses, and so on and his book “Thinking Fast and Slow” sold millions of copies. I don’t suppose many people have actually read it because it’s quite heavy, but it’s a great book to have on the shelf. But actually, the title of the book, I think, sums up an enormous amount of what’s hugely important to us. Because here’s this whole new set of findings, which were research driven findings, not just assumptions, boils down to the fact that as human beings as businesses as economies and societies we essentially have, we make decisions in one of two ways the fast thinking so the title of books Thinking Fast and Slow, fast thinking is knee jerk reaction driven by habits driven by biases driven by prejudices, it’s very easily influenced, it is not analytical, and rational and sound. Whereas most of the decisions we make in life are those kind of fast thinking in condiments language. So if we go to a bar, you’ll notice that some of the most best selling bottles of beer, a red Budweiser, for example, and they’ve re d for a reason, because actually, there’s some research that shows that you know, the Red Label database, the saliva glands and makes you want it so you’re going to drink more beer, if it’s got a Red Label doesn’t really matter if we make that kind of habit driven decision that’s not a rational analysis of the cost benefit of that particular beer and how good it tastes and, and in all the other rational factors that would lead to a decision it is just driven by you know, the color triggers or purchase impulse. What and that those kind of fast thinking decisions are absolutely fine when the issues at stake are relatively unimportant, but when the issues at stake, such as the success of your business, the future of your business, or indeed the future of the world are at stake, then what we need is slow thinking as much, much rarer slow thinking is reasoned, it’s rational, it’s analytical, it draws on the facts. It takes time, it’s considered, it’s not influenced by the color of the beer bottle, but it’s influenced by, you know, the genuine underlying needs and issues and facts and data and implications and so, this new branch of economics has really got me thinking about, you know, let’s start applying some slow thinking, not knee jerk reaction, not habit driven, not influenced by the one social media post or you know, the tweet from a president or whatever, but a proper analytical approach to doing the right thing to running our businesses in the right way to building our businesses in the right way, right for us and right for generations to come and really that, it’s that, that triggered this in my mind a new way of looking at what’s possible and really start to develop some simple solutions where the payback is profound and if I can, let me just paint a picture just to show you I could I could quote lots and lots of research studies and I’m sure you have done in previous podcast will have of the, you know the overwhelming business case for using your business as a force for good not only is that great for the world, but the data is overwhelming is compelling that it’s also great for your business it will make your business more successful, it will make you more money. But let’s put aside the formal, the formal studies on that and let’s just take a really, really simple example that we can perhaps all relate to and I’ll get this each of the devoting, each of the listeners to vote on the piece of paper in front of them as it were, just to themselves quietly. The, which of these two shops they would shop in. So imagine, you know you’re, you’re out for the day you’re on a high street, in a town somewhere and you want a cup of coffee or a hot drink tea, coffee, whatever hot drink you like and you’re standing there and in front of you are two seemingly identical coffee shops. There’s the one on the left and the one on the right. They’re equally convenient. You’re right in front of both of them. They’re equally as attractive. The interior furnishings and decor are identical. Pretty much there’s not there’s not as juicy on that basis. They serve exactly the same coffee. They’ve got equally nice people. They charge exactly the same amount of money, let’s say two pounds for the cup of coffee. Everything about them is identical, which of these two shops are you going to go up to there is one slight slight difference between the coffee shop on the left and the coffee shop on the right. The only difference between them is this the coffee shop on the left when you go in there you get this great cup of coffee served by great people in lovely, lovely surroundings and it costs you two pounds. You get your cup of coffee when you go into the coffee shop on the right, as well as all of those things happening great coffee, great people two pounds. Not only do you get your cup of coffee, but you know that a child in Africa gets access to clean water that day, just because you’ve bought bought that cup of coffee and as a result of clean water being funded in that child’s village, and very often the child is a young girl, then that young girl doesn’t have to spend hours a day walking to a distant well and bringing often dirty water, but even if it’s clean, bringing water back to the family in the village, and by spending hours a day, what that previously meant was that that young girl probably couldn’t get an education because there simply wasn’t enough time in the day and it was too important to bring the water back. So just because you’ve had your cup of coffee in the coffee shop on the right, not only do you get your two pound cup of coffee, but you start to change the life of someone you’ll probably never meet in a profound way. So you’re standing outside these two coffee shops and you have a choice of which coffee shop you are going to go in, the coffee shop on the left or the coffee shop on the right. Now, there’s my question, which one would you go in? And if, as in overwhelmingly when I’ve done this in front of an audience of 1000 people and got them to stand up for one of the two coffee shops, you’ve had one or two people standing up for the coffee shop on the left, mostly because I don’t think they understood what the question was. And say 998 stand up for the coffee shop on the right, the coffee shop that not only serves your coffee, but also changes lives is built into its business model. A simple and in this case, relevant way, a cup of coffee, you get your drink, a child in Africa gets their drink and changes their life in the process. If your answer when you listen to this is I would go in the coffee shop on the right of course, I would know why would you go in the coffee shop on the left? Just think for a minute what that means rationally. If you’re a coffee shop owner, which of those two coffee shops should you make damn sure you run? Well sure as hell not the one on the left because no one’s going there. You’ve just said it would be stupid to go therey it would be stupid to own it wouldn’t it? It would be stupid to run your business that way when you could run it like the coffee shop on the right, the coffee shop that not only serves a great product or service, but has folded into its business model, an act of kindness.
But, but I would say that, that’s great and it’s a great example, but what happens if you’ve got that person that owns that coffee shop that young? Yeah, that’d be a great thing to do. I can’t afford it.
Well, absolutely. So so lets look at the maths. So let’s continue with this idea of making a rational decision. In this case, let’s put, we’re wearing the hats of potential coffee shop owner or perhaps even existing coffee shop owner, although that’s also be crystal clear. This isn’t really about coffee shops. This is the coffee shop as a meaning example. We could change the title, coffee shop, and cup of coffee for any other products or service, any other type of business anywhere in the world. This is exactly the same thinking applies when we look at how in a minute but if we stick with coffee shops because it is a simple metaphor that we can all understand, we’ve all probably bought a cup of coffee at some point and so if you’re rationally looking at the business case for being the coffee shop on the left, which by the way will get left behind remember, left, left behind coffee shop on the right, which by the way, is doing the right thing and therefore, well, let’s think about what happens as a consequence of doing the right thing. Now, when I took the straw poll in front of 1000 people in in the states actually 998 said they would go in the coffee shop on the right, so they have got a queue of 998 coffee buyers. The coffee shop on the left has got two, only going there by accident and so the coffee shop on the right is probably going to sell more coffee, isn’t it? Let’s ignore 998 versus two. Is it going to tip the balance towards that shop selling more cups of coffee? Yes, absolutely. If you’re a barista a team member, someone who’s brought into work in that coffee shop, which coffee shop, are you going to feel more motivated and engaged to actually sell more coffee and the one on the left is just making profits for the business owner. The coffee shop on the right is changing lives. If I’m running, if I am a barista or a young person serving coffee, the work in the coffee shop on the right doing the right thing is going to fill me with joy I am going to be trying to sell more coffee because that way I changed more life. So the levels of motivation and engagement and commitment to doing a great job and customer service with a smile and with a heart in the coffee shop on the right, doing the right things go through the roof. So coffee shop on the right, is now selling more than ever before with a more engaged motivated team than ever before. If you’re a customer, which of those two coffee shops do you go and tell your friends about the one on the left? There’s nothing to say, the coffee shop on the right is changing lives. You’re going to be word of mouth advertising for the coffee shop on the right its also going to go through the roof and all of those benefits, so you can maybe selling significantly more, which already gives you the funds to pay for the water. Here’s the interesting question and it’s a rhetorical question I will give you the answer straightaway afterwards. How much would you guess it costs for the coffee shop on the right to fund one day’s worth of water in so, for every cup of coffee, they fund one day’s worth of water, they’ve actually probably set themselves a goal which is on the wall. Our goal, our mission is to provide 1 million days of clean life giving water to people in need around the world. Just because you buy your coffee here, thank you so much for playing your part in that and you’re the poster on the wall might say something like that might be part of the brand story. They’ve got this goal of a million and they have a running total of where they’re at. How much would you guess it costs to fund the day’s worth of water that for every cup of coffee, how much is the business going to have to spend if you choose to believe that we give invest whatever you choose invest in the world, less than one US cent less than one US cent? There is no coffee shop in the world that cannot afford the trade off, which is ok for merely investing less than one US cent per cup of coffee we get that queue of 998 people that so there’s no other marketing campaign that would drive that amount of difference for that little cost. There’s no other team engagement and motivation campaign that would drive that higher level of team member satisfaction and commitment to the job for one cent, for less than one cent for a cup of coffee. There’s no other word of mouth campaign that would drive bringing that many new, new customers just because you do, you run the business where you do for less than one US cent for a cup of coffee and if the business wanted to the business on the right could charge two pounds and one pence for its cup of coffee, which would, would actually mean then the cup the profit per cup would be higher, let alone the fact that they’re selling 2,3,5 times as many cups of coffee rationally, there is only one way to run your business it is not to get left behind by being the coffee shop on the left it is to do the right thing. It’s the fold your equivalent of the coffee and water connection to connect up what your business does with something that’s resonant and perhaps also relevant. I’ll give you some examples in a second, more examples beyond the coffee shop rationally, there is only one sensible way for the business owner as a purely commercial decision and for the world as a social decision, there is only one way to run a business. Why on earth wouldn’t everybody do the right thing? Be the shop on the right, build a better business build a more successful business? Why on earth would anybody be the one on the left, getting left behind if you apply rational decision making to that situation, which we need to when the decisions are really important? This is the lesson of behavioral economics. We don’t mostly run or do things rationally, we have to sit back and make a conscious choice and I would suggest to your podcast listeners, this is the time to sit back and make that conscious choice. If we don’t choose to run our business like the coffee shop on the right we are by implication by default, running it like the one on the left and we will get left behind whereas doing it like the coffee shop on the right is categorically doing the right thing. So take stock now. build that into your business model now. It’s remarkably simple, we can look at lots of other examples if you choose, it’s remarkably simple. It’s remarkably powerful. It’s remarkably easy. Why? Oh why would anybody rational? Why? Why would anybody who actually cares if you detach? You put them in the rational decision making bit from one side? And that’s all we focused on. So so far? Look also then at how it feels if you’re the business owner running Sorry, my voice that is not me getting emotional. That’s me having a frog and although you could say well, maybe there’s some underlying emotional No, like, it’s just a run it comes about, it’s about emotion. If you look at then what’s at stake emotionally, the coffee shop on the right, the business on the right doing the right thing. That’s the business surely that’s going to fill your heart as the owner and team member with joy. That’s the business when you get up in the morning you look at yourself in the mirror is going to make you say yes, I’m proud what we’re doing, I want to do more of it because the more successful we become, the better things become for everybody. That’s the business that, that your children are going to look up to. Just look dad look what mom, look what auntie or grandma grandpa did. That’s the business that’s going to create a legacy, that will be remembered and talked about with pride and joy, not the one on the left that got left behind. So whether it’s a rational, analytical, commercial decision that the people make, or whether it’s a heart driven, values driven decision, they both point in exactly the same direction we need to do kindness and giving at the heart of our business models.
And you’ve written a book on this subject, haven’t you with B1G1?
We are currently finalizing the book which we publish later in. So we were recording this in what is it now February 2020. By the summer 2020 that book will be available and in fact freely available. Anybody can have a copy of that book for free so they can do it. Actually all of this, and the book will be digital. So there’ll be no trees cut down either.
And that’s the promise and was the promise of that book?
The core the core approach, and it’s sort of implicit in my coffee shop example, the core approach behind all of this is to say, what we as businesses should do is we should create some we should identify triggers and impacts and so again, we’ve got it now I love binary things. You have my two coffee shops, one on the left, the one on the right, so simple, black and white choices are lying down the middle. Imagine now a second piece of paper, draw a line down the middle, vertical line top to bottom. On the left hand side, write the word trigger on the right hand side write the word impact and so what I’m, what the core process here in the coffee shop example, the trigger was, every time we sell a cup of coffee, that was the trigger every time we make a sale of our core product. The impact was, well, we give a day’s worth of access to clean water that say when then that’s a trigger impact. Now the nature of that trigger impact relationship is it’s clearly good for the business, the business wants to sell more cups of coffee. If it sets a goal around the number of cups of coffee it sells or the amount of profit it makes that is fairly disengaging and not very motivating for the team. I don’t really care whether we make a million pounds of profit if I am not a barista in a coffee shop, but I would love the idea that the business I’m working for has got a goal of creating a million smiles or providing a million days of water or a million, you know, a million days of help of some form or another. So if we reframe our goals in terms of the impact rather than the trigger, in terms of the difference we’re going to make on the in the world. But if we’ve got this connection between the trigger and the impact, so the only way we provide a day’s worth of water, the only day we’re ever going to reach a million days worth of water is by selling a million cups of coffee. Oh and by the way, the accountant in us knows that when we sell a million cups of coffee, the business owner, the stakeholders or shareholders are very, very happy.
So, so with this piece of paper, on the left hand side, I would suggest that what everyone listening to this does is thinks about, what are the triggers that they could use in their business and these could be one of three main things, they could be things that you want to encourage to happen more often. So you want to encourage people to buy from you more often. So selling a cup of coffee, a sale or purchase is a natural trigger. But you probably also want to encourage people to go back to the beginning of the sale cycle to join your mailing list to put their, enter their details in your online data capture form so they sign up for your newsletter, to visit your shop or to come in for a meeting with your to take a trial of your product or service, or to make the first purchase or to pay an invoice on time or to give you a referral or a testimonial or review on TripAdvisor, or whatever. Each of those are things that you want to encourage to happen more often more sales, more inquiries, more meetings, more reviews, more testimonies, they’re all great for the business, aren’t they? So what If we have identified a list of things we want to encourage to happen more often, we then link them on the right hand side of the page to some kind of act of kindness trigger impact rather something like the day’s worth of water when they sold a cup of coffee that resonates with us, that makes it makes a contribution towards the UN Global Goals to make the world a better place. That’s a great framework for thinking about it also. Give you some practical examples from, from my business, so I’ve sold books in the past historically, those have been physical books, although increasingly, I am not going to have any more physical books printed out I am going to distribute them digitally that’s better for the planet. But I still have some physical books and every time someone buys one of my physical books, I will plant a tree so the trigger is sell a book. The impact is planted tree. It costs me from 40 cents in fact for $1 50. I can plant a, I can fund the planting in Kenya of a grafted mango tree which means it grows, it grows quickly but it also only grows to about five or six foot, which means you can harvest the mangoes from the tree without any equipment, you can just stand there and pick them off and over its lifetime, not only will it suck huge amounts of carbon out of the air, but it will it will yield thousands of bits of fruit which will be both food for the farmer, but the surplus fruit will be income that allows the farmer to lift themselves out. So I’m helping the environment, my books are helping the environment. So I’ve got a trigger there, which is sell a book and I’ve got an impact, which is plant a tree, if someone comes to one of my webinars, so the trigger is attend a webinar. That’s great for me because it’s a chance for me to share my message with him. I want to encourage more people to come to my webinars. So the impact that I’ve linked back to on the right hand side of my piece of paper is for every person that attends a webinar during the webinar, I explain and make and I fund 30 days of E learning for a child in a rural village in India, because we’ve just had an E learning event that’s the nature of a webinar. So there is a nice resonance between attending an E learning event yourself and knowing that as a side, as a consequence of you attending that e learning event, the child in rural India has had access to E learning in their village for fully a month. Now actually, a month’s worth of E learning costs 30 US cents 24 pence. So I have 100 people on one of my webinars my act of kindness, generosity is almost embarrassing to say is $30, 24 pounds or so. Now, but the focus is not on the 24 pounds the focus on the fact if 100 people attend, and I funded 30 days of E learning each that’s 3000 days of help provided to people in, to young children in India just because people came to my webinar and when you’re able to tell that story, if my story was I given 24 quid because you came to my webinar. That’s not gonna, that’s not going to motivate many more people to come to my webinar or feel great about themselves. But if the story is and it’s exactly the same story just told differently, just because you guys came to the webinar today, you can just see because I press click in front of you, 3000 days of help, thanks to you, on your behalf, but at my expense, I’ve just been provided to those children now what the difference that that creates in connection and engagement and likely enthusiasm to come back to another webinar, great for my business. So I chose that. So those are some examples. There are many, many other things you can do just draw this line down the middle of a piece of paper, what are the things you want to encourage? And how can we connect them to acts of kindness that are in some way relevant or so the water was particularly relevant to a cup of coffee both are drinks. The E learning was particularly relevant to a webinar event. The tree was particularly relevant to a book there don’t have to be quite as relevant. They might just reflect the passions and beliefs and priorities of the business and the people in the business your, you know your business well I have no idea, but your business more than anything might care about reforestation and climate damage, and that might be your number one priority and I would entirely understand why it would. So all of your connected giving might be around in some way shape or form, restoring the environment, replanting trees, protecting rainforests and so and so forth. Another business their focused might primarily, their priority might primarily be on education, with the belief that you know, we can lift future generations and the entire world up through education, we can tackle the problems of the world through education and so they may choose to connect their triggers with education related, education related impacts. I can give you another example, which I personally love this example. I think the resonance is beautiful. There is a consulting business in the UK, that for every time someone reads it’s E newsletter, now they know that someone’s read it because their email system MailChimp or whatever, you know, you can see who’s clicked through and opened up an email or opened up the attachment. So they get a MailChimp and all the other software does the same thing gives you a count of how many people have opened it and so they have their, their giving story their left hand side triggers, we want people to read our E newsletter because that’s how we convey our news, our stories, our sales pitches probably as well. So that’s great for the business and so the more people that read our E newsletter, the better that is. So what we’ll connect that with is someone reads our newsletter on the right hand side, the impact that we will make happen is we will fund a day’s worth of vitamin A supplements for for a child, a child an underprivileged child because what vitamin A does is it helps prevent child blindness. So you’re, you’re helping give the gift of sight to a child in Africa because someone has taken a look at and read your newsletter again, there’s a connection isn’t there between your reading something and having the ability to read it because you’ve got the gift of sight now that’s delivered through, through vitamin A supplements and again, the, the cost of providing one day’s worth of vitamin A supplements, one cent. For a 1000 people reading their E newsletter, that’s $10. And yet the story is, you know, just because you know what thanks so much for opening it because you’ve opened it a child has had the gift of sight on your behalf.
And how would someone so let’s say someone wants, someone is listening to this and goes, I want to do that. How would you go about and start something like that? Because it’s quite daunting to go right? What would you do?
It sounds like it could be daunting, but trust me, it’s unbelievably simple. So you know, this is going to sound like self promotion, but it isn’t because I’m giving this away. You know, Paul and I are writing this book called Time To Rise, which will set out the step by step process for doing exactly what we are talking about together today, and so in step by step detail, but it’s the shortest book I’ve ever written, it’s a quarter of the length so it’s not a quarter length of my previous book. So it’s it’s a short, practical, workbook, there’s no fluff, there’s no padding, there’s no price either it will be on Amazon, please, please, please do not buy on Amazon, we will just give it to anybody who wants it completely free in digital form. So no trees cut down either you will then be able to use that in, in very simply, very quickly it will take less than an hour to read, less than three hours to master. By the end of the day, you will have everything in place to have built this into your business model. So instead of being the shop on the left the business on the left, getting left behind, you can be the business on the right doing the right things and getting the right results. So the book will make that remarkably simple.
That’s not available probably until the middle of 2020. In the meantime, if anybody wants to pick my brains, I’ll happily share step by step details around that. But actually, I personally use a set of tools. You see the things that we’ve been talking about and the examples, you know the ability to fund a day’s worth of water for one cent or a day’s worth of vitamin A supplements for one cent or a month’s worth of E learning in India 30 cents and I could have quoted many, many, many other wonderful, wonderful things that you could link to in feeding the homeless, putting roof over people’s head, planting trees, providing rabies vaccinations for dogs, you know, supporting koala bears who have been damaged in the Australian bush fires, we can see all of these things being connected to him and I know exactly how easy it is to connect to those kinds of, those kinds of projects because the tool that I use to do all of that is called B1G1.com and that allows me to very, very quickly identify low cost projects. It was a bit like Amazon so I can, I can open up their search engine I can search for I could fund a beekeeping biz I think it’s three cents a day to fund the training and support of, in Kenya of a farmer so that he can set up and run a successful beekeeping business that will provide income for the farmer but of course we all understand the hugely important, the huge importance of bees to the environment and sustainability and life and so there’s multiple benefits that flow from that, I think that project is three cents a day. So for example, if I typed in bee into the Amazon style search engine, it would show me that project and it would allow me to fund one day’s worth, 10 days worth however many days I chose at three cents a time. If I wanted to type, if I wanted to support the vitamin A project as a separate project, I would just type in child blindness or vitamin A or, or seeing and it would, it would show me projects so over, what the idea is, is, is a, is a search engine for incredibly, carefully vetted projects that I can then fund and what I think is genius about it, is that I know that if I’m going to fund let’s say my example before my, if 100 people came to one of my webinars and I choose to fund 30 days of E learning for 100 children in India. That’s a $30 cost I go and I find that on the Amazon search engine and when I pay my $30, I know with absolute certainty that every single cent of that $30 is going to flow through to the people running the project in India that is delivering the E learning, there’s no deductions whatsoever for anything. There’s a complicated piece of software that someone’s had to pay to develop. But that’s not the cost of that is not deducted from my $30. There are bank charges which the credit card companies inevitably going to charge, but they’re not deducted from my $30 either. I have this complete transparency, I know that my $30 is going to flow through to deliver my 3000 days worth of E learning. There’s a real direct transparency that I as an accountant love where if I give $30 to almost any other charity, and I’ve absolutely no problem and giving to other charities, but the model is very different. The transparency is just there,if someone you know, catches me on the street and asked me to put in their collection tin, and I put $30 in there or 30 quid I have absolutely no idea what that’s going to result in what the impact that’s going to create I am not buying an impact I am not funding an impact, I’m just putting money in a pot, which at some point my, the money will be taken out of to pay for the person rattling the tin and the marketing costs of the websites and the legal costs and whatever, whatever and some of that money will at some point in the future flow through to some project, which I don’t know what it is, and I don’t know how much it is. Whereas with the, with the B1G1 approach, I’m specifically funding in my case, you know, 1000 days of of E learning for 3000 days rather of the learning for children in India and I know that, that ringfence pot of money is flowing through to that so I love that, that, that side of that, that way of doing it and by the way, just to answer the question, which is probably going through heads, okay, so if there’s no deductions whatsoever for any of these costs, where on earth are those costs getting paid for? There’s a separate legal entity called Be One, which is associated actually, but I don’t know the exact name, but it’s the business I just described is a charity through which hundred percent flows through.
Brilliant, Brilliant and this, it’s been fascinating listening to you and I think it is really, really useful for people to understand how, you have, you’ve really set it out to be really easy. Yeah, it is to be able to help. I guess On a final note, I mean, is there one thing you want people to do on the back of this podcast? What Yeah,
I mean, I think the simplest way when, when the books are available, just ask me for the book because I’ll give it to you for free and then it will set out the process step by step. But before then, B1G1 has just one more thing it’ll create a giving plan if you tell me a little bit about your business, and it will come back to you with a tailored set of suggestions for how you can take the sort of ideas that I’m talking about today and fold them into your business and your business model. So that’s a great way of getting this, this free of charge tailored report to begin to see what else is possible in your business. So if, if I’ll give, if I’ll give you the link to get going the show
All of the links will probably be underneath or somewhere near this recording won’t they? And also from my website, stevepipe.com when the book I’ve been describing is published later this year, it will be available for free download there. but for the time being, there are lots of other free, free downloadable resources, including my email address, if anybody wants to pick my brains directly on a one to one basis, talk this through on a one to one basis, I would be absolutely delighted to do that and as I said at the outset, Will I don’t charge anybody anything for my time or for anything else. So all of that will be my gift to your listeners, our gift to humanity.
Thank you very much, Steve. Thank you. Thank you so much for today. It’s been really interesting. Listening to you and understanding more about what you’re about and a very unique individual, I would say, with your outlook on life, and it’s really, really refreshing and really lovely to hear more and understand more about you. So thank you so much for everything you do and thanks for being on the podcast.
Thank you so much for having me. Will, and everything that you do, too.
Thank you so much for listening to the end of this episode, the green element podcast. Do take a moment and share this with your friends and colleagues and rate and review the podcast wherever you get your podcasts. I’d love to know what has been your biggest takeaway from this conversation? What are you going to do differently? Please share your thoughts across social media and tag us so we can see them too. At GE underscore podcast. For links and show notes for this episode, visit our website green element.co.uk forward slash podcast. Thank you again. I hope you will join me on the next episode and together we can help create a better world
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