1 00:00:00,810 --> 00:00:03,780 Seven figure success starts when you start thinking like a CEO. 2 00:00:03,990 --> 00:00:08,310 Welcome to the John Kitchens Coach podcast experience as your host, John Kitchens. 3 00:00:08,880 --> 00:00:11,280 Get ready to think bigger and transform your business into 4 00:00:11,280 --> 00:00:12,960 a path to lasting freedom. 5 00:00:18,009 --> 00:00:18,390 All right. 6 00:00:18,555 --> 00:00:18,945 All right. 7 00:00:18,945 --> 00:00:19,935 All right. 8 00:00:20,085 --> 00:00:23,564 So, man, I'm, I'm really excited. 9 00:00:23,564 --> 00:00:26,355 You know, obviously I can geek out on this one all day long. 10 00:00:26,445 --> 00:00:28,155 Joel can as well. 11 00:00:28,155 --> 00:00:33,195 And you know, we're, we're, we're continuing our, um, deep dive 12 00:00:33,195 --> 00:00:37,065 into, um, kind of the, the new. 13 00:00:37,500 --> 00:00:40,050 Overhauled agent to CEO process. 14 00:00:40,050 --> 00:00:42,810 Joel, I don't know what we wanna kind of, kind of call it the, the new 15 00:00:42,810 --> 00:00:50,280 naming conventions and, and really more context to, um, the recipe, if you will, 16 00:00:50,280 --> 00:00:53,220 for the whole agent to CEO concept. 17 00:00:53,280 --> 00:00:57,360 And, um, I'm really excited as we've been going through this process and 18 00:00:57,360 --> 00:01:03,720 the work kind of forced on kind of the naming conventions and revamping and, um. 19 00:01:04,605 --> 00:01:06,825 Obviously had a lot of help with ai. 20 00:01:06,945 --> 00:01:11,025 Um, and I actually, you know, Renee, I actually used Hui, the actual Hui 21 00:01:11,805 --> 00:01:13,875 Learning Management to go through this. 22 00:01:13,875 --> 00:01:18,285 So I had, you know, the real estate reference with it and how powerful, 23 00:01:18,705 --> 00:01:23,205 um, Eric and his team have Spark Pad to be able to really work through this. 24 00:01:24,165 --> 00:01:26,295 And as we were going through. 25 00:01:26,715 --> 00:01:29,715 It was, it was also pushing back on me as I was pushing back on 26 00:01:29,715 --> 00:01:31,275 it, which was really, really cool. 27 00:01:31,275 --> 00:01:31,485 Right. 28 00:01:31,485 --> 00:01:34,995 It wasn't trying to gaslight or, or really, you know, oh, you're 29 00:01:34,995 --> 00:01:36,765 the greatest thing ever, right? 30 00:01:36,765 --> 00:01:38,895 It was like, no, it's this way and it needs to be this way. 31 00:01:38,895 --> 00:01:40,575 I was like, well, I, is it, is that a right name? 32 00:01:40,575 --> 00:01:42,135 Do we need, does it need to change the order? 33 00:01:42,135 --> 00:01:44,235 It's like, no, this is the right order and here's why. 34 00:01:44,235 --> 00:01:48,585 And it was just, you know, I was second guessing, but it was really pushing me, 35 00:01:48,585 --> 00:01:50,205 which was, which was really, really cool. 36 00:01:50,205 --> 00:01:54,255 So, you know, we're, we're gonna cover, you know, part three as the. 37 00:01:54,520 --> 00:01:57,490 Part one, we, we really dove into the clarity compass. 38 00:01:57,550 --> 00:01:59,950 Um, really talked about from A to B where you're at. 39 00:01:59,980 --> 00:02:03,790 We we to also talked about the clarity compass diagnostic to really be thinking 40 00:02:03,790 --> 00:02:07,840 about, you know, you know, um, all progress begins with telling the truth. 41 00:02:07,840 --> 00:02:09,940 Being able to, to start and be able to go. 42 00:02:10,420 --> 00:02:14,650 Um, I think it was really cool, Renee, you know, you're, you in the room with, um. 43 00:02:15,320 --> 00:02:21,380 Senior and Junior and Laura, um, at Affinity to kind of hear it live, 44 00:02:21,650 --> 00:02:23,480 walking through it in the room. 45 00:02:23,540 --> 00:02:28,880 And you know, Joel, when I tell you everybody in the room was on the edge of 46 00:02:28,880 --> 00:02:35,030 their seat engaged and heads nodding, and I really took 'em through Clarity Compass. 47 00:02:35,655 --> 00:02:36,734 Charting the course. 48 00:02:36,734 --> 00:02:40,125 And then we touched a little bit on this, and part two obviously for 49 00:02:40,125 --> 00:02:43,695 you guys listening in, is charting the course, which is the vision. 50 00:02:43,845 --> 00:02:48,615 And I think Joel, I sent you the vision framework, um, exercise that it, it 51 00:02:48,615 --> 00:02:51,105 really breaks down and it is awesome. 52 00:02:51,225 --> 00:02:52,454 Like it is the best. 53 00:02:52,454 --> 00:02:55,530 I mean, it's better than going through be 2.0 trying to figure out. 54 00:02:55,635 --> 00:02:57,135 It was really, really good. 55 00:02:57,615 --> 00:02:58,875 So that was awesome happening. 56 00:02:58,875 --> 00:03:00,945 And then obviously part three here. 57 00:03:01,530 --> 00:03:03,600 Is the CE o's operating system. 58 00:03:04,020 --> 00:03:07,020 We're gonna get into critical thinking, some, some frameworks and things 59 00:03:07,020 --> 00:03:11,100 to think about and, and remember, everything that we go through here 60 00:03:11,100 --> 00:03:13,560 builds off of, of the next thing. 61 00:03:13,560 --> 00:03:15,660 Builds off of one thing, builds off the next. 62 00:03:15,660 --> 00:03:19,885 So right write things, right order the combination to unlock and you gotta go. 63 00:03:20,465 --> 00:03:22,805 In, in this order to be able to, to unlock it. 64 00:03:23,285 --> 00:03:27,935 Um, next week we actually, um, are gonna, you know, continue this series, but 65 00:03:27,935 --> 00:03:31,535 next week because of Thanksgiving, we're going to do this on Tuesday evening. 66 00:03:32,075 --> 00:03:35,135 Um, so we'll be five eastern, four central, with a hard stop. 67 00:03:35,195 --> 00:03:36,125 We'll stop again. 68 00:03:36,215 --> 00:03:38,045 Um, at, at the top of the hour. 69 00:03:38,555 --> 00:03:39,515 We're gonna take a break. 70 00:03:40,090 --> 00:03:42,370 The week, the first week of December, and then we'll come back for week 71 00:03:42,370 --> 00:03:46,510 two and week 3rd of December to hit, um, the final two, the final two 72 00:03:46,510 --> 00:03:48,790 pieces to the agent, to CEO process. 73 00:03:48,790 --> 00:03:50,650 So next week we'll hit the profit engine. 74 00:03:51,070 --> 00:03:54,580 The second week of December, we'll talk about the execution roadmap, and 75 00:03:54,580 --> 00:03:57,820 then, um, to bring it all together will be the leadership flywheel. 76 00:03:57,910 --> 00:04:00,550 So really excited to, to continue these conversations. 77 00:04:00,550 --> 00:04:04,270 So Joel, anything that you want to add before we, we kind of start walking 78 00:04:04,270 --> 00:04:06,850 through, um, the CEO operating system. 79 00:04:06,915 --> 00:04:06,975 Yeah, 80 00:04:07,665 --> 00:04:08,204 not really. 81 00:04:08,204 --> 00:04:10,815 I think maybe we need to come up with a name for it. 82 00:04:10,815 --> 00:04:11,355 Maybe not. 83 00:04:11,355 --> 00:04:14,415 I just, the way I look at this is, this is like your, this is 84 00:04:14,415 --> 00:04:17,055 like your final version, you know, the original version of this. 85 00:04:17,055 --> 00:04:21,825 You guys built a, a bunch of you guys built together over years and now, okay, 86 00:04:21,825 --> 00:04:23,175 it's been 10 years probably, right? 87 00:04:23,175 --> 00:04:26,625 Since the first version of Agent to CEO and now it's, that's 10 more years 88 00:04:26,625 --> 00:04:29,895 of you running this stuff through, you know, seven and eight figure businesses. 89 00:04:30,630 --> 00:04:34,230 Figuring out new tools that you like better than old tools, making tweaks. 90 00:04:34,260 --> 00:04:38,310 I just feel like this is, I feel like this is, is coach's version, which has 91 00:04:38,310 --> 00:04:42,600 just, you know, been like the next level of pressure tested in real businesses. 92 00:04:42,600 --> 00:04:42,610 Yeah. 93 00:04:42,925 --> 00:04:45,390 Um, yeah, so I, that's, I really, I really like it. 94 00:04:45,390 --> 00:04:46,860 I'm, I'm just pumped about the whole thing. 95 00:04:47,220 --> 00:04:47,520 Yeah. 96 00:04:47,520 --> 00:04:48,000 That's really cool. 97 00:04:48,000 --> 00:04:50,880 I appreciate you saying that, and, uh, you, you are all right. 98 00:04:50,880 --> 00:04:51,480 It was about. 99 00:04:52,050 --> 00:04:54,480 About 10 years ago, kind of really thinking through this. 100 00:04:54,480 --> 00:04:56,250 And then, uh, we brought it to life. 101 00:04:56,250 --> 00:04:57,240 We did our first event. 102 00:04:57,240 --> 00:04:59,730 Renee was there in 2019 in Frisco. 103 00:05:00,300 --> 00:05:03,900 Um, and actually we were, where were we at? 104 00:05:03,930 --> 00:05:04,830 Were we at the shops? 105 00:05:05,580 --> 00:05:06,480 Yeah, we were at the shops. 106 00:05:06,480 --> 00:05:08,670 We were in the amphitheater room at the shops, uh, shops 107 00:05:08,670 --> 00:05:09,960 legacy there at the Marriott. 108 00:05:10,350 --> 00:05:12,480 So we were in, um, in Plano. 109 00:05:13,784 --> 00:05:16,229 The very first event, and we were so excited about it. 110 00:05:16,235 --> 00:05:17,805 It was something that we were gonna do every year. 111 00:05:17,805 --> 00:05:20,805 Obviously COVID hit in 20, so we did it digitally. 112 00:05:20,865 --> 00:05:24,555 So we did it, you know, recorded, we had the studio access, so we did it in 113 00:05:24,555 --> 00:05:26,354 there, which was, which was fantastic. 114 00:05:26,865 --> 00:05:33,645 Um, and then, um, obviously we, we've been in Cleveland in 22, 24 and 25, and 115 00:05:33,645 --> 00:05:38,925 then we're looking to expand it, um, you know, hopefully out on the East coast. 116 00:05:39,750 --> 00:05:45,030 Out on the west coast up in Canada, and then in the year in Dallas. 117 00:05:45,030 --> 00:05:49,710 So, um, kind of looking at 26 of, of doing this four, four times live. 118 00:05:50,130 --> 00:05:55,050 So, um, really, really excited for, for this and into, into the future. 119 00:05:55,050 --> 00:05:56,310 So let's jump in. 120 00:05:56,400 --> 00:05:58,890 Um, want to kind of get into this one. 121 00:05:58,890 --> 00:05:59,910 This one's a little bit. 122 00:06:00,255 --> 00:06:03,974 Headier, if you will, kind of get into the thinking component side of things, 123 00:06:03,974 --> 00:06:07,724 because once we kind of have the compass of, of clarity of where we're at and 124 00:06:07,724 --> 00:06:11,325 where we want to go, we've charted the course, we know the vision, right? 125 00:06:11,325 --> 00:06:13,755 That's the soul of your business. 126 00:06:13,875 --> 00:06:16,815 Um, is, is the vision, is is the heartbeat and the soul. 127 00:06:17,385 --> 00:06:21,914 Now we gotta get into the, you know, kind of really. 128 00:06:22,290 --> 00:06:24,780 The linchpin of the whole process. 129 00:06:25,260 --> 00:06:29,880 And it's the mental upgrade that makes this transition 130 00:06:29,880 --> 00:06:31,440 from agent to CEO possible. 131 00:06:31,860 --> 00:06:32,790 'cause that's what it is, right? 132 00:06:32,790 --> 00:06:35,730 And every time you talk about anybody where, where they kind of 133 00:06:35,730 --> 00:06:37,320 started always starts with mindset. 134 00:06:37,770 --> 00:06:42,510 And this is the upgrade to the operating system of stop thinking like a dang 135 00:06:42,540 --> 00:06:44,280 agent in the transaction treadmill. 136 00:06:44,520 --> 00:06:46,830 Think about a business owner, A CEO. 137 00:06:47,275 --> 00:06:50,905 That has, you know, a, a a different way that you look at the business, you 138 00:06:50,905 --> 00:06:55,555 look at lifetime value and, and the way you think, um, and the decisions. 139 00:06:55,560 --> 00:06:57,595 And, and that's the thing that has to change. 140 00:06:57,895 --> 00:07:02,095 So really the, you know, the main core concept around this operating 141 00:07:02,095 --> 00:07:06,145 system is the intentional, and I love that word, intentional 142 00:07:06,475 --> 00:07:09,865 shift from being a reactive agent. 143 00:07:10,645 --> 00:07:14,665 That's deal driven mindset. 144 00:07:15,930 --> 00:07:21,750 Now becomes the CEO proactive systems driven approach framework 145 00:07:21,750 --> 00:07:26,370 for identifying the few critical constraints that limit growth and 146 00:07:26,370 --> 00:07:28,560 apply focused energy to solve them. 147 00:07:28,590 --> 00:07:33,330 The operating system is designed to create maximum leverage. 148 00:07:33,735 --> 00:07:38,385 Turning you from the pri, the business's primary doer into the 149 00:07:38,385 --> 00:07:43,815 primary thinker and strategist and, you know, knowing, you know, our 150 00:07:43,815 --> 00:07:47,115 backstory, the fundamental first change. 151 00:07:47,145 --> 00:07:49,845 First change was strategy. 152 00:07:50,115 --> 00:07:52,845 Once we learned to be more strategic. 153 00:07:53,370 --> 00:07:57,030 And have a process to, to, to create space, to think through. 154 00:07:57,030 --> 00:07:59,969 This is why Renee, we create a kitchen table, right? 155 00:08:00,060 --> 00:08:03,840 Because I know small business owners, real estate agents, we all 156 00:08:03,840 --> 00:08:08,760 have the best intent, but we don't carve out the time to step away. 157 00:08:09,150 --> 00:08:14,670 To go through this process and, and so that's where this shift starts to happen. 158 00:08:14,820 --> 00:08:20,940 When we look at kind of the key activities, this is where we install three 159 00:08:20,940 --> 00:08:23,460 core apps of the new operating system. 160 00:08:23,820 --> 00:08:26,460 Number one, this is based everything. 161 00:08:26,730 --> 00:08:29,250 Once I've learned this concept, I just can't think about it any other 162 00:08:29,250 --> 00:08:30,480 way, and it's the constraint finder. 163 00:08:31,289 --> 00:08:37,500 So this is, this is primary and for us, we've, from a theory of constraints. 164 00:08:38,355 --> 00:08:40,725 We install the machine mindset, right? 165 00:08:40,725 --> 00:08:43,125 This is my, we, I, I operate on it. 166 00:08:43,125 --> 00:08:44,625 My team operates on it. 167 00:08:44,685 --> 00:08:49,395 They have to fill out the dang report every stinking week, the end of the week 168 00:08:49,395 --> 00:08:54,435 report, and it's all around the machine mindset, which teaches you to see your 169 00:08:54,435 --> 00:08:58,095 business not as a series of unrelated tasks, but as a single interconnected 170 00:08:58,095 --> 00:09:02,685 system using theory of constraints, right? 171 00:09:03,015 --> 00:09:05,925 The discipline process of defying one bottleneck. 172 00:09:06,705 --> 00:09:09,885 And be it lead generation. 173 00:09:09,885 --> 00:09:12,195 Consistent lead generation, right? 174 00:09:12,195 --> 00:09:13,545 That's, that's the big word. 175 00:09:13,545 --> 00:09:21,705 Consistent lead generation, consistent sales and consistent results, right? 176 00:09:21,705 --> 00:09:25,815 If you wanted to group it into three big buckets, and we talk, you know, traffic, 177 00:09:25,815 --> 00:09:29,475 conversion, fulfillment, retention, but if you just wanna say, okay, we don't even 178 00:09:29,475 --> 00:09:34,965 have an opportunity to re, I can't even retain you if I can't even get you so. 179 00:09:35,505 --> 00:09:38,745 Consistent and, and I want everybody to be to, to understand that, right? 180 00:09:38,745 --> 00:09:47,594 Consistent, not random, consistent leads, consistent sales and consistent results. 181 00:09:47,864 --> 00:09:50,895 There was something, um, Joel, I was listening to, to yesterday, 182 00:09:51,765 --> 00:09:53,775 um, that was really, really good. 183 00:09:53,895 --> 00:09:55,604 Um, and 184 00:09:57,915 --> 00:10:04,844 if you don't have consistent leads, um, or consistent sales. 185 00:10:05,850 --> 00:10:10,199 You're going to suffer from cash flow issues and low revenue, duh. 186 00:10:10,560 --> 00:10:11,069 Right. 187 00:10:11,340 --> 00:10:15,930 So being able to to know, man, my cash flow's off, man, my revenue's low. 188 00:10:16,080 --> 00:10:18,600 Well, you probably don't have consistent leads and you probably 189 00:10:18,600 --> 00:10:19,890 don't have consistent sales. 190 00:10:19,949 --> 00:10:20,850 There's our bottleneck. 191 00:10:21,610 --> 00:10:23,050 But which one do we focus on? 192 00:10:23,680 --> 00:10:26,829 We can't get sales without leads, so you probably need to tackle the leads first. 193 00:10:26,829 --> 00:10:27,160 Right? 194 00:10:27,189 --> 00:10:28,540 How do I create more demand? 195 00:10:29,199 --> 00:10:33,130 And, um, and so really trying to be honest, right? 196 00:10:33,130 --> 00:10:35,860 All progress begins with telling the truth, being truly honest. 197 00:10:35,860 --> 00:10:42,520 What, what's holding you back from that profit engine that 198 00:10:42,520 --> 00:10:43,660 we'll talk about next week? 199 00:10:44,560 --> 00:10:47,020 The second app is the decision filter. 200 00:10:47,860 --> 00:10:48,490 This is what? 201 00:10:49,365 --> 00:10:53,205 Like we hammered on this in Cleveland last week, Joel, when we were talking 202 00:10:53,205 --> 00:10:58,515 about really charting the course and building the vision is, is really 203 00:10:58,965 --> 00:11:00,915 building decision making filters. 204 00:11:01,635 --> 00:11:03,945 Core values, shoulds and should nots, right? 205 00:11:04,005 --> 00:11:04,935 Non-negotiables. 206 00:11:05,385 --> 00:11:06,765 Does this align to my purpose? 207 00:11:06,765 --> 00:11:09,885 Is this moving us closer to the big, hairy, audacious goal that we have? 208 00:11:10,215 --> 00:11:12,795 Is this moving us to the destination that's in the compass, right? 209 00:11:12,795 --> 00:11:15,345 We're moving away from where we are and moving to where we want to go. 210 00:11:16,155 --> 00:11:21,375 And once the constraint is identified, the decision making filter is, 211 00:11:21,405 --> 00:11:23,475 is, is kind of the guide, right? 212 00:11:23,475 --> 00:11:23,865 That, that. 213 00:11:24,479 --> 00:11:28,260 Forces us to look beyond the immediate fix and evaluate the long term. 214 00:11:28,829 --> 00:11:31,800 Second order consequences, the ripple effect, right? 215 00:11:31,800 --> 00:11:34,020 If I say yes to this, what, what does that mean? 216 00:11:34,319 --> 00:11:35,670 What, what's the ripple effect? 217 00:11:35,910 --> 00:11:38,609 Um, the second order consequence of every potential solution. 218 00:11:39,060 --> 00:11:42,150 So really ensuring that the changes that we're making are strategic and 219 00:11:42,150 --> 00:11:47,189 sustainable, preventing us from creating new problems elsewhere in the system. 220 00:11:47,729 --> 00:11:51,660 The one thing we know, we kick Kirby's butt out of, out of leads. 221 00:11:51,780 --> 00:11:53,280 He's gonna be sitting in sales. 222 00:11:53,655 --> 00:11:53,955 Right. 223 00:11:53,955 --> 00:11:55,185 We kick him outta sales. 224 00:11:55,185 --> 00:11:57,045 He's gonna go right over into fulfillment. 225 00:11:57,135 --> 00:11:58,845 He, his big butt's gonna be somewhere. 226 00:11:58,845 --> 00:12:03,375 So, um, I think just knowing constraint finder, decision filter. 227 00:12:03,915 --> 00:12:06,465 And then the last is the leverage engine, right? 228 00:12:06,495 --> 00:12:09,825 This replaces the traditional to-do list. 229 00:12:10,395 --> 00:12:17,535 Um, and it really, from a ruthless focus, 'cause I think that's where we 230 00:12:17,535 --> 00:12:21,435 need to, to, to really ruthlessly focus. 231 00:12:21,975 --> 00:12:25,785 Sometimes it's easier to eliminate than it is to try to force to focus. 232 00:12:26,685 --> 00:12:33,195 But where are we giving 80 plus percent of your energy, which is the 233 00:12:33,195 --> 00:12:36,495 most important thing to protect your energy and resources towards solving 234 00:12:36,495 --> 00:12:38,235 the single constraint you identified? 235 00:12:39,225 --> 00:12:41,685 Um, you know, really the engine of execution. 236 00:12:42,420 --> 00:12:46,620 That ensures we're always working on the one thing that will deliver the 237 00:12:46,620 --> 00:12:49,140 greatest possible result for the business. 238 00:12:49,230 --> 00:12:55,740 So those are the three key activities when it really breaks down to the, um, 239 00:12:56,340 --> 00:13:01,595 operating system, the CEO operating system and, you know, kind of give 240 00:13:01,740 --> 00:13:03,090 the, the elevator pitch of it. 241 00:13:03,090 --> 00:13:04,555 It's just the upgrade from agent to architect. 242 00:13:05,640 --> 00:13:06,810 Um, powerful framework. 243 00:13:06,810 --> 00:13:10,650 Install a system mindset to identify and solve the biggest bottleneck, 244 00:13:11,040 --> 00:13:15,000 holding your business back, creating maximum growth with the minimum effort. 245 00:13:15,810 --> 00:13:17,520 So, Joel, I wanna pause right there. 246 00:13:17,610 --> 00:13:24,750 Um, we can kind of touch on some of the, the benefits and then step into the, um, 247 00:13:25,020 --> 00:13:27,270 kind of the, the toolkit if you will. 248 00:13:27,540 --> 00:13:31,890 Um, that will kind of walk through a couple exercises that will be 249 00:13:31,920 --> 00:13:33,660 be really helpful in this process. 250 00:13:34,709 --> 00:13:35,069 Love it. 251 00:13:35,969 --> 00:13:40,349 I just wanna highlight the, the importance of, I mean, every step, but, but the 252 00:13:40,349 --> 00:13:44,579 decision filters and I specifically had a conversation recently, uh. 253 00:13:44,640 --> 00:13:48,030 Uh, with a, a leader within an organization that I'm working 254 00:13:48,030 --> 00:13:51,030 with who s said something along the lines of like, I just always 255 00:13:51,030 --> 00:13:52,470 seem to like do the wrong thing. 256 00:13:53,250 --> 00:13:55,410 Um, and so we're like, okay, let's unpack that a little bit. 257 00:13:55,410 --> 00:13:58,020 Like, w why, um, what's going on here? 258 00:13:58,080 --> 00:14:01,260 And so we just, we, we spent a lot of time talking about decisions and 259 00:14:01,260 --> 00:14:03,720 now, you know, how can you get better at making decisions and what are 260 00:14:03,720 --> 00:14:04,830 some things you could think through? 261 00:14:04,835 --> 00:14:06,689 So we talked about values, we talked about. 262 00:14:07,380 --> 00:14:11,430 Um, you know, how, how to use that as a filter, your, your principles, staying 263 00:14:11,430 --> 00:14:12,840 in alignment, that kind of stuff. 264 00:14:12,840 --> 00:14:15,750 But, but then we got, kind of got into the weeds from a business perspective 265 00:14:15,780 --> 00:14:22,140 of, um, you know, some of the other filters we can have in the business. 266 00:14:22,140 --> 00:14:25,965 So, you know, is this gonna make an, you know, an impact or what kind of impact is 267 00:14:25,965 --> 00:14:27,390 this decision gonna make on the business? 268 00:14:27,390 --> 00:14:31,439 Do we have the capabilities to do this decision that we're talking about? 269 00:14:31,439 --> 00:14:32,730 Or do we not have the capabilities? 270 00:14:32,730 --> 00:14:33,310 Are we gonna have to go. 271 00:14:33,885 --> 00:14:36,944 Find the capabilities from a skill or a budget or, you 272 00:14:36,944 --> 00:14:38,415 know, just a time perspective. 273 00:14:38,415 --> 00:14:42,735 So, yeah, I, I just, I think it, I think it really still gets back to, 274 00:14:43,095 --> 00:14:45,055 to critical thinking and mm-hmm. 275 00:14:45,069 --> 00:14:47,775 And what you've been pounding on this year, which is so good of 276 00:14:47,775 --> 00:14:51,194 like, get, getting some dedicated time to think about things. 277 00:14:51,345 --> 00:14:51,405 Yeah. 278 00:14:51,405 --> 00:14:54,465 If you're making bad decisions, one thing that you can do for sure is 279 00:14:54,465 --> 00:14:56,385 slow down and really think about it. 280 00:14:56,715 --> 00:14:57,555 Second order. 281 00:14:57,555 --> 00:15:00,045 Second order effects, like you said, second order consequences. 282 00:15:00,045 --> 00:15:00,495 That's huge. 283 00:15:00,495 --> 00:15:02,115 What, what might happen if we do this? 284 00:15:02,640 --> 00:15:06,089 Entrepreneurs are notorious for ignoring second order effects. 285 00:15:06,270 --> 00:15:06,810 Operations. 286 00:15:06,810 --> 00:15:10,650 People like myself are notorious for overthinking the second order effects. 287 00:15:11,310 --> 00:15:15,000 Um, but definitely, you know, slow down and think, put that time in the calendar. 288 00:15:15,000 --> 00:15:18,000 So I, I think it again, so, so much alignment here for what 289 00:15:18,000 --> 00:15:19,020 you've been teaching this year. 290 00:15:19,770 --> 00:15:25,199 Yeah, and I think, you know, the, the, the definition of decision framework 291 00:15:25,199 --> 00:15:29,489 that I've, I've latched onto, um, I'm not saying it's right or wrong, 292 00:15:29,489 --> 00:15:30,900 but it's just kind of, you know. 293 00:15:31,350 --> 00:15:36,540 The process that I go through is like, okay, what do all the words mean? 294 00:15:36,870 --> 00:15:37,110 Right? 295 00:15:37,110 --> 00:15:39,630 I wanna make sure we're speaking the same language, right? 296 00:15:39,635 --> 00:15:42,420 You, you may have a slang for a certain certain thing. 297 00:15:42,420 --> 00:15:45,000 We could be saying the same thing, but the words, or we're saying the same words, 298 00:15:45,000 --> 00:15:47,760 but they have different meaning to you than they do to me, so I wanna make sure. 299 00:15:48,030 --> 00:15:50,460 We're, we're all on the same page with, with the same words. 300 00:15:51,000 --> 00:15:52,680 Then I want to know what the math is, right? 301 00:15:52,680 --> 00:15:53,430 What's the data? 302 00:15:53,880 --> 00:15:55,860 Like, what's, what's the math here? 303 00:15:55,890 --> 00:15:56,040 Right? 304 00:15:56,040 --> 00:15:57,120 Because business is just math. 305 00:15:57,120 --> 00:15:59,730 So what, what is the math here in this? 306 00:15:59,730 --> 00:16:00,450 What's the ROI? 307 00:16:00,450 --> 00:16:01,380 What's the return like? 308 00:16:01,385 --> 00:16:01,395 Like. 309 00:16:02,145 --> 00:16:04,875 Really like get, get the math out on the table. 310 00:16:05,625 --> 00:16:08,385 And then third is that, is the, is is the ripple effect. 311 00:16:08,565 --> 00:16:12,375 If I say yes to this, what's, what's the, what's the consequence, good or bad? 312 00:16:12,465 --> 00:16:14,745 Like what's the ripple effect if we say yes to this? 313 00:16:15,105 --> 00:16:17,895 And you know, I think a lot of people, one, don't even have 314 00:16:17,895 --> 00:16:19,395 a process to make decisions. 315 00:16:20,040 --> 00:16:21,270 Don't have filters in place. 316 00:16:21,270 --> 00:16:23,459 That's why their decisions per is off. 317 00:16:23,819 --> 00:16:27,959 And that's what I love about AI because the word that you and I 318 00:16:27,959 --> 00:16:30,420 have been screaming is speed, right? 319 00:16:30,449 --> 00:16:32,459 Speed, speed, speed. 320 00:16:32,520 --> 00:16:35,760 And so how can we, how can we speed up, how can we go faster? 321 00:16:36,270 --> 00:16:40,415 And, and so, um, you know, obviously having filters and framework. 322 00:16:41,085 --> 00:16:45,945 But also utilizing AI in a way that's gonna allow you to accelerate, you know, 323 00:16:45,945 --> 00:16:49,335 that process and, and those steps, I think is, is super, super important. 324 00:16:49,695 --> 00:16:50,625 But I love it. 325 00:16:51,705 --> 00:16:55,485 The reason that we feel stuck, right? 326 00:16:55,545 --> 00:16:58,995 The reason sometimes we feel stuck is that we're, we're trying to fix 327 00:16:58,995 --> 00:17:02,955 a dozen problems all at once, right? 328 00:17:04,035 --> 00:17:09,135 But the truth is, our businesses only have one true constraint at a time. 329 00:17:10,125 --> 00:17:11,865 Truly one, right? 330 00:17:11,895 --> 00:17:15,075 Like for me, like, damn, I mean, I ain't making sales, but you know 331 00:17:15,075 --> 00:17:16,665 what it is, it ain't, it ain't sales. 332 00:17:17,294 --> 00:17:21,494 It's, I ain't got enough consistent leads, so how do I fix that problem? 333 00:17:21,645 --> 00:17:21,885 Right? 334 00:17:21,885 --> 00:17:23,984 Which is, you know, what we've been talking about trying to solve, 335 00:17:23,984 --> 00:17:27,345 thinking about all the time and, and, and our number one priority and what 336 00:17:27,345 --> 00:17:28,965 we're working on is to solve that. 337 00:17:29,925 --> 00:17:33,735 And so when you, when you work at one at a time, and, and listen, our, 338 00:17:34,064 --> 00:17:37,155 we are head of company, our job. 339 00:17:37,770 --> 00:17:39,420 Is to find it and fix it. 340 00:17:39,480 --> 00:17:40,200 That is our job. 341 00:17:40,230 --> 00:17:41,340 Our job is to it, right? 342 00:17:41,340 --> 00:17:45,060 You look at from a leadership standpoint, lead by example, have have a big, 343 00:17:45,060 --> 00:17:48,660 crazy, um, scary, audacious vision. 344 00:17:48,840 --> 00:17:53,880 Articulate that vision, build the team, remove bottlenecks, provide resources. 345 00:17:54,390 --> 00:17:57,990 Our job is to identify and remove bottlenecks. 346 00:17:58,050 --> 00:17:58,830 That is our job. 347 00:17:59,370 --> 00:18:01,320 So this in this system, right? 348 00:18:01,380 --> 00:18:03,975 The CEO operating system installs that mindset. 349 00:18:04,695 --> 00:18:10,185 And we, we learned to see the business as a machine and pinpoint the single 350 00:18:10,185 --> 00:18:15,465 bottleneck, limiting our growth, and apply a framework for making decisions 351 00:18:15,465 --> 00:18:20,235 and focusing not only your time, but your team's time and energy to solve it. 352 00:18:20,715 --> 00:18:23,925 And this is how you stop plugging leaks and, and really re-engineer 353 00:18:23,925 --> 00:18:25,455 your business for predictable growth. 354 00:18:25,455 --> 00:18:26,865 So the, the benefits. 355 00:18:27,524 --> 00:18:28,695 Find the real bottleneck. 356 00:18:28,725 --> 00:18:32,175 Stop wasting time on minor issues and learn the discipline process of 357 00:18:32,175 --> 00:18:34,695 identifying the single constraint that's truly holding you back. 358 00:18:34,695 --> 00:18:36,975 And listen, remember, Herbie will move. 359 00:18:36,975 --> 00:18:38,504 You'll solve this and you'll go to another thing. 360 00:18:38,805 --> 00:18:39,405 You'll solve this. 361 00:18:39,405 --> 00:18:40,245 You'll go to another thing. 362 00:18:40,754 --> 00:18:42,705 And it's easy in real estate, right? 363 00:18:42,705 --> 00:18:44,565 It's like, you know, I need demand. 364 00:18:44,565 --> 00:18:45,465 I don't have any leads. 365 00:18:45,465 --> 00:18:48,075 Well, if I give you a thousand motivated seller leads, now 366 00:18:48,075 --> 00:18:49,274 you don't have a lead problem. 367 00:18:49,305 --> 00:18:50,655 You have a conversion problem. 368 00:18:51,075 --> 00:18:54,044 Then it's like, okay, well I got through all of those, but now I have a hundred. 369 00:18:54,185 --> 00:18:54,935 People. 370 00:18:54,935 --> 00:18:58,774 I have a hundred motivated sellers that want me to get their home on the market. 371 00:18:58,774 --> 00:19:01,024 They actually want it sold before Christmas. 372 00:19:01,145 --> 00:19:02,794 Now you have a fulfillment problem. 373 00:19:02,794 --> 00:19:02,855 Yeah. 374 00:19:03,245 --> 00:19:04,774 So that's that. 375 00:19:04,774 --> 00:19:06,905 I mean, I love that illustration 'cause it's super simple, 376 00:19:06,905 --> 00:19:07,745 especially in real estate. 377 00:19:07,745 --> 00:19:08,825 You're like, oh, okay, I got it. 378 00:19:08,825 --> 00:19:09,935 Now I know what you're talking about. 379 00:19:10,085 --> 00:19:10,235 Yeah. 380 00:19:11,405 --> 00:19:12,935 So find the real bottleneck. 381 00:19:12,935 --> 00:19:14,735 Stop wasting energy on minor issues. 382 00:19:15,095 --> 00:19:17,945 Um, it it, it's the other thing too, Joel, right? 383 00:19:17,945 --> 00:19:21,065 Like I, I love the above the water, and you might be the one that told me this. 384 00:19:21,065 --> 00:19:23,795 Above the waterline, below the waterline, right? 385 00:19:24,095 --> 00:19:28,475 Like no agents are notorious for trying to fix and pretty up things 386 00:19:28,475 --> 00:19:32,315 above the waterline instead of addressing the holes below the 387 00:19:32,315 --> 00:19:35,465 waterline, meaning what sinks ships. 388 00:19:35,850 --> 00:19:39,000 When they take on water, that's what sinks ships. 389 00:19:39,210 --> 00:19:43,320 So being able to, to identify that, I, I, I've always, I think I, I'm almost 390 00:19:43,500 --> 00:19:45,030 positive you're the one that told me that. 391 00:19:45,090 --> 00:19:48,360 And it's just one of those things where like my, I, I am 392 00:19:48,360 --> 00:19:49,800 like, that's where my mind goes. 393 00:19:49,800 --> 00:19:51,480 I'm like, man, is this above or below? 394 00:19:52,200 --> 00:19:55,139 And, and knowing where to, to give that, that, that energy. 395 00:19:57,870 --> 00:19:59,850 Second benefit, create maximum leverage. 396 00:20:00,030 --> 00:20:02,850 Apply a focus system, directs all your resources to one activity, 397 00:20:02,910 --> 00:20:04,290 unlock the next level of growth. 398 00:20:04,380 --> 00:20:05,940 Three, solve problems permanently. 399 00:20:06,450 --> 00:20:11,640 Um, you know, that decision making filter to ensure solutions are 400 00:20:11,640 --> 00:20:14,970 sustainable and preventing the same issues from popping up again. 401 00:20:16,080 --> 00:20:21,810 So the step for this, uh, the tool to use this is gonna kind of be 402 00:20:21,840 --> 00:20:23,190 kind of the operating toolkit. 403 00:20:23,490 --> 00:20:23,850 So. 404 00:20:24,764 --> 00:20:27,705 Think about it, move from firefighter to architect. 405 00:20:28,455 --> 00:20:32,565 Uh, skills that made you a great agent are now the bottleneck 406 00:20:32,565 --> 00:20:33,705 holding your business back. 407 00:20:33,825 --> 00:20:34,695 How true is that? 408 00:20:35,534 --> 00:20:39,014 Hey, before we move on, every great business strategy 409 00:20:39,014 --> 00:20:40,185 starts with one question. 410 00:20:40,635 --> 00:20:42,284 What's really holding us back? 411 00:20:42,885 --> 00:20:46,064 If you're not sure how to answer that, take five minutes and complete 412 00:20:46,064 --> 00:20:47,804 the growth score assessment. 413 00:20:48,225 --> 00:20:51,290 It gives you insight into the eight areas that drive growth. 414 00:20:52,010 --> 00:20:55,730 And we'll show you exactly where to focus to increase revenue, improve 415 00:20:55,730 --> 00:20:57,920 operations, and grow with confidence. 416 00:20:58,190 --> 00:21:04,970 Go to my growth score.com and take the assessment now, now back to the show. 417 00:21:08,090 --> 00:21:11,270 And so we are paid to solve problems. 418 00:21:12,020 --> 00:21:13,190 Think about that, right? 419 00:21:13,250 --> 00:21:15,350 In the, you know, you solve a problem. 420 00:21:15,350 --> 00:21:18,320 That's, that's where money exchanges hands, you can solve small problems 421 00:21:18,320 --> 00:21:19,160 or you can solve big problems. 422 00:21:19,754 --> 00:21:22,065 You solve big problems equal big paychecks. 423 00:21:22,665 --> 00:21:29,625 So we are in the business to solve problems, um, but as head of company, it's 424 00:21:29,625 --> 00:21:32,205 not about being the best problem solver. 425 00:21:32,445 --> 00:21:33,405 We're also. 426 00:21:34,560 --> 00:21:35,790 Best business builder. 427 00:21:36,060 --> 00:21:39,480 That's what we're trying to do, build the biggest, best business 428 00:21:39,480 --> 00:21:42,240 suited for our goals, right? 429 00:21:42,270 --> 00:21:46,740 So like Renee has freedom, aspirations, freedom goals, and 430 00:21:46,740 --> 00:21:50,730 she designs and builds her business to provide the resources to go 431 00:21:53,220 --> 00:21:54,060 achieve her freedom. 432 00:21:54,540 --> 00:21:55,890 For her and her family. 433 00:21:56,610 --> 00:22:03,450 And, and so her best use of time is building the right business that's gonna 434 00:22:03,450 --> 00:22:08,190 produce the outcome for her to go achieve her financial goals, freedom goals. 435 00:22:08,790 --> 00:22:12,600 So this toolkit is, is, is really designed to be the operating 436 00:22:12,630 --> 00:22:16,620 system that shifts from reacting to a problem, to architecting the 437 00:22:16,620 --> 00:22:18,210 system to prevent them, right? 438 00:22:18,540 --> 00:22:22,230 So like for us, have fought it for five, six years. 439 00:22:23,070 --> 00:22:24,450 Of not having a webinar. 440 00:22:24,600 --> 00:22:30,210 As we know, a webinar is, is one of the best problem solving systems 441 00:22:30,870 --> 00:22:33,420 to overcome high ticket sales. 442 00:22:34,770 --> 00:22:36,000 Why have we fought it for so long? 443 00:22:36,060 --> 00:22:41,129 Because it takes work to install this system and it's hard. 444 00:22:41,220 --> 00:22:41,970 It ain't easy. 445 00:22:42,570 --> 00:22:43,950 And so, um. 446 00:22:45,690 --> 00:22:49,290 Just buckling down and, and, and architecting a system that's 447 00:22:49,290 --> 00:22:52,680 gonna solve that problem of consistent lead flow from now on. 448 00:22:53,970 --> 00:22:57,360 Um, so part one is gonna be the constraint finder. 449 00:22:57,390 --> 00:22:59,100 This is identifying the real bottleneck. 450 00:22:59,400 --> 00:23:03,570 Um, so every business, no matter how complex, has one single constraint. 451 00:23:03,889 --> 00:23:05,780 That dictates the, the pace of its growth. 452 00:23:06,500 --> 00:23:10,820 Our job is to find it, the exercise, kind of give an x-ray vision to 453 00:23:10,820 --> 00:23:15,110 seeing the business as a machine and pinpoint the one gear that that. 454 00:23:15,705 --> 00:23:16,395 Is grinding. 455 00:23:17,115 --> 00:23:18,945 So map your process. 456 00:23:19,215 --> 00:23:21,945 Um, what are, what are the stages, right? 457 00:23:22,065 --> 00:23:25,155 Those of you that have been to kt, you have unique process. 458 00:23:25,784 --> 00:23:29,055 So what I love about where we've come, come full circle 459 00:23:29,055 --> 00:23:31,004 with, with building this out. 460 00:23:32,085 --> 00:23:35,355 Uh, Renee, you'll, you'll remember this Joel. 461 00:23:36,195 --> 00:23:41,295 So remember, in unique process, there has to be a commitment and a deliverable 462 00:23:41,325 --> 00:23:43,095 to move from one stage to the next. 463 00:23:44,145 --> 00:23:50,355 Okay, so like in, in this process compass, now you have a diagnostic. 464 00:23:50,445 --> 00:23:51,615 I know where you're at, where you want to go. 465 00:23:51,615 --> 00:23:52,845 That's the de deliverable. 466 00:23:52,845 --> 00:23:53,399 You're finishing it. 467 00:23:54,360 --> 00:23:56,160 You have a commitment, you signed off on it. 468 00:23:56,310 --> 00:23:59,490 This is, you're, you're committing to, committing to that vision, right? 469 00:23:59,490 --> 00:24:03,360 The deliverable is actually creating the vision where, where's the commitment? 470 00:24:03,360 --> 00:24:04,590 I'm committed to this goal. 471 00:24:04,800 --> 00:24:05,160 Right? 472 00:24:05,190 --> 00:24:09,780 Then moving into this process, so what is your core process 473 00:24:09,780 --> 00:24:11,160 that you take clients through? 474 00:24:11,190 --> 00:24:11,610 Right. 475 00:24:11,970 --> 00:24:14,490 A lead is generated, A lead is nurtured. 476 00:24:15,000 --> 00:24:18,630 Um, a conversation is had, appointment is set, appointment 477 00:24:18,630 --> 00:24:20,550 is met, a value is articulated. 478 00:24:20,550 --> 00:24:22,260 They agree to, to move forward. 479 00:24:23,030 --> 00:24:27,230 We position the, the home, if it's a listing to attract the offers 480 00:24:27,230 --> 00:24:30,530 buyer, we find them the ideal home, saving them the get 'em in the best 481 00:24:30,530 --> 00:24:34,970 terms, best, best situation that moves them to the closing table. 482 00:24:35,120 --> 00:24:39,409 That then turns 'em into a raving fan that is a promoter for our business. 483 00:24:39,500 --> 00:24:39,800 Right? 484 00:24:39,800 --> 00:24:42,080 So you map, you map that process out. 485 00:24:42,139 --> 00:24:48,290 So you have like a, you have the conveyor belt, and what is 486 00:24:48,560 --> 00:24:50,600 a metric that defines success? 487 00:24:51,030 --> 00:24:52,560 In each of the path, right? 488 00:24:52,560 --> 00:24:57,900 It's like, man, you know, my, if I can get my cost per lead here, right? 489 00:24:57,900 --> 00:25:01,380 If I can, if I can, you know, uh, my nurture touches, how 490 00:25:01,380 --> 00:25:02,700 many touches do I need to have? 491 00:25:02,700 --> 00:25:06,810 We know statistically it's what, 7, 8 15, however many touches. 492 00:25:07,140 --> 00:25:11,400 So we gotta a metric on each stage that's being able to go through it and you're 493 00:25:11,400 --> 00:25:15,840 like, man, you know, I need to talk to, I need to talk to 15 people, right? 494 00:25:15,840 --> 00:25:18,840 I, you know, Buffini client saying, you know, I was like, how 495 00:25:18,840 --> 00:25:19,995 many touches do you need to have? 496 00:25:20,405 --> 00:25:21,754 To get a referral. 497 00:25:21,754 --> 00:25:24,125 She goes, well, statistically it's a hundred touches. 498 00:25:24,635 --> 00:25:26,045 I said, well, what did touches mean? 499 00:25:26,375 --> 00:25:27,575 So this is what touches mean. 500 00:25:27,575 --> 00:25:30,095 So our metric is we need to have a hundred touches. 501 00:25:30,095 --> 00:25:31,295 Then we're gonna get three referrals. 502 00:25:31,295 --> 00:25:33,035 Well, how many referrals do you need for a closing? 503 00:25:33,035 --> 00:25:34,325 Well, we need five referrals. 504 00:25:34,385 --> 00:25:34,774 Oh. 505 00:25:35,075 --> 00:25:38,764 So we need 166 touches to equal a client. 506 00:25:39,155 --> 00:25:40,774 So we know each of these stages. 507 00:25:40,774 --> 00:25:43,475 Now we have metrics to kind of see where things are are at. 508 00:25:43,475 --> 00:25:43,625 Right. 509 00:25:43,625 --> 00:25:48,095 Those are the assumptions that we have that work through. 510 00:25:48,885 --> 00:25:52,754 Being able to have a metric that defines success in each of those stages. 511 00:25:53,325 --> 00:25:59,085 And now you know that, that we have, that we can look at the conveyor 512 00:25:59,085 --> 00:26:03,524 belt, we can look at this map and go, where do things get stuck? 513 00:26:04,455 --> 00:26:05,985 Like, where are things getting stuck? 514 00:26:06,555 --> 00:26:07,335 Like, where's the hangup? 515 00:26:07,365 --> 00:26:07,965 Where's Herbie? 516 00:26:08,625 --> 00:26:10,725 Where does, where does the warp pile up? 517 00:26:11,385 --> 00:26:16,695 Um, which stage requires the most of your personal intervention? 518 00:26:17,115 --> 00:26:20,145 Or you have to step in and be hero, which we know hero 519 00:26:20,145 --> 00:26:22,275 doesn't scale to keep it moving. 520 00:26:22,725 --> 00:26:23,625 You're like, ah dang. 521 00:26:23,625 --> 00:26:24,465 You know, I gotta go in here. 522 00:26:24,465 --> 00:26:26,325 I can fix it and gain it to the next stage. 523 00:26:26,385 --> 00:26:28,785 But that doesn't fix the system, right? 524 00:26:28,815 --> 00:26:31,125 Because it's dependent upon you to play hero ball. 525 00:26:31,695 --> 00:26:35,745 So then you can ask yourself, okay, if I could wave the magic wand and fix 526 00:26:35,775 --> 00:26:39,675 one number on that map to double your net profit, which one would that be? 527 00:26:41,190 --> 00:26:46,290 They're like, Hmm, well what if I could get my 166 touches down 528 00:26:46,290 --> 00:26:50,879 to under a hundred to equal, then how do I improve my touches? 529 00:26:51,570 --> 00:26:52,860 So just things like that, right? 530 00:26:52,860 --> 00:26:56,310 Where, where you start to think is the thing that's slowing you down the most. 531 00:26:56,820 --> 00:26:59,940 That if you could fix that, that would, that would double the output. 532 00:27:00,659 --> 00:27:04,590 Um, what is the, what is, what are the things that your 533 00:27:04,590 --> 00:27:06,000 team complains about the most? 534 00:27:06,765 --> 00:27:07,215 Right. 535 00:27:08,085 --> 00:27:10,725 This is often a symptom of the real constraint. 536 00:27:10,785 --> 00:27:13,905 What do, what do, what are the team bellyache about? 537 00:27:14,625 --> 00:27:14,925 Hmm. 538 00:27:15,585 --> 00:27:22,785 Remember, you know, sometimes team feedback is not always valid yet. 539 00:27:22,815 --> 00:27:28,185 It is always valid because if you look at, from a bus standpoint, this is, this 540 00:27:28,185 --> 00:27:32,445 is the analogy that I always, I always try to say, say you're driving the bus. 541 00:27:33,105 --> 00:27:36,045 You have a vantage point through the windshield, the rear view 542 00:27:36,045 --> 00:27:37,095 mirror, the side windows. 543 00:27:37,095 --> 00:27:40,035 You can look over your shoulder, look over your shoulder, but the person 544 00:27:40,035 --> 00:27:44,325 that's six rows back on the right has a different vantage point than you do. 545 00:27:44,655 --> 00:27:48,555 So their viewpoint, their experience is very valid because they're coming 546 00:27:48,555 --> 00:27:50,415 from a different angle than you are. 547 00:27:50,925 --> 00:27:54,135 So always taking in kind of, kind of their feedback, their 548 00:27:54,135 --> 00:27:55,335 complaints, what they're saying. 549 00:27:55,335 --> 00:27:58,875 Sometimes it's like you just need to be educated and not understanding what you're 550 00:27:58,875 --> 00:28:01,065 not on the same page, but sometimes. 551 00:28:02,520 --> 00:28:04,200 You know what we reveal, we can heal. 552 00:28:04,200 --> 00:28:05,280 We all have blind spots. 553 00:28:05,310 --> 00:28:09,000 So, you know, always taking into consideration and getting team feedback 554 00:28:09,000 --> 00:28:14,070 on a quarterly basis at a minimum is, is, is really, really, really important. 555 00:28:14,310 --> 00:28:17,850 I, I would say too, Joel, if you're moving fast, I would try to get 556 00:28:17,850 --> 00:28:19,380 feedback from the team every 30 days. 557 00:28:19,770 --> 00:28:22,680 If you're really moving fast, if you're breaking a lot of things 558 00:28:22,680 --> 00:28:25,530 and you're going through a lot of turbulent times, is getting, 559 00:28:25,530 --> 00:28:27,000 getting as much feedback as you can. 560 00:28:27,600 --> 00:28:28,710 Yeah, I think so too. 561 00:28:28,710 --> 00:28:29,460 I think that's smart. 562 00:28:31,200 --> 00:28:36,210 So, um, Joel, anything you wanna add there as we're talking kind of the kind of, you 563 00:28:36,210 --> 00:28:37,889 know, the diagnostic of the bottleneck? 564 00:28:38,700 --> 00:28:38,909 Yeah. 565 00:28:38,909 --> 00:28:44,159 I think if, if you're really struggling to identify the constraint, identify 566 00:28:44,159 --> 00:28:47,730 the bottleneck, and you can't find it anywhere, it's almost always 567 00:28:47,730 --> 00:28:49,590 something you're doing or not doing. 568 00:28:50,129 --> 00:28:52,710 So if it, if it, if you can't find it out there, it's almost 569 00:28:52,710 --> 00:28:53,909 always a leadership thing. 570 00:28:54,750 --> 00:28:58,380 Um, you haven't set the goals big enough, and so everything seems to be okay. 571 00:28:58,500 --> 00:29:01,770 Um, things are coming through you and slowing down because you're 572 00:29:01,770 --> 00:29:05,010 the bottleneck in the decisions or the approvals or whatever it is. 573 00:29:05,010 --> 00:29:05,100 Mm-hmm. 574 00:29:05,340 --> 00:29:08,550 So, um, so if you, if you can't find out, it's like, it's like 575 00:29:08,550 --> 00:29:11,490 that old, uh, from, from that movie rounders, that poker movie. 576 00:29:11,490 --> 00:29:13,655 If you can't spot the sucker, you know, then you're the sucker. 577 00:29:13,655 --> 00:29:14,010 You're the sucker. 578 00:29:14,640 --> 00:29:17,250 Like, if you can't, if you can't find the bottleneck, then you're the bottleneck 579 00:29:17,250 --> 00:29:19,740 and you need to figure out what, what you're doing to slow things down. 580 00:29:20,750 --> 00:29:21,620 Yeah, that's good. 581 00:29:21,620 --> 00:29:22,639 That's a good, good reminder. 582 00:29:23,629 --> 00:29:24,950 Really, really good reminder. 583 00:29:25,460 --> 00:29:29,600 Um, you know, part two of this is the, is the second order thinking is the de, 584 00:29:29,600 --> 00:29:31,460 you know, the decision filter, right? 585 00:29:31,670 --> 00:29:35,060 That's why we like to start with the goal long-term goal. 586 00:29:35,895 --> 00:29:38,925 Cast the vision with the values and the purpose and the BHAG, because 587 00:29:39,645 --> 00:29:44,355 those are really, really, really good decision making filters. 588 00:29:44,355 --> 00:29:47,595 And as as simple as it, is it moving me closer to my freedom 589 00:29:47,595 --> 00:29:48,945 or is it moving me further away? 590 00:29:49,875 --> 00:29:52,785 You know, remember a firefighter solves the immediate problem. 591 00:29:53,355 --> 00:29:57,885 Um, when you come from an architect and you're designing, you're always 592 00:29:57,885 --> 00:30:01,245 taking in long-term, long-term consequences for the decision. 593 00:30:01,935 --> 00:30:04,395 And so when you, when you look at this. 594 00:30:05,745 --> 00:30:10,365 It forces us to see the future ripple effects of our, of our actions. 595 00:30:10,365 --> 00:30:12,555 So we solve problems without creating new ones. 596 00:30:12,645 --> 00:30:14,715 'cause sometimes we're notorious for that. 597 00:30:14,865 --> 00:30:19,005 Um, and I think people that, that can't align with. 598 00:30:19,605 --> 00:30:23,445 Um, I, so I'll go back to predictable success, Joel, and you have 599 00:30:23,445 --> 00:30:29,085 visionary operators, synergist and processor, and it takes all four. 600 00:30:30,014 --> 00:30:34,335 Yet a lot of people that, that get things done, operate at a 601 00:30:34,335 --> 00:30:37,995 high level, but they leave a away, they, they destroy everything. 602 00:30:38,085 --> 00:30:41,025 And you, you ask 'em, it's like, dude, how did you do that? 603 00:30:41,025 --> 00:30:41,895 Like, I have no idea. 604 00:30:41,925 --> 00:30:42,495 I just did it. 605 00:30:43,215 --> 00:30:47,355 And, and so that's, that's not taking into consideration the 606 00:30:47,355 --> 00:30:48,675 ripple effect of our decisions. 607 00:30:48,675 --> 00:30:50,100 You're getting the deal done, but you could've. 608 00:30:50,345 --> 00:30:55,595 Caused more chaos than, than good at, at, you know, really running through that. 609 00:30:55,595 --> 00:30:59,135 So I think, you know, maybe a, a good exercise would be 610 00:30:59,135 --> 00:31:00,875 a consequence map, right? 611 00:31:00,935 --> 00:31:04,925 So what is the primary constraint that we just identified and what 612 00:31:04,925 --> 00:31:07,055 is one major potential solution? 613 00:31:07,865 --> 00:31:09,575 But what would be the consequences of that? 614 00:31:10,260 --> 00:31:11,100 What is the constraint? 615 00:31:11,130 --> 00:31:12,420 What is the proposed solution? 616 00:31:13,290 --> 00:31:15,570 The first order of consequence is the immediate result. 617 00:31:15,660 --> 00:31:18,960 You know what will happen right away if we do this? 618 00:31:19,590 --> 00:31:23,010 The second order of consequence, the ripple effect is what are the likely 619 00:31:23,010 --> 00:31:28,170 positive side effects of this solution in three to six months, what are the likely 620 00:31:28,170 --> 00:31:30,810 negative side effects or new problems? 621 00:31:31,260 --> 00:31:35,129 This might, this might create, will it strain another part of the system? 622 00:31:35,520 --> 00:31:36,930 Will it increase costs? 623 00:31:37,170 --> 00:31:39,240 Will it require new skills we don't have? 624 00:31:39,720 --> 00:31:40,080 Right? 625 00:31:40,080 --> 00:31:42,629 So even go back to a thousand motivated seller leads. 626 00:31:43,830 --> 00:31:47,910 You got a hundred now, and I bet you don't have any time to nurture the other 900. 627 00:31:49,770 --> 00:31:53,460 So how much money did you just potentially, how many millions did you 628 00:31:53,460 --> 00:31:54,840 just potentially leave on the table? 629 00:31:55,199 --> 00:31:58,590 You got a hundred, how many of those hundred can you actually 630 00:31:58,830 --> 00:32:00,629 do a really good job at? 631 00:32:00,629 --> 00:32:02,879 Fulfilling, right? 632 00:32:02,909 --> 00:32:04,229 Well, I can't do it on my own. 633 00:32:04,229 --> 00:32:06,120 I gotta go get these other people and. 634 00:32:07,725 --> 00:32:12,195 You'll start throwing money away just to solve that problem, right? 635 00:32:12,284 --> 00:32:15,014 You would bring agency in, hire people that you shouldn't, 'cause you're 636 00:32:15,014 --> 00:32:16,905 hiring out of pain instead of gain. 637 00:32:16,905 --> 00:32:19,905 You're not strategically hiring, you're just throwing people at the 638 00:32:19,905 --> 00:32:22,034 problem and you're overpaying them. 639 00:32:22,095 --> 00:32:23,534 Hey, yeah, I'll give you 70%. 640 00:32:23,595 --> 00:32:24,375 Just just do it. 641 00:32:24,375 --> 00:32:24,915 Just get it done. 642 00:32:24,915 --> 00:32:25,245 Right? 643 00:32:25,274 --> 00:32:26,415 Make this pain go away. 644 00:32:26,805 --> 00:32:30,975 So I think that's kind of a still a good example of, of possible 645 00:32:30,975 --> 00:32:34,485 ripple effects of bad decisions that can create more problems. 646 00:32:35,175 --> 00:32:35,774 Um. 647 00:32:36,855 --> 00:32:41,655 Moving into the, the, the future and the, and the last part would then be okay, make 648 00:32:41,655 --> 00:32:45,015 the decision and then refine it, right? 649 00:32:45,765 --> 00:32:47,415 Is the solution still the right one? 650 00:32:47,415 --> 00:32:50,085 Knowing the potential negative consequences, how can we 651 00:32:50,085 --> 00:32:53,235 refine the solution now to mitigate those future problems? 652 00:32:53,685 --> 00:32:57,254 So when you look at first and second order thinking and making decisions 653 00:32:57,555 --> 00:33:00,135 like Joel, where, you know, what do you, how do you think about it? 654 00:33:00,135 --> 00:33:01,245 How do you look at it? 655 00:33:01,575 --> 00:33:06,015 You know, kind of, you know, evaluating, um, the, the situation. 656 00:33:07,785 --> 00:33:12,225 Uh, I'm gonna give you a, an unsatisfactory answer based on 657 00:33:12,254 --> 00:33:15,285 all the many mistakes and bad decisions I've made in my career. 658 00:33:15,915 --> 00:33:21,525 And that answer is where I focus now is, is spending more time and 659 00:33:21,525 --> 00:33:26,504 energy on the autopsies than I do obsessing about the decision itself. 660 00:33:26,895 --> 00:33:28,785 So I wanna make the decision faster. 661 00:33:28,785 --> 00:33:30,885 It's almost always better to make it faster. 662 00:33:31,290 --> 00:33:33,300 Um, pay attention to what's happening. 663 00:33:33,300 --> 00:33:34,770 Course correct if you can, of course. 664 00:33:34,770 --> 00:33:36,630 But then, okay, things went good. 665 00:33:36,870 --> 00:33:37,410 Why'd they go? 666 00:33:37,410 --> 00:33:38,580 Good things went bad. 667 00:33:38,580 --> 00:33:39,420 Why'd they go bad? 668 00:33:39,420 --> 00:33:42,600 And I'm a, I'm a much better decision maker when I, when I, when I'm doing 669 00:33:42,600 --> 00:33:46,080 the autopsies, as opposed to, and I'm not saying we don't think about 670 00:33:46,740 --> 00:33:48,030 the second order effects, right? 671 00:33:48,210 --> 00:33:51,930 But, but it's easy to get stuck there trying to predict the future, 672 00:33:51,930 --> 00:33:53,130 and we can't predict the future. 673 00:33:53,460 --> 00:33:56,520 So we make the best decision we can with the information we have available. 674 00:33:57,495 --> 00:33:59,595 And, and then we make the decision and then, you know, we live 675 00:33:59,595 --> 00:34:01,935 with it and we've all made bad decisions that turned out great. 676 00:34:01,935 --> 00:34:04,215 We've all made great decisions that turned out bad, right? 677 00:34:04,215 --> 00:34:04,690 So mm-hmm. 678 00:34:04,690 --> 00:34:06,045 So you just can't get stuck there. 679 00:34:06,615 --> 00:34:10,455 Um, so ma, make the best decision you can with the information you have right now. 680 00:34:10,514 --> 00:34:13,635 And then, and then take a look at what happened with it. 681 00:34:14,625 --> 00:34:16,425 Could you have made a better decision or not? 682 00:34:16,425 --> 00:34:20,264 And if the answer is, I made a good decision and it still turned out bad, then 683 00:34:20,264 --> 00:34:21,645 you, then you move on to the next one. 684 00:34:22,275 --> 00:34:22,455 Yeah. 685 00:34:23,040 --> 00:34:26,820 Yeah, no, and, and, and you know, sometimes, you know, things, climate 686 00:34:26,940 --> 00:34:28,620 conditions out of your control. 687 00:34:28,770 --> 00:34:32,670 Um, I think that's the, the other, I think sometimes when you learn, 688 00:34:32,670 --> 00:34:35,429 especially on the construction side of things, you're like, ah, I need 689 00:34:35,429 --> 00:34:36,540 to have a little buffer in here. 690 00:34:36,540 --> 00:34:38,429 I need to have a contingency factor, right? 691 00:34:38,429 --> 00:34:40,650 So what is, what is my contingency percentage? 692 00:34:40,710 --> 00:34:44,820 What, what, where, where's my, you know, my slippage, where's my, oh snap. 693 00:34:44,820 --> 00:34:48,330 I got that wrong, but I'm not hurt because I, I, I buffered 694 00:34:48,330 --> 00:34:50,340 it in, and, you know, PBD has. 695 00:34:50,505 --> 00:34:52,844 Has a a, a great thought on this. 696 00:34:52,844 --> 00:34:57,645 He's like, listen man, the only way to, the only way to deal is to deal with a 697 00:34:57,645 --> 00:34:59,805 crisis is to prepare for a crisis, right? 698 00:34:59,805 --> 00:35:02,385 Like, if you don't have that, and that's kind of in the swat, right? 699 00:35:02,385 --> 00:35:05,175 What is the threat that you have to kind of think about? 700 00:35:05,235 --> 00:35:05,475 Right? 701 00:35:05,475 --> 00:35:06,705 You know, ours was always. 702 00:35:07,150 --> 00:35:11,350 Especially in Lawton, ours was, okay, what if, what if Fort Seal comes down? 703 00:35:11,350 --> 00:35:13,210 Base realignment doesn't go in our favor. 704 00:35:13,480 --> 00:35:20,200 What happens when they lock down and say, oh no, no residential, off-base housing. 705 00:35:20,380 --> 00:35:20,710 Right? 706 00:35:20,710 --> 00:35:21,460 What if, right. 707 00:35:21,460 --> 00:35:25,900 We would run through those scenarios and most of the, most of the time the 708 00:35:25,900 --> 00:35:27,160 answer was, well, we'll just move. 709 00:35:27,610 --> 00:35:28,690 So, um. 710 00:35:29,305 --> 00:35:30,805 But, but we would think about it, right? 711 00:35:30,805 --> 00:35:35,245 We would think about, you know, that and, and part of the, you know, if that ripple 712 00:35:35,245 --> 00:35:38,515 effect something out of our control, how would we, how would we deal with it? 713 00:35:38,515 --> 00:35:41,605 So being able to, to have the space to have those exercise and 714 00:35:41,605 --> 00:35:44,725 SWAT was, you know, for us was the exercise that, that helped us 715 00:35:44,725 --> 00:35:46,134 get to that, to get to that point. 716 00:35:46,134 --> 00:35:47,455 But I love what you're saying. 717 00:35:47,484 --> 00:35:51,115 Uh, I guess like, based upon what, you know, don't get hung up. 718 00:35:51,115 --> 00:35:53,330 Make the best decision you can as fast as you can, but just. 719 00:35:54,075 --> 00:35:58,425 Do a really good job at the autopsy, the after after action, 720 00:35:58,545 --> 00:35:59,805 you know, of what happened. 721 00:36:00,285 --> 00:36:02,715 And then what adjustments do you need to make. 722 00:36:02,805 --> 00:36:03,975 Um, that's so good, right? 723 00:36:03,975 --> 00:36:06,675 Even going on a listing appointment, evaluate the appointment after, 724 00:36:06,675 --> 00:36:08,715 where did I, where did I do well, what did I suck out? 725 00:36:08,715 --> 00:36:09,795 What do I need to improve? 726 00:36:10,005 --> 00:36:13,065 And then you make those tweaks, you know, continue as you continue to move forward. 727 00:36:13,335 --> 00:36:15,705 Yeah, and that's what one of the reasons I, I like the decision 728 00:36:15,705 --> 00:36:17,565 making filter so much is. 729 00:36:18,485 --> 00:36:22,020 Like it, it gives you a process to make better decisions, but you have to make, 730 00:36:22,049 --> 00:36:23,610 it forces you to make the decision, right? 731 00:36:23,610 --> 00:36:28,680 Like the last, the last step in the filter is not continue thinking about it, right? 732 00:36:28,680 --> 00:36:29,910 It's make a decision. 733 00:36:30,569 --> 00:36:33,630 Um, another mental model that's been super valuable for me lately. 734 00:36:33,690 --> 00:36:37,380 Another one I picked up from, uh, from Bezos is, uh, what, one 735 00:36:37,380 --> 00:36:38,970 way, one way or two way doors. 736 00:36:38,970 --> 00:36:39,690 Have you heard this one? 737 00:36:40,710 --> 00:36:40,770 No. 738 00:36:40,770 --> 00:36:45,090 So a, a one way, a one way door decision is one that you can't easily take back. 739 00:36:45,615 --> 00:36:49,005 Um, a two-way door is one that if you make this decision and you don't like 740 00:36:49,005 --> 00:36:50,685 the outcome, you can go back real quick. 741 00:36:50,895 --> 00:36:54,225 So if we launch, we launch a new marketing campaign and we don't like it, well, we 742 00:36:54,225 --> 00:36:55,815 can stop doing that marketing campaign. 743 00:36:55,815 --> 00:36:57,015 That's a, that's a two-way door. 744 00:36:57,015 --> 00:36:58,905 And sure, we lost some money and some time and all that. 745 00:36:59,430 --> 00:37:01,859 That's not an existential threat to the business. 746 00:37:02,069 --> 00:37:06,810 If we decide to, you know, uh, fire this person or make a dramatic change 747 00:37:06,810 --> 00:37:09,240 to strategy, like there are, there are things that are one-way doors. 748 00:37:09,240 --> 00:37:10,950 You can't easily walk that back. 749 00:37:11,250 --> 00:37:14,339 And so if it's a two-way door, like make the decision really 750 00:37:14,339 --> 00:37:17,430 quickly and then, and then fix it. 751 00:37:17,430 --> 00:37:18,480 Iterate it, refine it. 752 00:37:18,509 --> 00:37:21,899 If it's a, if it's a one way, a one-way door, a one-way decision. 753 00:37:21,930 --> 00:37:23,940 You know, be careful, think it through. 754 00:37:23,940 --> 00:37:27,240 Gather as much data as you can, you know, make that slowly and carefully. 755 00:37:27,544 --> 00:37:30,065 Don't make that decision until you have to make that decision. 756 00:37:30,274 --> 00:37:31,294 Two-way door decisions. 757 00:37:31,294 --> 00:37:32,944 Make that decision as quickly as you can. 758 00:37:34,170 --> 00:37:34,440 Hmm. 759 00:37:34,830 --> 00:37:35,430 That's so good. 760 00:37:35,760 --> 00:37:36,270 It's so good. 761 00:37:36,270 --> 00:37:39,240 It's all those little mental models and those little frameworks that, you 762 00:37:39,240 --> 00:37:43,140 know, can, you can latch onto real quick to, to navigate and move through. 763 00:37:43,950 --> 00:37:47,340 Um, part three is the leverage engine, right? 764 00:37:47,340 --> 00:37:54,030 So this is like applying the dis disproportionate force, um, if you will. 765 00:37:54,315 --> 00:37:57,615 And this is there I, I'll give some examples where 766 00:37:57,615 --> 00:37:59,565 this really kicked in for us. 767 00:37:59,655 --> 00:38:03,585 Stop creating the endless to-do list and treating the $10 tasks with the 768 00:38:03,585 --> 00:38:05,625 same importance as a $10,000 task. 769 00:38:05,835 --> 00:38:06,255 Right. 770 00:38:06,315 --> 00:38:08,475 I think you know the, it's the triage. 771 00:38:08,505 --> 00:38:09,615 It's the triage effect. 772 00:38:10,065 --> 00:38:13,305 It's like why are you stepping over people that are bleeding out in your emergency 773 00:38:13,305 --> 00:38:14,665 room to go talk to the guy on the back? 774 00:38:15,069 --> 00:38:18,610 The back chair, uh, that just has a, has a cough, right? 775 00:38:18,880 --> 00:38:21,100 Because it's easier to deal with the guy that just has the cough and 776 00:38:21,100 --> 00:38:23,710 then getting all bloody and dealing with the person that's bleeding out. 777 00:38:23,710 --> 00:38:24,850 But we do it all the time, right? 778 00:38:24,850 --> 00:38:28,960 We step over, we step over all of these, these bigger, you know, tasks to go 779 00:38:28,960 --> 00:38:31,240 solve the, the less important easy task. 780 00:38:31,240 --> 00:38:33,819 So from a leverage engine, it's really. 781 00:38:34,285 --> 00:38:37,705 Focusing 80% or more of your time and your team's time and energy on the 782 00:38:37,705 --> 00:38:41,695 single action that will, that will most effectively solve the primary constraint. 783 00:38:42,295 --> 00:38:43,315 So run. 784 00:38:43,345 --> 00:38:45,085 Run the 30 day cycles on this, right? 785 00:38:45,085 --> 00:38:47,515 You don't have to run a full quarter priority. 786 00:38:47,515 --> 00:38:48,775 This is next 30 days, right? 787 00:38:48,775 --> 00:38:50,005 Next 30 days we're solving this. 788 00:38:50,035 --> 00:38:53,365 So it's not a project plan, it's just a sprint. 789 00:38:53,985 --> 00:38:56,895 And sometimes you might have to say, Hey, listen, we don't got, we have 790 00:38:56,895 --> 00:38:58,215 to solve this in the next five days. 791 00:38:58,785 --> 00:39:00,855 And then you can start applying other mental models, right? 792 00:39:00,855 --> 00:39:01,605 Gun against head. 793 00:39:01,605 --> 00:39:03,585 If I had to get it done, how would I do it? 794 00:39:04,185 --> 00:39:08,085 And, and I think, you know, really within this step of the process, 795 00:39:08,085 --> 00:39:11,925 the mental models, the critical thinking, but having the guidelines 796 00:39:11,925 --> 00:39:16,245 and framework, but to me it's also constantly becoming a student of it. 797 00:39:16,275 --> 00:39:17,505 Charlie Munger, right? 798 00:39:17,505 --> 00:39:19,155 You know, Bezos, um. 799 00:39:19,395 --> 00:39:24,315 You know, there's so many that you can, you know, to really dive into and pull 800 00:39:24,375 --> 00:39:29,475 little, little decision making, mental model, uh, frameworks to really, you know, 801 00:39:29,475 --> 00:39:35,565 help that we're creating the probability to stack the odds in our favor. 802 00:39:35,565 --> 00:39:36,915 To me, that's all we're trying to do. 803 00:39:36,945 --> 00:39:39,645 We're just trying to increase the odds in our favor of success. 804 00:39:39,645 --> 00:39:41,115 It's the inevitability thinking. 805 00:39:41,115 --> 00:39:45,375 What do the conditions have to look like for success to become in inevitable and. 806 00:39:46,965 --> 00:39:48,165 Really take that constraint. 807 00:39:48,195 --> 00:39:48,555 Right? 808 00:39:48,585 --> 00:39:50,265 And this is our 30 day sprint. 809 00:39:50,265 --> 00:39:51,315 This is our 10 day sprint. 810 00:39:51,315 --> 00:39:52,275 This is our 15 day sprint. 811 00:39:52,305 --> 00:39:56,685 Whatever it is, what is the single most important measurable outcome 812 00:39:56,685 --> 00:39:59,985 we can achieve in the next X number of day timeframe to make a 813 00:39:59,985 --> 00:40:02,985 significant dent in this constraint? 814 00:40:03,735 --> 00:40:04,215 Right. 815 00:40:04,395 --> 00:40:06,645 Hey man, our appointment to. 816 00:40:07,390 --> 00:40:10,210 Conversion rate is like subpar. 817 00:40:10,660 --> 00:40:13,779 You know, we typically operate at, at x we're down here. 818 00:40:14,470 --> 00:40:18,040 How do we go from here to here in this timeframe? 819 00:40:18,850 --> 00:40:21,490 Okay, well, what are the levers we need to pull for that to be true? 820 00:40:21,940 --> 00:40:25,150 What are the two, three highest lever actions that 821 00:40:25,150 --> 00:40:26,650 will drive this sprint forward? 822 00:40:27,730 --> 00:40:32,650 And then at that point, it it, it really comes down to true accountability. 823 00:40:33,660 --> 00:40:38,370 Who's doing the thing by when and how am I gonna know you got it done? 824 00:40:39,089 --> 00:40:42,509 That's where you know, it, it, it really has to work into that. 825 00:40:42,509 --> 00:40:44,069 Joel, I know you're fantastic at this. 826 00:40:44,069 --> 00:40:49,830 So when you start looking at assigning, you know, the actions, like what 827 00:40:49,830 --> 00:40:51,209 is the, what is the framework? 828 00:40:51,569 --> 00:40:52,799 And I, and I love that, right? 829 00:40:52,799 --> 00:40:54,149 The growth, it's the growth statement. 830 00:40:54,149 --> 00:40:56,549 We're, we're gonna increase this. 831 00:40:57,015 --> 00:41:01,485 Think from X to X by when, and here's who's responsible for doing it. 832 00:41:01,995 --> 00:41:04,005 How do you go about, how do you manage it? 833 00:41:04,005 --> 00:41:06,435 How do you stay on top of it to ensure that it happens? 834 00:41:07,455 --> 00:41:07,605 Yeah. 835 00:41:07,605 --> 00:41:08,775 You, you, you really hit it. 836 00:41:08,835 --> 00:41:11,445 You hit the, the, the number one thing where people fail with this 837 00:41:11,445 --> 00:41:14,325 again, is how am I gonna know it's done or, or what it, what does it 838 00:41:14,325 --> 00:41:15,705 mean to be done in this situation? 839 00:41:15,705 --> 00:41:16,140 So yeah, we have. 840 00:41:16,830 --> 00:41:20,370 You know, we might have a result that we can put into a number, and that's 841 00:41:20,370 --> 00:41:22,740 gonna be the, you know, the most important part about hitting that goal. 842 00:41:22,740 --> 00:41:26,100 But there's gonna be things that need to be true in order to hit that number and 843 00:41:26,100 --> 00:41:27,630 things that need to continue to happen. 844 00:41:27,630 --> 00:41:31,890 So what is, what, you know, what needs to, to maintain and we can manage that. 845 00:41:32,070 --> 00:41:34,770 So implement it, and then we manage what we implemented. 846 00:41:35,265 --> 00:41:40,575 Um, and then man, so many things that, that we talk about, like this is a, this 847 00:41:40,575 --> 00:41:42,915 is a, uh, it's another skill to develop. 848 00:41:43,125 --> 00:41:45,585 How much are we capable of getting done in a week? 849 00:41:45,765 --> 00:41:48,134 Um, who can handle what, how fast can we move? 850 00:41:48,134 --> 00:41:51,915 There's just things and so again, the answer is, it's, the answer is speed. 851 00:41:52,065 --> 00:41:54,884 Just start doing it and figure it out, uh, what you're capable of. 852 00:41:54,884 --> 00:41:57,945 The first time you set a weekly sprint or what can we get done the next five days? 853 00:41:57,945 --> 00:41:59,865 You might be totally wrong and that's okay. 854 00:41:59,865 --> 00:42:01,125 And it's like, gosh, we really. 855 00:42:01,160 --> 00:42:03,950 We really got that wrong about what we're actually capable of, you 856 00:42:03,950 --> 00:42:05,060 know, to getting done in a week. 857 00:42:05,240 --> 00:42:06,049 And that goes both ways. 858 00:42:06,049 --> 00:42:08,390 Sometimes we're like, Hey, we crushed everything by Tuesday. 859 00:42:08,750 --> 00:42:10,940 And we're like, oh gosh, we're, we're capable of a lot more. 860 00:42:11,330 --> 00:42:15,049 Um, so the, the number one thing is, is just to, to start doing it because 861 00:42:15,049 --> 00:42:19,069 you get better at evaluating what your, what your organization is capable of. 862 00:42:19,069 --> 00:42:21,884 The more you, you do it, pay attention to it, track it, of course. 863 00:42:22,585 --> 00:42:28,700 Um, I try to keep as much as possible the, the component parts of something. 864 00:42:29,400 --> 00:42:32,880 People with their kind of in their zone of genius or their core competencies. 865 00:42:33,300 --> 00:42:36,750 Um, otherwise things get really confusing and, and, and slow down. 866 00:42:37,110 --> 00:42:41,070 Um, but yeah, again, the, the best piece of advice is, is start doing it 867 00:42:41,250 --> 00:42:43,170 and, and pay attention to the results. 868 00:42:43,170 --> 00:42:46,140 And, and you get better at figuring out, you know, what you're capable of. 869 00:42:46,140 --> 00:42:48,510 And then now as a leader, you're, you know, we're talking about the 870 00:42:48,510 --> 00:42:50,430 whole CEO architect mindset shift. 871 00:42:51,000 --> 00:42:53,190 You're looking for ways you can help people get unstuck. 872 00:42:53,190 --> 00:42:54,330 You can remove obstacles. 873 00:42:54,360 --> 00:42:54,450 Mm-hmm. 874 00:42:54,690 --> 00:42:56,880 You can, you know, fix little bottlenecks as they pop up. 875 00:42:57,360 --> 00:42:57,480 Um. 876 00:42:58,430 --> 00:42:59,990 And then that, and then it's a routine. 877 00:43:00,020 --> 00:43:00,920 There's a rhythm here. 878 00:43:00,920 --> 00:43:00,980 Yeah. 879 00:43:01,100 --> 00:43:01,385 You know? 880 00:43:01,700 --> 00:43:03,920 Yeah, man, I love it. 881 00:43:04,550 --> 00:43:07,520 And especially, you know, you get your team and you get your people around you, 882 00:43:07,580 --> 00:43:11,330 you know, thinking the same way, you know, they're, they're seeing, you know, 883 00:43:11,330 --> 00:43:16,130 constraints from their, from their vantage point and bringing ideas and solutions 884 00:43:16,130 --> 00:43:18,110 and, and challenging and pushing back. 885 00:43:18,170 --> 00:43:20,300 So really creating that culture. 886 00:43:20,544 --> 00:43:24,084 That, um, that kind of thinks and problem solves in this way. 887 00:43:24,084 --> 00:43:27,984 And I still think Scrum is, um, you know, probably one of the best 888 00:43:27,984 --> 00:43:31,674 processes to, to navigate through these bottlenecks like this. 889 00:43:31,794 --> 00:43:35,665 And, um, what's, uh, the, I mean the book is Scrum. 890 00:43:35,725 --> 00:43:37,944 Uh, Jeff can't even think of his last name. 891 00:43:37,944 --> 00:43:38,694 It's a red book. 892 00:43:38,725 --> 00:43:43,495 But, um, you know, just being able to incorporate that and, um, you know, one 893 00:43:43,495 --> 00:43:46,584 of the parts in Scrum is where are you hung up, where's, where are you stuck? 894 00:43:46,905 --> 00:43:51,345 And, you know, how do we remove you to get from, you know, unstuck to done? 895 00:43:51,855 --> 00:43:54,075 And I think it's, uh, good, good to have this. 896 00:43:55,365 --> 00:43:59,475 So, Joel, I mean that's, that's the, uh, the operating system and 897 00:43:59,745 --> 00:44:03,375 the things to think about and the three key main points and exercises, 898 00:44:03,435 --> 00:44:04,695 uh, process to work through it. 899 00:44:04,695 --> 00:44:08,775 So, um, any, any final thoughts, Renee, any questions, anything? 900 00:44:08,865 --> 00:44:11,115 Um, kind of on this, on this part of the process, 901 00:44:13,460 --> 00:44:16,125 I. Oh man, I think you nailed it. 902 00:44:17,955 --> 00:44:19,004 All good in the hood. 903 00:44:19,305 --> 00:44:20,265 Well, fantastic. 904 00:44:20,325 --> 00:44:21,765 Well, I appreciate you guys. 905 00:44:21,855 --> 00:44:23,654 Um, we'll continue part. 906 00:44:23,654 --> 00:44:28,785 Moving on to part four, the profit engine and, uh, the profit engine, uh, blueprint. 907 00:44:29,085 --> 00:44:29,415 Awesome. 908 00:44:29,865 --> 00:44:30,225 Awesome. 909 00:44:30,464 --> 00:44:31,214 Thanks guys. 910 00:44:32,685 --> 00:44:33,555 Thanks for tuning in. 911 00:44:33,944 --> 00:44:37,935 If you're done guessing and ready to lead like a real CEO with a custom 912 00:44:37,935 --> 00:44:42,345 strategy, real accountability and proven systems, check out my executive 913 00:44:42,345 --> 00:44:45,105 one-on-one coaching@johnkitchens.coach. 914 00:44:45,495 --> 00:44:48,165 Fill out the application and book your one-on-one call with me. 915 00:44:48,915 --> 00:44:50,985 Be sure to hit follow so you never miss an episode. 916 00:44:51,825 --> 00:44:52,665 Catch you on the next one.