Average Leaders Have Ideas, Great Leaders Execute

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All right, and welcome back to the Second Mile Leadership Podcast.
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We are your hosts, Jason and Isaiah.
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And today we're going to talk about a topic that I believe permeates so many different businesses.
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And I think it's one thing that really separates the greats from the wannabes.
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It's the it's the differentiator between the people who are actual business people and the people who are just playing business or want to pretend like they're business people or pretend like they're entrepreneurs.
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And that is the ability to execute on ideas.
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And I firmly believe that the uh the major differentiator between the really successful and the unsuccessful, a lot of times it's not ideas.
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Some of the people we see that are wildly successful don't have the best ideas all the time.
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What they have is a relentless pursuit of the execution of those ideas.
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Now look at guys like Jeff Bezos, right?
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Amazon is online shopping.
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Now, granted, he might be one of the first ones that thought about compiling all those products into one site.
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I still don't look at that idea and think it's just this amazingly innovative idea.
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But he, and if you read read his book or listen to things he says, he just focused and executed relentlessly on the idea and went through many seasons where he could have quit, he could have stopped, he could have given up, thrown in the towel, gone to do something else, but he stuck with it, did the boring part of the business, which we're gonna dive into pretty heavily in this episode, with amazing consistency to end up where he is today.
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Now, we're not all gonna end up as multi- you know, hundred billionaires, but at the same time, whatever level of success we want to achieve in life will oftentimes, and this this is every area of our life, come down to how well we execute, not you know, how you know many hundreds of ideas we can have that we half-assed execute on.
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So with that being the premise and the idea as a um, what are your initial thoughts when you know you hear this topic and and how you uh have observed this phenomenon in business?
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Yeah.
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Uh I I as always, there's so much that goes into every single topic that we talk about.
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Where my fun where my mind first goes to um is that the boring stuff in business, it just sucks.
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Like there's no way around it.
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Like sometimes it just sucks.
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There's nothing fun about crunching numbers.
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For some people there are, and you're if you're listening to this, you're a psycho.
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And like the the boring stuff sucks.
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It it's just reality.
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The the the sooner that you take that in, um, I I think the sooner that that your business can really take off.
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What I mean by the boring stuff is the looking through your P ⁇ L, um having the the really, really small things dialed in, um, executing every single system.
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And some of that can be fun as well.
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Don't get me wrong.
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I'm not saying that all of that is boring.
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Um, but the most successful companies in the world, as we stand today, do the boring things damn well.
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They do them damn well.
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They make sure that every single aspect of their business is running extremely efficiently.
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Um, they create systems if there's not.
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Um in the restaurant world, there's a there's a thing called a H A C C or sorry, H A A C P plan.
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Um and basically it's just like, hey, this bad thing happened.
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How do we correct that?
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Um, and then how do we make sure it doesn't happen again?
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Um that process in general is not riveting, but it does change results for the long term.
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Yeah, and I think with with business, you talk about you know crunching numbers or look at PLs or or or staying on top of the reports and and the numbers of the business.
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Well, you know, you're not saying that's always boring.
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I think what's boring and what's not boring is individually dependent.
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Some people are going to find those things boring, some people won't.
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But what we find is uh, and this is this phenomenon is really uh seen in the entrepreneurial world, but if you enjoy the task, you're okay doing it consistently.
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If you don't, that's when you find it boring, and those are the things that that people don't want to do consistently.
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And here's the mindset of entrepreneur, and I've been one for 25 years, so I've been around hundreds and hundreds and hundreds of them, is entrepreneurs are idea guys.
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We we we uh I tell my team all the time, I'll get a hundred ideas and three or four of them will be good.
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Well, that means ninety-six, ninety-seven are not good.
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But if you're not careful, that uh idea mind, right?
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Wanting to innovate, wanting to to do things differently, or or sometimes what you perceive as better can be addictive.
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And you get a dopamine hit from new ideas, and you get no dopamine from relentlessly drilling down and and performing the boring tasks.
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So, of course, the way our minds are designed, we're gonna skew towards the dopamine, and this dopamine hit is even more prevalent or or even in bigger doses in entrepreneurs and those types of minds.
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So what brings a lot of businesses down oftentimes is not the things that we think it is.
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It's the inability or reluctance to do the boring stuff every single day.
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Show up every day, spend time building and developing your team, show up every day executing the same marketing plan maybe you've been executing for a while, show up every day and look at all the reports and the numbers, you know, look at your budget.
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You know, you know, we talk about a lot of businesses die by death of a thousand cuts because we have too many small expenses.
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Well, you know, really pulling out the magnifying glass and looking at those and making cuts where you can.
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When I when when people think about entrepreneurship, those aren't the things they think about.
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They think about making money and being, you know, uh having all this attention or or people you know looking up to you or maybe being some sort of a leader or having your your business be f locally famous or whatever.
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We think about these things that aren't really entrepreneurship.
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Successful entrepreneurs show up every day and do the things I just said relentlessly.
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They fine-tune their sales process.
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They don't overhaul it, they fine-tune it.
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They pick apart every little piece of the sales process, figure out where it's failing, where it's not, and they fine-tune it.
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That's not exciting, it's boring.
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And it doesn't move the meter maybe a a thousand yards down the field, but it but it does move it some.
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And they fine-tune their marketing, they fine-tune their team, and they think about different ways to develop their team, and they think about where they can cut cost and where they should add expense.
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They think about these things that that that's not what people think about when they imagine what the life of an entrepreneur is like, but that is the life of a successful entrepreneur.
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And I think until businesses understand that and get that and are willing for the boring on a consistent basis, they're going to continue continue to struggle because I'd rather have one or two ideas or one or two systems that I drill down and perform at a high level 100% of the time than 75 ideas that I do half-assed.
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Totally agree with that.
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Totally agree with that.
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And I think so many people today struggle with the like the actual execution of things.
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So in my beginning spiel, I don't love to do those things.
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Now I'm relatively good at them, so I so I will, but also like it's not fun for me.
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Like what?
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So I think um like crunching numbers and looking at Excel sheets and um going through a P ⁇ L or whatever it is.
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Like that's i i it's it's doable, but it's not something that I enjoy doing every single day.
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I really enjoy talking to people and engaging with people and and leaning people in that aspect.
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So my mind naturally will shift to doing those things day in, day out.
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And I have to correct myself as I'm trying to run a business and be like, okay, I I I I have to do these things as well.
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Um, I think a lot of people get caught up in doing what they want to do instead of what they need to do.
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I think that that's where the the true delineation between intention and execution lies.
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I think a lot of people's intent is good.
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Hey, I care for my people, I want to help.
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Um for me, it's I I really want to grow and develop them.
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Um, but then the other side of that is okay, well, how do I make sure that they have a job?
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We we we have to sell things and we have to to be profitable.
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Um so we have to do the number side of things.
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Um and that didn't come very naturally to me.
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Like I'll be honest, that that that part is something that I've had to work on.
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Um, but I would say that on the back end of things, if your team members, your employees, whoever it is, hear you coming up with all these great ideas and you kind of live in idea land over here, and they never see you execute something, or whenever y'all get something started, you only get to 50% completion, they will always doubt if you can actually get over that hump and get to where you'll want to go as a business.
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Yeah, I think when you say that, we talk about leadership and running businesses a lot on this podcast, and a lot of the things that we talk about and try to warn against or mistakes that we have made.
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And I can be very guilty of what Isaiah just said.
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I can be guilty of it's not even like new ideas for me.
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It's it can be that sometimes, but my where where I fall short oftentimes is is there's a thousand things we need to do, and I'll dive into one and then allow myself to have shiny object syndrome and be pulled to another because in my mind they're both dire.
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Right now at Chick-fil-A, we talked about in in prior podcasts, we're trying to get a third location, and that is an unbelievably tough undertaking, especially to go from where we were to where we need to be is a is a big jump, a big leap forward.
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And there's a lot of things that have to get better in the business.
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Now, we we run a pretty damn good business, don't get me wrong, but you know, being really good and being elite are are light years apart, and there's a lot of things we need to up level, so it's easy to find myself pulling a hundred different directions because so many things need attention.
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And Isaiah and I were just talking the other day about the fact that we need to make a triage list here pretty soon because what we're trying to accomplish at Chick-fil-A, there's a time limit on it, right?
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When when they come and make that decision about uh giving a a a third store to us or s or you know giving the store to somebody else, we don't know exactly when they're coming, but we knew do know it's probably in the next calendar year.
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Well, now we have a deadline, and uh the things we have to do to become elite take a long time to do.
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So and they have to that the we have to implement new things, new systems, new new new ways of executing, by the way, and we have to make them cultural and we have to do that long enough that the the numbers follow and the results follow for a lengthy enough period of time that we have a track record and that's what we have to show.
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Well, there's so we talked about making a triage list of all right, we got to get this done first before we jump to the next thing.
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Because I know I'm guilty of it.
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Uh I'm sure Isaiah's done the same in in the past as well.
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And if we're not careful, we will we'll just jump thing to thing to thing and never fully execute, and then you will.
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You'll lose the buy-in of your team, you'll lose the trust, you'll lose the faith, and all those things that are so crucial for a leader.
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Totally agree.
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And I I like speak candidly on here, we uh we like we should have made this list uh a minute ago too.
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We we should we should have like our priorities listed out um in in terms of and uh I think this is always the best way to actually make that list is what moves the meter the most first and then you go through out there.
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What what's the most pressing thing and then you know, two through however many you have after that.
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Um and I think the this the shiny object syndrome is so real um because I I think more and more like modern day we are we are going to be attracted to those things um because that is how everything is wired nowadays.
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So when we like see something that needs to be fixed, like I'll I'll struggle with this in in my home life or or at work as well, is I will attach myself to that thing and lose track of what I was doing before because I see that one thing that needs to be accomplished.
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And me wanting to accomplish the thing is not that's not a bad intention.
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I I want to help out, I want to serve my people, I want to love my people, but every single time I say yes to something, I also say no to everything else.
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There's an opportunity cost to every single thing, whether in business, whether in home life, whether in friendships, whatever it is.
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Well, and then what ends up happening is is you have a bunch of half-completed projects or half-completed jobs, and none of that moves the meter forward.
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In fact, it can it can hold you back and pull you back.
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And we talk about that leaders have to have to great dis have to have great discernment, they have to be great decision makers.
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Well, one of the ways we have to execute and show that is by having the the requisite level of discernment to decide what is urgent and what's not.
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You know, there's that whole quadrant of of you know what's urgent, what's not urgent, um, what can be delegated and what needs to be done by you and all those things that that a lot of people say they utilize.
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I don't I don't know how much they actually utilize those things, but they say they do.
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And uh Probably not.
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Yeah.
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There's a lot of theory out there that people don't execute on.
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But hey, that would be another one of the boring things that maybe we should do.
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That would be another one.
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Yeah.
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So um, but at the same time, you know, so that's why we feel like as business owners or leaders, we're always being pulled in a hundred different directions, because we're allowing ourselves to be.
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And instead of just focusing on the things that need to be done now to move the business forward, and you know, if the question is, well, how do we figure out what that is?
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Well, that's part of the job of a business owner and a leader.
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And if you don't know, then maybe there's someone in your life you could ask, or maybe you need a coach in your life or something like that.
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But another thing we talk about in in the in leadership is, and I think this is a major point that that I want to emphasize here.
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We talk about influence, and we talk about the fact that leadership is influence.
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So is it better for me to have people around me do what I need them to do because I told them to, or is it better for them to do it because they want to do it?
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Because they believe in the cause, they believe in me, or they believe in the other leaders and and and they want to do that.
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They want to to get the job done at a high level because of those reasons, because they want to, and it's their buy-in.
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Okay, that's influence.
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So what is the purpose of influence?
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Well, the purpose of influence is exactly what we're talking about today is to achieve execution.
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So we build influence so that our team will execute.
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We don't build influence so that we're liked.
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We don't build it so that we feel good about ourselves, we don't do that so we can call ourselves a leader.
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We do that so the team executes at a high level, and they do it without having to be micromanaged, which is not a great way to quote unquote lead, and it's not a very effective way in the long term.
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So when we talk about building influence, the whole reason we're building it is for execution so that everyone shows up every day and performs at a high level so we can get the job done.
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And then it's our job as leaders to guide them on what things they're supposed to be executing on.
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And 99 times out of 100 is the basics, right?
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It is, you know, making sure we're fine-tuning our product, making sure we're fine-tuning our team, making sure we're developing our team, making sure that we have scoreboards and and metrics and dashboards and things like that and reports that we can look at the numbers and be on top of our numbers.
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Um it's it's it's fine-tuning and tweaking our sales processes, fine-tuning and tweaking our marketing.
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That's what that's what business is at its essence.
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And and then, you know, I guess one thing we'd add on there too, that some business owners do and some outsource is managing the finances, more the accounting side of things.
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So if you, I mean, what in that, unless you there might be somebody listening who loves one or two of those things, but as a business owner, as a leader, you've got to do all those things.
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Or even if you're outsourcing those things to other people, you have to still lead those things at a high level.
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So that's what a leader does.
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That's what a business owner is supposed to do.
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And if you have a team around you and you're not a solopreneur, you're an entrepreneur, or you or uh you lead a bigger team, is your team showing up every day, executing at a high level, because they want to, because they believe in the mission, and when they execute, are they executing on the right things?
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And if you have all those things lined up, you've got a pretty damn good business.
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And I would submit that there's a lot of businesses out there who don't have all those things lined up.
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Yeah, I uh I zoned out for a second while you were talking there, because I don't really like to hear what you have to say.
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That's fair.
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I think it's completely useless.
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I think most of the audience did as well.
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But my Yeah, yeah.
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So they were really just waiting for this moment.
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Uh, wait for Isaiah to speak again.
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Someone told me, yeah, they mute my part and turn it up for your part.
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I don't know what that means, but yeah, that that may have been me.
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But uh got it.
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Yeah.
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Yeah.
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But continue, yes.
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Uh but my gears were turning, and I think most leaders fall into two categories when it comes to intention and execution.
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I think there's one subset of leaders that um heavily emphasizes execution.
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Um, hey, I'm going to be authoritarian and now I lead and I'm going to make sure that everything gets done and it's that all we do all the boring stuff extremely well, and they struggle with the intention part.
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And I think there's a subset of leaders who um are really, really good about the intention part and struggle with the execution part.
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I think it's incredibly like beneficial to you as a leader to know which one you fall into.
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Um Jason, I think I already know the answer to this question, but what would you say mine is between those two?
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I'm sorry, I zoned out for a second.
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What is the question?
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I'm just kidding.
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Um I muted you.
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Um so I'm just gonna guess what your question was.
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Uh you mean between your intention and your execution, like which one do you do a better job of having the good intention or having high-level execution?
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Correct.
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Well, you know, I I would give two separate answers to that.
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Let's do a everyone makes fun of me at my house because I'm a big one-to-10 guy, one to ten scale guy.
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I use it quite a bit.
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I used to use it in my sales process.
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So just quick little side note.
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It's so helpful.
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It is.
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I when I used to do sales, you know, one of as I get towards the close, you know, I would ask on a scale of one to ten, how committed are you to the goals that we discussed today?
00:18:01.070 --> 00:18:04.590
And if they gave me anything lower than a nine or a ten, I would do a takeaway, right?
00:18:04.670 --> 00:18:06.430
Which is, well, I don't think this is the right fit for you.
00:18:06.509 --> 00:18:08.029
We want to work with nines and tens, blah, blah.
00:18:08.750 --> 00:18:10.190
It's a psychological sales process.
00:18:10.350 --> 00:18:13.870
But I think that's where my addiction to to one to ten scale came in.
00:18:14.029 --> 00:18:21.550
But so uh if I were were to one to ten scale it, I would say professionally and privately, your intentions are probably nine and a half to tens.
00:18:21.710 --> 00:18:24.269
And I think you have very, very good intentions.
00:18:24.430 --> 00:18:29.150
I would say privately, your execution is probably a nine and a half or a ten in your personal life.
00:18:29.310 --> 00:18:39.070
Um I would say when I met you, and I keep saying I met you two and a half years ago, I met you before that, but when I started working with you two and a half years ago, I would say your execution at work was probably When you went on our first date.
00:18:39.310 --> 00:18:39.870
We did, yes.
00:18:39.950 --> 00:18:40.750
It was beautiful.
00:18:40.910 --> 00:18:41.630
Um Yeah.
00:18:41.789 --> 00:18:42.750
It was a good time.
00:18:43.630 --> 00:18:48.990
Uh you I would give you a five or six out of ten two and a half years ago on execution.
00:18:49.070 --> 00:18:51.070
And I think part of that was not your fault.
00:18:51.230 --> 00:19:05.390
I do think the um you were thrown into a a really tough situation, which we won't get into in this episode, but you were thrown into a I don't know how m many people would execute under that, but I still think there was there was things you could have executed better.
00:19:05.550 --> 00:19:10.430
Now I'd say at work, I'd give you an eight, eight and a half at work right now with still some room to grow.
00:19:10.750 --> 00:19:12.190
Yeah, I appreciate that, brother.
00:19:12.350 --> 00:19:13.390
I appreciate that.
00:19:13.789 --> 00:19:16.910
Um this is the point where you asked the question back to me.
00:19:17.230 --> 00:19:17.789
Well, I thought you were.
00:19:25.310 --> 00:19:25.950
No, that was no.
00:19:26.509 --> 00:19:27.630
Hey Jason, you're an idiot.
00:19:27.710 --> 00:19:28.350
That was stupid.
00:19:28.430 --> 00:19:28.910
I disagree.
00:19:28.990 --> 00:19:30.990
Or hey, Jason, you're the smartest man alive.
00:19:31.150 --> 00:19:33.870
You're so brilliant, you know, everything you say is amazing.
00:19:33.950 --> 00:19:39.550
Which is I don't want to add on to this the the time of this podcast, so everything you said is perfect.
00:19:39.630 --> 00:19:41.310
That's exactly as usual.
00:19:42.830 --> 00:19:43.230
Yes, yes.
00:19:43.390 --> 00:19:43.789
Yeah.
00:19:44.190 --> 00:19:45.470
No, I I totally agree.
00:19:45.630 --> 00:19:48.110
I think I I struggled with that.
00:19:48.350 --> 00:19:58.750
Um and it it was coming from a place of partially me not having the resources and be and being able to, because I didn't I just didn't have the knowledge on how to.
00:19:59.070 --> 00:20:09.630
Um and then two, I I would I would say that my intentions were good, but uh also they weren't always necessarily oriented in the right fashion.
00:20:09.870 --> 00:20:21.470
Um so it was like, hey, this is my the intention is helpful short term, but long term we also gotta make sure that the business runs well and that we are profitable and that we can continue to do these things.
00:20:21.710 --> 00:20:23.710
So no, I totally agree with your assessment.
00:20:23.950 --> 00:20:24.269
Love it.
00:20:24.350 --> 00:20:24.670
Love it.
00:20:24.830 --> 00:20:27.390
Um okay, so yeah, let's turn turn the tables.
00:20:27.710 --> 00:20:29.470
You want me to go personally and professionally?
00:20:29.789 --> 00:20:30.190
Well yeah.
00:20:30.350 --> 00:20:30.830
Give it to me.
00:20:31.070 --> 00:20:33.470
Yeah, I think it's a well, I guess it doesn't really matter.
00:20:33.550 --> 00:20:35.710
I think it's a three in every single one.
00:20:36.269 --> 00:20:41.230
Um, which is what it was not too long ago.
00:20:41.310 --> 00:20:42.029
So that is.
00:20:42.350 --> 00:20:42.910
Progress, baby.
00:20:43.230 --> 00:20:44.830
That was two and a half years ago, we were at a one.
00:20:45.150 --> 00:20:46.190
So not bad.
00:20:46.269 --> 00:20:46.509
Not right.
00:20:46.910 --> 00:20:49.390
Right, which means in ten years I'll be like an eight or nine.
00:20:49.630 --> 00:20:49.789
Yeah.
00:20:49.950 --> 00:20:50.029
Yeah.
00:20:50.269 --> 00:20:50.670
Totally agree.
00:20:50.830 --> 00:20:51.789
It's impressive at sixty years ago.
00:20:52.029 --> 00:20:54.269
I would it is.
00:20:54.590 --> 00:20:55.230
It is.
00:20:56.269 --> 00:21:04.910
Um I would say probably almost exactly what you said, I would I would flip the the personally and then professionally.
00:21:05.150 --> 00:21:08.430
I think the execution professionally is extremely high.
00:21:08.590 --> 00:21:15.150
Um minus the like us prioritizing things and going through that, which you and I have already talked about.
00:21:15.390 --> 00:21:21.630
But the profession or the personally side, um, I think the intention is absolutely there.
00:21:21.789 --> 00:21:29.310
I think you do a a I would I would genuinely say a 10 out of 10 with that because I know you so well.
00:21:29.550 --> 00:21:36.190
Um and then I would say the the execution-wise somewhere around uh yeah, an eight and a half.
00:21:36.430 --> 00:21:36.670
Yeah.
00:21:36.830 --> 00:21:40.670
And that personally, yeah, that depends what you're talking about personally.
00:21:40.750 --> 00:21:48.670
That might even be a a little bit too generous of a score because there's parts of my personal life, like being a father and a husband, I think that I'd probably a nine and a half.
00:21:48.990 --> 00:21:53.070
As far as my effort and my dedication to it and and and how much time I put into it.
00:21:53.230 --> 00:21:58.350
I think the um where I give myself a lower score would be as we talked about lap's episode fitness, of course.
00:21:58.509 --> 00:22:00.430
And I have a very strong faith.
00:22:00.509 --> 00:22:02.430
I have a very strong connection with God.
00:22:02.590 --> 00:22:04.509
I don't think I spend enough time with God.
00:22:04.670 --> 00:22:08.509
So in my faith element, I still think there's areas I could execute at a higher level.
00:22:08.670 --> 00:22:11.550
Um and then and then lastly, so we talked about the five F's, right?
00:22:11.710 --> 00:22:15.150
Faith, family, fitness, finances, and uh friendships.
00:22:15.310 --> 00:22:21.230
And I think even that friendships one, I have friends that I don't reach out to like I should, I don't spend enough time with.
00:22:21.310 --> 00:22:23.870
So there's definitely things in that area that I struggle.
00:22:23.950 --> 00:22:36.670
But let me tell you, and and I I'm always very welcome to To talk about my struggles and where I I fall short because I coach leadership, I teach leadership, I think I understand it at a very high level, but it doesn't mean I always execute it at a high level.
00:22:36.750 --> 00:22:41.230
And like everybody else, I have weaknesses and I have spots where I need to improve and get better.
00:22:41.470 --> 00:22:48.269
But for me, it's like um and this this is this is a a great conversation about execution at every area of your life.
00:22:48.509 --> 00:22:53.390
For me, it's uh when I fall in love with something I'm doing, it tends to dominate my mind.
00:22:53.550 --> 00:22:55.550
So I'm in love with what I do for a living right now.
00:22:55.630 --> 00:22:57.470
I'm in love with the Chick-fil-A part of my job.
00:22:57.550 --> 00:22:59.710
I'm in love with the Black Wolf leadership coaching.
00:22:59.870 --> 00:23:01.710
I love it so much, it consumes me.
00:23:01.870 --> 00:23:02.830
So I want to get better.
00:23:02.990 --> 00:23:10.110
I read an unbelievable number of books and and I listen to podcasts relentlessly and and my whole social media feed.
00:23:10.190 --> 00:23:11.870
If you go on my phone, I do this in coaching a lot.
00:23:12.029 --> 00:23:15.150
I'll just pull up my Instagram and just let the person have my phone and scroll.
00:23:15.230 --> 00:23:17.310
And it's leadership, leadership, business, business, leadership.
00:23:18.190 --> 00:23:19.390
Leadership, business, leadership.
00:23:19.630 --> 00:23:30.670
So it it it so what it does is it dominates my life, and I have enough understanding and and grasp on it to not let it bleed into the most important things in my life, such as my wife and my kids.
00:23:30.830 --> 00:23:38.509
Um, but it does bleed into what should be even more important is my faith a little bit, but it definitely bleeds into my fitness and the time I spend with friends.
00:23:38.670 --> 00:23:43.870
So if for me, my growth opportunity there is how do I learn how to manage and navigate all of that?
00:23:44.029 --> 00:23:47.950
And when I coach it to people, it's never like how am I gonna be a 10 out of 10 in all those.
00:23:48.110 --> 00:23:49.150
I don't think that's possible.
00:23:49.230 --> 00:23:53.470
But can I get things moving in the positive direction in all of those?
00:23:53.630 --> 00:24:00.190
And some are gonna be slower than others because there's a there's the Rob Peter to pay Paul thing because you're gonna take from one thing to give to another.
00:24:00.350 --> 00:24:01.630
I'm not a believer in balance.
00:24:01.710 --> 00:24:03.390
I think that we should do an episode on that one day.
00:24:03.470 --> 00:24:06.190
It'd be a great episode because balance is bull crap.
00:24:06.350 --> 00:24:10.590
Um, you know, you're gonna be out of balance your whole life, it's just what you're out of balance doing.
00:24:10.750 --> 00:24:16.509
And right now I'm out of balance geared towards business, and not because I have to, because I absolutely freaking love what I do.
00:24:16.750 --> 00:24:19.950
So so yeah, my execution personally has got to get better.
00:24:20.029 --> 00:24:23.230
Um and and that's something that I'm actively thinking through right now.
00:24:23.310 --> 00:24:26.590
And um, it's very nice to have somebody to hold me accountable like Isaiah.
00:24:26.670 --> 00:24:27.390
I really need it.
00:24:27.470 --> 00:24:29.310
So yeah, that was pretty solid too.
00:24:29.470 --> 00:24:30.910
Yeah, appreciate that.
00:24:31.470 --> 00:24:38.509
Um thinking through a little bit more, like bringing it back to just intention and execution.
00:24:38.750 --> 00:24:48.269
Um, I think there's two ways that you can increase the execution part if that's something that you struggle with.
00:24:48.509 --> 00:24:52.590
Um and I I think you really have to ask yourself this question first.
00:24:52.830 --> 00:24:59.070
And most people listening to this podcast, I'm I'm going to assume that you want to grow because you are listening to a leadership podcast.
00:24:59.150 --> 00:25:02.110
You're taking time out of your day to listen to this.
00:25:02.190 --> 00:25:14.750
So, before you continue, that those that don't know Isaiah, I would I would beg you to listen because when it comes to coaching this particular topic, he's maybe the best I've ever been around at it.
00:25:14.830 --> 00:25:21.550
So, those who are new to the podcast, if you're just finding the podcast, this is his wheelhouse, so I guarantee you what he's about to spit is gold.
00:25:21.950 --> 00:25:23.310
I appreciate that, Glaze, brother.
00:25:23.550 --> 00:25:23.789
Absolutely.
00:25:23.950 --> 00:25:24.990
Anytime.
00:25:25.950 --> 00:25:26.750
But no, thank you.
00:25:26.830 --> 00:25:27.630
I appreciate it.
00:25:27.870 --> 00:25:36.509
Um I think the there there's if you want to grow yourself, I think that you would want to up level the execution.
00:25:36.670 --> 00:25:41.230
I think there's also a certain subset of people who want to delegate the execution.
00:25:41.390 --> 00:25:48.670
So, hey, I'm gonna be the C level, I'm gonna be the idea guy over here, I'm going to be the visionary and create and do all that.
00:25:48.750 --> 00:25:50.670
And like that is absolutely needed in businesses.
00:25:50.750 --> 00:25:51.789
There's nothing wrong with that.
00:25:52.110 --> 00:25:54.670
Yeah, that's that's a real legitimate leadership style.
00:25:54.990 --> 00:25:56.350
It is, it is 100%.
00:25:56.990 --> 00:26:01.150
And that that's n like genuinely nothing wrong with that.
00:26:01.310 --> 00:26:03.630
But then you're gonna have to have an execution person.
00:26:03.789 --> 00:26:04.190
You will.
00:26:04.350 --> 00:26:14.269
Whether that's an assistant, whether that is someone that does your admin stuff, whether that is someone that that that's your numbers guy and he and he executes on everything for you, you will have to have that.
00:26:14.750 --> 00:26:18.830
Like that is that is completely fine if that's the road that that you want to go down.
00:26:18.990 --> 00:26:31.630
I'm gonna speak more so to the people that want to be a complete person in every single aspect when it comes to business and profession or personally and professionally, um, because I think that it's it's what we're called to do.
00:26:31.710 --> 00:26:33.630
I think that that's what God would want us to do.
00:26:33.789 --> 00:26:36.590
Um, I think there's a lot of scripture that points to that.
00:26:36.910 --> 00:26:41.950
And I I believe that there's a lot of fulfillment that comes from that as well.
00:26:42.190 --> 00:26:50.509
Um, so there's an extremely popular book um called Atomic Habits, but I'll try to sum it up here in in just a couple minutes.
00:26:50.670 --> 00:26:57.950
But essentially it runs through the idea of, hey, we do small habits consistently and we do them at a very, very atomic level.
00:26:58.190 --> 00:27:00.750
Um, we continue to stack those habits.
00:27:00.830 --> 00:27:07.150
Um, we we continue to grow ourselves, we stack, hey, I suck at being hydrated, I drink water.
00:27:07.310 --> 00:27:11.550
Um next, like in a couple weeks, okay, I suck at going to the gym.
00:27:11.630 --> 00:27:13.710
I I eventually work through that.
00:27:13.789 --> 00:27:15.310
Now I'm drinking water and going to the gym.
00:27:15.470 --> 00:27:15.870
Beautiful.
00:27:15.950 --> 00:27:17.070
That's that's that's great.
00:27:17.310 --> 00:27:21.870
Or in business, it could be, hey, I I suck at holding people accountable.
00:27:22.029 --> 00:27:24.350
Okay, so we are we're gonna work on that piece first.
00:27:24.509 --> 00:27:28.509
And then while we're holding people accountable, we're also gonna make sure that we are developing them.
00:27:28.670 --> 00:27:32.029
So we're doing two things now extremely successfully.
00:27:32.190 --> 00:27:36.750
We start it with one one thing and we start it at extremely micro level.
00:27:36.990 --> 00:27:42.029
Um Would you real quick before you move before you move on, would you call that like a keystone habit?
00:27:42.190 --> 00:27:50.190
Like do you when you coach people, do you do you start them with one keystone habit that m then once they get that going in their life, that becomes a jumping off point of new habits?
00:27:50.269 --> 00:27:51.550
Is that the way you coach it?
00:27:51.950 --> 00:27:52.269
100%.
00:27:52.830 --> 00:27:53.230
100%.
00:27:53.710 --> 00:27:59.070
I think you have to do it that way, or else I don't think that you'll have buy buy-in from any single person.
00:27:59.390 --> 00:28:02.990
Um because that that literally goes back to the topic today.
00:28:03.230 --> 00:28:08.190
Um you have to execute in one area first, um, and then we can kind of build off of that.
00:28:08.350 --> 00:28:20.029
So that is literal execution in practice, is is you creating a Keystone habit, you being damn good at it, um, and then you holding that and holding it like well, and then adding another habit on top of it.
00:28:20.190 --> 00:28:25.950
Uh, but one of the other ideas from the book is that there is friction in every single area of our lives.
00:28:26.110 --> 00:28:33.550
Um so there are things that we are naturally inclined to do, there are things that we are not inclined to do for the things that you may not be inclined to do.
00:28:33.710 --> 00:28:41.550
So for me, it's it's going through the P ⁇ L, it's going through the numbers, it's it's looking at the Excel sheets, it's it's all those things.
00:28:41.789 --> 00:28:53.950
Um if I push through that friction for a period of time, and then I'm able to up level those skills, and I I get better at doing those things, I will be more likely to do those things in the future.
00:28:54.110 --> 00:28:57.230
The business will be more successful short-term and long term.
00:28:57.470 --> 00:29:02.110
Um, and it changes the entire trajectory of the business.
00:29:02.190 --> 00:29:12.269
Um and it starts with you doing one extremely small thing, and then you building upon that, and then watching that thing then take off exponentially.
00:29:12.430 --> 00:29:28.670
But I promise you, there's one area in business, and no one likes to admit this, but there is, there's one area of your business where you are actively avoiding, or maybe you're not prioritizing, and it's just because it's something that you don't know how to do or you don't want to do.
00:29:28.990 --> 00:29:36.029
Um, oftentimes people struggle because they don't have the necessary knowledge or resources to actually go do something.
00:29:36.269 --> 00:29:52.670
Um, so Jason, I'm actually gonna I'm uh I'm gonna use an example, um, I'll leave the name out, but uh, there was a um a person at work that I was developing, and he got a ticket, and like he literally did not know how to pay it.
00:29:52.750 --> 00:29:55.470
Um and he didn't want to pay it because paying tickets sucks.
00:29:55.630 --> 00:29:58.269
And it wasn't for anything bad, it was just a dumb mistake.
00:29:58.430 --> 00:30:07.070
Um and so he let that ticket sit for approximately two months, and we're getting close to like when this, like when the payment's actually due and all that good stuff.
00:30:07.230 --> 00:30:08.350
And then so I broke that down.
00:30:08.430 --> 00:30:10.190
I'm like, so why did you not pay the ticket?
00:30:10.269 --> 00:30:11.470
Like, you know you need to do it.
00:30:11.550 --> 00:30:12.990
There's no way of you avoiding that.
00:30:13.230 --> 00:30:17.710
The consequences if you don't pay it are pretty severe, so like we need to pay the ticket.
00:30:17.950 --> 00:30:24.430
Um and eventually he pays it, but it took that conversation to get him there because there was so much friction in the area.
00:30:24.590 --> 00:30:32.350
It's something he's never done before, so he would have to go online, search how to do it, figure out all the stuff, and it's also something that he did not want to do, reasonably so.
00:30:32.590 --> 00:30:33.550
And I'll give away the name.
00:30:33.630 --> 00:30:34.430
It was Isaiah.
00:30:34.670 --> 00:30:35.789
Yes, it was me.
00:30:35.870 --> 00:30:40.190
And I was this was in a meeting with myself that I figured this out.
00:30:40.830 --> 00:30:42.509
He does a lot, and we all find it really weird.
00:30:42.830 --> 00:30:42.990
Yeah.
00:30:43.150 --> 00:30:46.509
But hey, I paid the ticket, so that helped the business, right?
00:30:46.910 --> 00:30:47.870
Um yeah.
00:30:49.550 --> 00:30:51.230
Yep, yeah, hundred percent.
00:30:52.190 --> 00:30:52.990
Man, you're good at this stuff.
00:30:54.269 --> 00:30:54.430
Yeah.
00:30:54.590 --> 00:30:56.430
Hey man, you you just hyped me up.
00:30:58.110 --> 00:30:59.310
But anyway, continue.
00:30:59.630 --> 00:31:07.470
But that, like like pushing through the difficult thing and then also learning how to do it makes you more of a complete man.
00:31:07.630 --> 00:31:10.190
And it makes you more of a complete leader as well.
00:31:10.430 --> 00:31:16.430
Um so I heavily encourage someone to figure out what that area is for you, because I guarantee you there's one.
00:31:16.670 --> 00:31:20.590
Attack it and attack it with some ferocity, and then execute on that damn thing.
00:31:20.670 --> 00:31:33.870
Aaron Powell Yeah, and I think that's one of the the this is not uh an execution point I'm making here, but it they're they're definitely uh related, and that is that's one of the best ways to build slash hurt confidence, right?
00:31:33.950 --> 00:31:45.470
That's you know you hear this thrown around a lot, but man, is it true that that your ability to keep the promises you make to yourself will have a big impact on how confident you feel and how confident you are a as a human, right?
00:31:45.710 --> 00:31:50.029
So anytime you I'll answer it's it's everything.
00:31:50.269 --> 00:31:50.509
Yeah.
00:31:50.670 --> 00:31:50.830
Yeah.
00:31:51.070 --> 00:31:51.470
It is everything.
00:31:51.710 --> 00:31:54.590
It is 100% when it comes to confidence.
00:31:54.750 --> 00:31:57.630
And when it comes to self-worth, that that's more so given from God.
00:31:57.870 --> 00:32:04.509
But for for confidence, it's you holding yourself accountable to what you said that you would do or or or what you wanted to do.
00:32:04.750 --> 00:32:07.789
Right, because your brain keeps score and it knows when you do and do not execute.
00:32:07.870 --> 00:32:11.789
And the and when you uh every time you don't execute, it keeps score.
00:32:11.950 --> 00:32:14.190
And every time you do execute, it keeps score.
00:32:14.350 --> 00:32:20.190
So if you want the score to be tilted in the right direction, make sure you're executing at a much higher clip than you're not executing.
00:32:20.430 --> 00:32:30.750
And I think that that that is, you know, when I coach confidence, I know Isaiah is the same, it's a big topic that I coach and him as well, because it is the it is the precursor to being great at so many things.
00:32:30.990 --> 00:32:31.550
It's really weird.
00:32:31.630 --> 00:32:34.190
It's kind of like that, you know, the chicken or the egg thing.
00:32:34.269 --> 00:32:37.470
Does confidence come before greatness or greatness before confidence?
00:32:37.550 --> 00:32:46.590
And there's a lot of intertwinings in that that we could break down in another episode, but at the same time, your ability to keep the promises you make to yourself and execute will dictate the level of confidence that you have.
00:32:46.670 --> 00:32:48.830
Because every time you fail to do so, the brain knows.
00:32:48.990 --> 00:32:56.509
And then you'll question yourself, you'll start to lose belief in yourself, and that will then feed into other areas where you'll stop executing.
00:32:56.750 --> 00:33:17.789
So uh before we wrap up this episode, I want to you know pull it back to to the business world for one second, and and I want to touch on okay, there's two main reasons that we'll talk about execution, and and uh uh well, there's three reasons, but I've already touched on one of why leaders, business owners, entrepreneurs, people like that, why they don't execute at the level they should.
00:33:17.950 --> 00:33:23.470
Because I think if I pulled anybody in a room right now and said, hey, should you execute at a high level, any of those kind of people, they would all say yes.
00:33:23.550 --> 00:33:26.029
They would agree with the the concept and the notion.
00:33:26.269 --> 00:33:34.509
But one of the reasons is is is there's a an addictive quality to new ideas and that dopamine hit that comes from that.
00:33:34.750 --> 00:33:47.630
I think that a lot of times in business, business is hard, so we fail, or we we're not uh performing, or the business isn't performing to the level we want it to, so we abandoned the fundamentals because we we make a panic move, right?
00:33:47.789 --> 00:33:48.990
We gotta go find something new.
00:33:49.150 --> 00:33:58.590
I need a new product line or or or a new uh revenue stream or a new marketing idea, or new like we want new, new, new, because we we think new is the thing that's going to fix it.
00:33:58.750 --> 00:34:01.070
So that's the second reason they they fail to do so.
00:34:01.150 --> 00:34:03.470
And the third is is a lot of times it's ego.
00:34:03.630 --> 00:34:08.429
And people believe that that ideas are what make them look good or what make them look smart, right?
00:34:08.509 --> 00:34:16.829
You go into any meeting, and there's gonna be a lot of times just subconscious beliefs that if I have these great ideas, everyone is gonna say, hey, look how smart I am.
00:34:16.909 --> 00:34:23.949
I don't I'm not saying everybody falls in this category, but there's a subset of people that do that they like the ego stroke that comes with having new ideas.
00:34:24.110 --> 00:34:27.230
And the reality is new ideas aren't what make you smart.
00:34:27.469 --> 00:34:29.469
Execution is what makes you effective.
00:34:29.630 --> 00:34:31.550
And being smart is an irrelevant metric.
00:34:31.710 --> 00:34:35.150
Effective is what we're looking for, and execution is what actually makes you effective.
00:34:35.389 --> 00:34:43.630
So as a business person, as a leader listener to this, I would I would invite you to to look back and say, okay, where am I not executing at the level that I should?
00:34:43.789 --> 00:34:44.909
Why am I not executing?
00:34:45.070 --> 00:34:46.990
Was it a panic move because we're not doing well?
00:34:47.150 --> 00:34:51.150
Was it because I just am addicted to the idea of having new ideas?
00:34:51.309 --> 00:34:54.030
Or is it because I think that new ideas make me look good?
00:34:54.110 --> 00:35:04.909
And this is where having the humility, you know, a little bit um oxymoronic there, I guess, but having the humility to admit those things and having the self-awareness to admit it uh comes in.
00:35:05.150 --> 00:35:10.829
Uh I say I'll get your thoughts on that, then we'll close out with some some things you can do to be better at execution.
00:35:11.150 --> 00:35:18.110
Yeah, I think the the I'll just label the um metaphorical guy here, the new idea guy.
00:35:18.269 --> 00:35:27.470
I think the new idea guy um can almost be manipulative sometimes because it's like, hey, I I have this brand new thing, I'm I'm gonna roll it out, it's gonna be great, or I'm gonna change everything.
00:35:27.710 --> 00:35:33.389
And then we get down like a month or two later, we for like people are starting to forget about the thing.
00:35:33.470 --> 00:35:36.590
Um, it doesn't actually happen, there's no benefits from it.
00:35:36.750 --> 00:35:42.510
And then all of this all of a sudden when things are starting to look bleak, the new idea guy comes back and he has a new idea.
00:35:42.670 --> 00:35:46.510
And then we all like jump on chip with that, and like, let's go.
00:35:46.670 --> 00:35:52.110
And then you just kind of continue in this cycle, but it's really just your your tires kicking in the sand.
00:35:52.349 --> 00:35:54.190
You're you're not actually moving at all.
00:35:54.430 --> 00:35:57.230
You were just staying in in the same spot consistently.
00:35:57.389 --> 00:36:08.510
And uh, it's it's fun to have new ideas and it it's always like it's it's I think it's always exciting whether you are that guy or not that guy when you do come up with something.
00:36:08.590 --> 00:36:12.430
But I would just challenge you to make sure that there's actually a benefit to those ideas.
00:36:12.670 --> 00:36:15.789
Because without that, there's truly no reason for the idea.
00:36:15.950 --> 00:36:24.750
Um, the only reason that you would form something or or enact a new system process, whatever it is, um, is to achieve a result.
00:36:25.070 --> 00:36:29.230
Um so check yourself, make sure that that you are actually getting the results.
00:36:29.389 --> 00:36:34.590
And then I would, I would, I mean, you can if it's a quantifiable result, look at those numbers.
00:36:34.750 --> 00:36:44.110
If it's something that's not quantifiable, then I'm always gonna advocate that you ask your team what those things are and and help them hold you accountable to that new idea.
00:36:44.430 --> 00:36:47.710
Yeah, I like that last thing you said because we talk about leaders, you know.
00:36:47.869 --> 00:36:52.269
I'm gonna tell you right now, there there is a place for new good ideas, obviously in business.
00:36:52.349 --> 00:36:53.150
We need we need those.
00:36:53.309 --> 00:36:55.389
This isn't the absence of new ideas.
00:36:55.550 --> 00:37:01.230
This is understanding when a new idea is needed and not needed versus what execution is needed.
00:37:01.470 --> 00:37:03.789
And if you think, well, how am I supposed to know that?
00:37:03.869 --> 00:37:05.630
Well, welcome to development, right?
00:37:06.269 --> 00:37:11.789
You want to be a great business owner, learn those things, figure out how to be good at that kind of discernment and that kind of decision making.
00:37:11.950 --> 00:37:14.829
And if you don't know how, surround yourself with people who do know how.
00:37:14.990 --> 00:37:22.190
Um but at the at the end of the day, executors will trample over idea guys every single time.
00:37:22.430 --> 00:37:29.950
So every every mama's basement entrepreneur has ideas, but not everybody executes those ideas.
00:37:30.030 --> 00:37:34.349
And that's what really separates the ones who stay in mom's basement and the ones who go thrive in the world.
00:37:34.590 --> 00:37:38.430
So with that being said, Is there some bad width living in mom's basement?
00:37:38.670 --> 00:37:39.389
For you, it's not.
00:37:39.550 --> 00:37:41.389
For you it works out, it seems to work out pretty well.
00:37:41.710 --> 00:37:41.950
Yeah.
00:37:42.110 --> 00:37:44.030
You seem a little judgmental, so I was just wondering.
00:37:44.349 --> 00:37:44.829
A little.
00:37:44.990 --> 00:37:45.470
A little.
00:37:45.630 --> 00:37:49.230
However, at 26 years old with a wife and a kid, I just think it's time.
00:37:49.309 --> 00:37:53.150
And that's what this whole podcast was aiming towards was getting you out of mom's basement.
00:37:53.550 --> 00:37:53.950
Gotcha.
00:37:54.269 --> 00:37:59.070
I mean, she has AC, like it's a it's a nice there's a nice bed down there.
00:37:59.389 --> 00:38:00.430
I know it's rent-free.
00:38:00.510 --> 00:38:02.670
She makes all your meals for you, she does your laundry.
00:38:02.750 --> 00:38:03.230
It's a good deal.
00:38:03.309 --> 00:38:06.510
I'm not saying it's a hell of a deal.
00:38:06.829 --> 00:38:11.389
But I'm offering the idea that maybe your confidence will grow a little bit if you went out and did this on your own.
00:38:11.630 --> 00:38:12.190
Just a thought.
00:38:12.510 --> 00:38:12.829
Hmm.
00:38:13.150 --> 00:38:13.470
Okay.
00:38:13.630 --> 00:38:15.309
And I I will take that as a thought.
00:38:15.550 --> 00:38:16.269
No, you no, you won't.
00:38:16.510 --> 00:38:17.789
We'll put on the board.
00:38:18.430 --> 00:38:20.670
Your board of ideas that's already massive.
00:38:20.829 --> 00:38:21.550
Yeah.
00:38:21.950 --> 00:38:22.269
Yep.
00:38:22.510 --> 00:38:26.110
Now for those who don't know Isaiah, obviously he does not live at home with his mama.
00:38:26.430 --> 00:38:35.150
Um, but however, I want to do I do want to talk about a couple things that that you can leave with and take away with you today to be better at execution.
00:38:35.389 --> 00:38:45.150
Um and and a saying that I heard one time is is the relentless execution of unsexy fundamentals done longer than seems reasonable.
00:38:45.309 --> 00:38:46.349
That's really what it is.
00:38:46.510 --> 00:38:54.349
So it is the relentless execution of unsexy slash boring fundamentals, and you do those longer than seems reasonable.
00:38:54.750 --> 00:38:56.670
And that is what the greats do.
00:38:56.829 --> 00:38:59.550
And I would ask you, anybody who's listening, are you doing that?
00:38:59.710 --> 00:38:59.950
Right.
00:39:00.030 --> 00:39:04.110
And and and I I don't ask that question judgmentally, because I've been guilty of it.
00:39:04.349 --> 00:39:09.710
So it's something that I think that if we're not careful, if we don't have the awareness around, we will all fall victim to.
00:39:09.869 --> 00:39:11.950
So are you doing the the fundamentals?
00:39:12.030 --> 00:39:13.710
Are we bailing on ideas too soon?
00:39:13.789 --> 00:39:14.590
Are we panicking?
00:39:14.670 --> 00:39:16.110
Are we making bad decisions?
00:39:16.349 --> 00:39:24.430
And I wrote down three questions you can ask yourself to decide if this is something you suffer from, or if there's a better way for you to do it.
00:39:24.510 --> 00:39:31.550
And number one is uh before a new idea is allowed, a leader needs to ask how we fully executed the last one.
00:39:31.710 --> 00:39:33.550
Is the thing we were working on complete?
00:39:33.710 --> 00:39:34.510
Is it time?
00:39:34.670 --> 00:39:39.710
Now, the caveat to this is there is and this comes back to discernment and this comes back to decision making, right?
00:39:39.789 --> 00:39:42.349
Those are some of the gray areas that are really challenging.
00:39:42.430 --> 00:39:45.950
And this is why not everyone's a great business owner and why not everybody's a great leader.
00:39:46.110 --> 00:39:53.150
But there is times when we have an idea that we have kind of beaten to death and it's just not working, and we have to have the wisdom to know when to cut the cord on that.
00:39:53.309 --> 00:39:57.389
But broadly generally speaking, have you fully executed the last idea?
00:39:57.550 --> 00:40:02.349
Number two, is the is the thing that you're working on actually broken, or are you just bored?
00:40:02.510 --> 00:40:04.110
Are you tired of working on this thing?
00:40:04.349 --> 00:40:06.750
And I see this a lot with with marketing and things like that.
00:40:06.909 --> 00:40:16.190
We kind of, you know, uh we want to find the new flashy thing because maybe what was working is boring to us and we want, you know, to to alter things or change things.
00:40:16.269 --> 00:40:19.710
Well, maybe it's not necessary, but maybe it is, but again, we have to have the discernment.
00:40:19.869 --> 00:40:23.789
And then lastly is are we escaping discomfort or are we solving a real problem?
00:40:23.950 --> 00:40:34.510
So a lot of times if we have an area the business isn't doing the business that isn't doing well, or an area we haven't paid enough attention to, you know, we we convince ourselves that it's okay to leave this over here.
00:40:34.670 --> 00:40:42.829
And one of the ways we convince ourselves is by just telling ourselves we're not good at it, so I'm not going to focus on that, and I'll go focus on the new idea or the big uh thing that I'm good at.
00:40:43.070 --> 00:40:49.470
And what ends up happening is the foundation of the business starts to crack because you're not focusing on the things that you need to.
00:40:49.630 --> 00:40:51.869
So have you fully executed the last idea?
00:40:52.030 --> 00:40:54.909
Is the thing that that you're moving away from actually broken?
00:40:54.990 --> 00:40:56.030
Are you just boring?
00:40:56.190 --> 00:40:59.470
And are you escaping discomfort or are you actually solving a real problem?
00:40:59.710 --> 00:41:02.909
And uh put yourself through that that those list of questions.
00:41:02.990 --> 00:41:04.829
And again, there's a thousand ways to attack this.
00:41:04.909 --> 00:41:07.550
I'm just trying to give you a couple to chew on to take away with you.
00:41:07.710 --> 00:41:10.349
And the last one is this, and I and then I'll let Isaiah close this out.
00:41:10.430 --> 00:41:14.990
The last one would be something I work with him on, I work with a lot of clients on, is time blocking, right?
00:41:15.070 --> 00:41:20.349
And we talk about the the five Fs and we talk about uh you know executing in your business.
00:41:20.510 --> 00:41:42.670
A lot of times that comes down, especially for the leader, especially for a CEO type, especially for any C-suite type, or especially for uh uh a business owner, entrepreneur, is time blocking is such a valuable thing to do because it assigns the time to do the thing instead of leaving it up to your own discretion when life is usually pretty damn chaotic.
00:41:42.909 --> 00:41:49.789
So if we wait to the end of the day and we'll or we'll fit a workout in when we have a minute, we're never gonna fit it in.
00:41:49.950 --> 00:41:50.110
Right?
00:41:50.269 --> 00:41:54.510
If we are going to develop our team, when we find a free minute, we're never gonna find that free minute.
00:41:54.909 --> 00:42:01.630
If we're gonna read the reports and get be on top of our numbers when we find a, you know, the the space in our week to get it done, then we're never gonna get it done.
00:42:01.789 --> 00:42:06.990
But if we have assigned times in our week to get these things done, we have a much higher likelihood of getting them done.
00:42:07.150 --> 00:42:10.190
So, you know, for a Monday morning, you might time block 8 a.m.
00:42:10.269 --> 00:42:10.829
to 10 a.m.
00:42:10.990 --> 00:42:18.990
is reading reports from the last week and and you know, maybe put some buffer in there, but 10.30 to noon, I'm gonna do one-on-ones with my team.
00:42:19.150 --> 00:42:23.710
And, you know, um maybe from 12 to 1, I'm gonna eat lunch and go to the gym.
00:42:23.789 --> 00:42:28.190
Again, making these things up, you've got to uh figure out how to how to do it best for yourself.
00:42:28.269 --> 00:42:33.550
And then one of the pushbacks I get on this is well, maybe things are too unpredictable, or what happens if I don't get the thing done?
00:42:33.630 --> 00:42:35.630
And that's when you schedule in buffer time.
00:42:35.710 --> 00:42:37.070
So maybe Tuesday from 8 a.m.
00:42:37.230 --> 00:42:42.190
to noon is buffer time, and that's the time you go back and and finish the things maybe you ran out of time to complete.
00:42:42.349 --> 00:42:54.670
But again, this is a a methodology that's easier to coach uh in more uh in-depth when when and not at the end of a podcast episode, but you could probably Google it, use Chat GPT or something to figure out how to time block effectively.
00:42:54.829 --> 00:43:10.590
And if you start to put these things into practice, ask yourself the right questions, understand the importance of execution, and time block your days, you will be a much higher level executor and you will not fall into the trap of just being an ideas guy, and then your success will will mirror that in profound ways.
00:43:10.909 --> 00:43:12.110
Completely echo all that.
00:43:12.269 --> 00:43:16.909
Time blocking is huge and it has absolutely transformed my life.
00:43:17.070 --> 00:43:22.190
I think you and I could probably do an entire episode um on how to actually do them.
00:43:22.349 --> 00:43:22.670
Yeah.
00:43:22.750 --> 00:43:25.230
Um, and then like the effects of it as well.
00:43:25.389 --> 00:43:27.230
I think that that that may be worthwhile.
00:43:27.470 --> 00:43:32.750
But one thing I'll I'll leave, and this is for the people that have the intention but struggle with the execution.
00:43:32.909 --> 00:43:37.869
Um, and this is one system that you could implement that you will have to execute.
00:43:38.030 --> 00:43:43.550
So we always have to like at some point you will have to execute one system, you will have to hold the line on it.
00:43:43.950 --> 00:43:50.909
So if you struggle with the execution part of everything, I would encourage you to start with an AAR, which is an after action report.
00:43:51.070 --> 00:43:59.550
But hey, we set that we were gonna do this system on February 1st, and we want to go and see how this works until February 28th.
00:43:59.710 --> 00:44:06.430
Okay, on February 28th, we should have a form, you can do a Google forum, you can do whatever you want to, that asks like a few simple questions.
00:44:06.590 --> 00:44:08.510
One could literally be, did the system work?
00:44:08.750 --> 00:44:16.349
Two, could literally be are there any measurable or quantifiable results that we can point back to to say that the system worked.
00:44:16.510 --> 00:44:23.869
Um, and three, you can make it any number of things that hold you accountable to making sure that that system process, whatever it is, actually worked.
00:44:24.110 --> 00:44:26.430
Um, but you do actually have to do that.
00:44:26.829 --> 00:44:29.230
That system in itself for it to work.
00:44:29.470 --> 00:44:33.630
Um, so I'd just heavily advocate you have to start with execution somewhere.
00:44:33.869 --> 00:44:34.909
Pick a spot, go.
00:44:34.990 --> 00:44:36.269
I think that's a great place to start.
00:44:36.510 --> 00:44:36.829
I love it.
00:44:36.990 --> 00:44:42.909
And just remember, you cannot out-idea your way from being a high-level executor, right?
00:44:42.990 --> 00:44:47.630
You it's like that you can't out exercise a bad diet, you can't out-idea bad execution.
00:44:47.789 --> 00:44:54.909
So just remember that and and then try to put some of the things into practice that we discussed today, and uh let us know how it goes, and we'll wrap it up there.
00:44:55.150 --> 00:44:57.230
And as always, we appreciate you listening.
00:44:57.309 --> 00:45:01.470
And if you are so inclined, please leave us a review, let us know how we are doing.
00:45:01.630 --> 00:45:09.309
And um also if you guys need more help with this and you want to reach out for coaching, uh, you can reach out to me, jason at jasengoggins.com.
00:45:09.389 --> 00:45:10.750
That's G-O-G-G-A-N-S.
00:45:10.909 --> 00:45:12.430
And Isaiah, where can they reach out to you?
00:45:12.590 --> 00:45:14.829
It's gonna be bronze serpentleadership.com.
00:45:14.990 --> 00:45:15.230
Perfect.
00:45:15.389 --> 00:45:15.550
Love it.
00:45:15.630 --> 00:45:19.150
And yeah, if you want to go to my website, it's blackwolfleadership.com.
00:45:19.309 --> 00:45:21.950
So if you need help, further help, you can always reach out to us.
00:45:22.030 --> 00:45:22.909
We're happy to do so.
00:45:22.990 --> 00:45:25.470
And until then, we will talk to you guys next week.