Ep. 106: Managing Commitments for Stress-Free Productivity with Bob Hendriksen

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This is the way to wealth.
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It's how it's clear.
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Let's get to it.
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This is the way to wealth.
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Hey everyone.
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Welcome back to the way to wealth.
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You know the deal.
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It's about making money simple.
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And the reason is so you can fully live and do it today.
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And you also know wealth and money is really well-being, is what we're chasing.
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And so that leads me to this week's guest who's been a friend for years.
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It's been a little bit since we talked, Bob.
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And let me just start with welcoming Bob Hendrickson to The Way to Well.
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Thanks for coming on and sharing some of your wisdom.
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Sure.
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Good to reconnect.
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Yeah, man.
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It's been a bit.
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We were just talking before I hit record.
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It's been a uh a little bit since we've connected, but uh we work together and we're introduced.
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Bob's um background, and I'm gonna let him fill this in because I think it's a meaningful story.
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It gives you context and you know why he's doing what he's doing now.
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Uh, but for years he's led uh the operation, he's uh the role has been operations director for Stillcase.
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So he's been leading the U.S.
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operations and four facilities for a large company, Stillcase, which I'm sure you've all heard of.
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And well, that's a big job and role.
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But what's really interesting to that, or additionally interesting, is how he does that and some of the best practices he uses to manage his own life and a company of this of this size.
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And I knew this, it's how we connected years ago.
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And I'm, you know, probably through Vern Harnish and John Anderson.
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And I think John Anderson was actually the person introducing, but we probably had Vern in common.
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And then turns out Paul Akers as well as a mutual friend and someone uh I'm a fan of with two second lean.
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So so, so with that, maybe start with that.
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I mean, you have an interesting story of how you got introduced to the idea of constant, never-ending improvement and an operation methodology to hold this um idea managing your life and best practices.
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And without taking the punchline, what I'll say is years and years ago, I read a book by David Allen, which I was blanking on his name a minute ago.
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And I really liked the idea of uh his work and what he put together.
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Um, but it was a bit overwhelming, like how to implement this getting things done is the methodology of the book he wrote.
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And when I met Bob, he really synthesized and simplified that.
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So without letting it all out of the bag, let me just turn it over to you, Bob, to share a little bit of context of how you got to what you're what you're up to now.
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And uh we'll we'll fill in some of this getting things done methodology by David Allen and and how you do it.
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Sure.
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Thanks, Scott.
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So yeah, I'm Bob.
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Um I am in West Michigan in Grand Rapids, Michigan, born and raised here, born into a steel case family.
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So steel case is the largest office furniture maker in the world.
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My dad had started with the company a couple years before I was born, and he would always tell people he got all six kids of his six of his kids hired at Steel Case, which is true.
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But a couple of my sisters just worked summer help while they were in college, kind of thing.
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But it was my destiny to start with the company.
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So in 1988, right out of high school, I started with Steelcase, and so I started on the production floor building file cabinets, and that became kind of boring pretty quick.
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So I got into different leadership roles and stayed within operations, other than launching a couple products over the years, but from an operations perspective, and Steelcase is unique in that we make everything to order order, so most of what you see around you is made to stock, where Steelcase only makes things once we get an order from the customer, and we do that in pretty short order, just a few weeks, and we have a lot of complexity.
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So the need to execute at a high level is very heightened in a business model like ours.
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A lot of complexity, short lead time, everything make to order.
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So you got to manage your supply chains very well, you got to manage your labor and have the right amount of everything, or you don't get everything out.
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So that's what I kind of grew up doing and leading.
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And in the late 90s, early 2000s, I got into lean manufacturing.
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I was introduced to the Toyota production system.
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We hired a few ex-Toyota coaches to come in and help us because we had gone through this period of exponential growth where we were when my dad started in 1968, we were about a 200 million dollar company.
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By 2000, we hit 4 billion and we we stuck hung out our shingle in 1912.
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So steady growth and then just hockey stick.
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So to handle that growth, we built a bunch of factories, and by 2000, we had 16 million square feet under roof.
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So to put it in perspective, a million square feet is about 20 acres.
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So if you know anybody that's got a 10-acre farm, two of those is one million square feet.
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We had 16 million square feet to handle that four billion in revenue.
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That was our peak revenue, and then the bottom fell out because of the dot-com bubble burst and the Enron and WorldCom scandals and all that, and 9-11.
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So we lost our whole industry, we lost about half of our revenue, and we started choking on our fixed costs because these plants are very expensive to run.
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So to save the company, we got into lean manufacturing, and uh we got big into it, and I was in the right place at the right time and started learning that and learning about different operating models and management systems.
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A lot of lean management systems years later was introduced to Paul Akers and kind of his spin on lean, which I say to this day is the best version of lean out there, because it really engages all the employees, all the frontline workers to make small improvements every day.
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And so we got into lean, and along the way, I learned about this getting things done method as well.
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A friend of mine had given me the book, my friend Russ, and he said this book will change your life.
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He said, You can run your whole life on this guy's concepts.
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So I read the book.
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I actually listened to the book on audio cassette in like 2002.
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And uh you're dating yourself, yeah.
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And I said, you know, this is just common sense, write things down, and then he's got this like decision tree that I I had a copy of the book too.
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And but like you, it was a little bit hard to implement, like it made sense, it made total sense, but it's like, how do you execute it?
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How do you how do you do it?
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And about 10 years later, 2011, I was a plant manager of one of our factories that made chairs, 5,000 chairs a day.
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So you might be sitting in one, and you know, I was working long hours, I had a young family, and I was you know, experienced a lot of stress, and my team was as well.
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And I had an HR guy say, you know, we should like do some lunch and learns or a book study or something on time management or whatever, because this is not sustainable, you can't be working all these hours, your family needs you home.
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So I reread the book about 10 years after my first pass, and I said, Man, I think there's more to it than I thought.
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And I committed to do everything that this David Allen guy said.
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I said, if we're gonna do a lunch learn on it, I want to actually be doing it, so I'm gonna start practicing it, and then we'll bring the team in.
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So I started doing it, and that was you know, 14 years ago, and it has held water through all of that, and so including sort of you know, and then I got bigger rolls and bigger rolls, and eventually running the whole region with you know, a couple thousand employees.
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We're making 400,000 pieces of furniture a week, all made to order, short cycle, and through COVID, including all the supply chain shortages, which which spiked like 20 times what was normal, you know, because of the gridlock and long beach and and and all of that.
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And the system held water through all of that because I had I had a tight rein on my commitments.
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At that, you know, when I first went through it, I thought it was time management, but over time I learned you know, you can't really manage your time, time's just running along, right?
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All you can manage is your choices on how you allocate your action choices and your commitments.
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Like I made a commitment to you, Scott, that I was gonna spend some time with you and catch up and do this podcast.
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I made that choice relative to other choices of how I could spend this hour.
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So, but I and I want to keep this commitment to you because I value our relationship.
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So I'm like, okay, it's all about commitment management.
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And through my career, I just kept making commitments and making bigger commitments and being held to bigger, you know, being accountable for bigger and bigger things and keeping those commitments, and then they would give me more and more and more, but I kept running it all through this trusted system that this David Allen guy figured out 30 years ago or whatever.
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So that's and then we started teaching it at steel case.
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We, you know, I'm not a certified instructor, you know, professional trainer.
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I'm a manufacturing guy that runs big factories, but people started coming to learn how to orchestrate all this, and then more recently we've applied it.
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Well, in the last 10 years, we've applied it at a team level, and we run our whole plants on the GTE method.
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In fact, David wrote another book uh more recently called Team, and he interviewed me for that, and it's how to apply this at a team level.
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So, a long way of kind of getting at a little about my background and some of the things that I'm into, but these systems, you know, people have really cracked the code on some things.
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Paul Akers clearly cracked the code on how to get total participation, how do you get everybody engaged in making continuous improvement to everything?
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David Allen cracked the code on how to keep track of your commitments, and when you have a good track of your commitments, your stress goes down and your productivity goes through the roof.
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And you know, Toyota cracked the code on how to do manufacturing, and you look at companies that are emerging like Tesla and and Lucent and others, you know, they're following those principles that Toyota figured out decades ago, and thankfully they wrote them down.
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So I've I've been really fascinated by that's been my kind of my hobby or obsession over the years.
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You know, you look at the books on my bookshelf, it's not a bunch of fiction, it's Ari Weinswig and Toyota and you know Paul Acres and stuff like that, because it's just so interesting when someone figures out a better way.
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Why wouldn't I try to adopt that, make it my own, but try to adopt that and adopt it in my personal life as well?
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I mean, we have a big family trip coming in the spring where we're taking the whole family overseas, it's a project, we're running it as a team project.
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We do a huddle every other week, you know.
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My daughter is figuring out lodging, my you know, my other daughter has got another piece of the project, and my oldest daughter's boyfriend is figuring out the route that we're doing in Italy, and it's uh it's fun to use these things outside of the work context.
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Nice.
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So you that thank you, uh Bob.
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Yeah, and you know, it fills in color for me too, right?
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Because you just don't always remember, or some of these the points we don't touch on in prior conversations.
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And you know, you had run these this US uh operations of steel case, and then recently, I believe stepped into the continuous improvement lead for Steel Case, which then has created a bit of a side hustle for you, which and I don't when I saw uh say that certainly it's not meant that you're not uh you're running a very large organization and did, and and and so the side hustle is the wrong word.
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But the point is you also have a company action uh management systems, yeah, right?
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So that company, what's the frame there?
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Like, do you have several best practices you focus on?
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I do.
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Okay, I would like it.
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So it sounds like Lean and Paul Acres and uh getting things done with Dave and Allen in your style, but I want to I want to know what is that, what is that frame?
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Sure.
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So think of a compass, and at the at North is self, self-mastery is the true north, right?
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Everything improvement starts with I.
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So that's continuous self-development, having a growth mindset, GTD, a system for keeping my commitments.
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That's all self-mit management, right?
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The East is what what I call harmonizing the team.
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So that's the team dynamics, the huddles, the you know, how do you get everyone rowing in the same direction towards a meaningful goal so that their actions all add up to where you're trying to go?
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Whether it's a family that's taking a family trip to Italy, or whether it's a team or department or or company, you know, how do you get everyone moving together mobilized?
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So harmonize the team is East, South is leverage systems.
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So these are best practices, whether it's top grading or you know, bringing out the best in people, or lean or GTD or you know, any of these best practices where people have proven that there's a better way.
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Vern harnesses system.
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I mean, anyone that has a small company that wants to grow it and keep the wheels from falling off, read mastering the Rockefeller habit, scaling up Vern stuff is the gold standard.
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Any other works around that are knockoffs of Vern stuff.
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And Vern got it from you know, JD Rockefeller, worked pretty good for that guy.
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Um, and then and then West on the compass is deliver the results, whether those results are you know quality, performance, growth, um, financial return, whatever the results are.
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So what I've observed in 37 years of you know running different plants and being involved in the lean community is I've seen that if a if a leader masters their self and their commitments and their own sort of growth and development, and they're able to bring people together and aim them at a common goal and get people working together with healthy team dynamics, and they use a systems-based approach.
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So it's not just all about, you know, a genius in a thousand helpers or even a smart team working together, but they use these best practice systems, then the last one's just gonna happen, you're gonna deliver the results.
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So, action management systems is taking bits and pieces of these principles that work, and I have different modules for each of those points on the compass.
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I like it, and I like the compass.
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Thank you.
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And and I and as I you know listen to this as my memory bank's, you know, going and so I can, yeah, it was like probably 2002.
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Um, at a strategic coach meeting with Dan Sullivan in Toronto.
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Um, I'm sitting with John Anderson and he said, Have you read Rockefeller Habits by Vern Harnish?
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And I'm like, I don't know what you're talking about.
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He's like, it's a great book.
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So I read it, which is my introduction to Vern, and then started going to his conferences where he is such a great curator of best practices, right?
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And to find the best and then to give them and to showcase them.
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He's just really good at that.
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And so, anyway, that that all led to me developing in our the companies I had the four Ps of a sustainable business.
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So purpose, people, process, and profits.
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And so hanging off of each one of those, you can imagine GTD, lean, top grading, Vern scaling up, the uh things, and so yeah, lots of uh synergies here and some pieces of the puzzle, or my memory bank is coming back.
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So thanks for that.
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I love the compass, very aligned.
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And let's dive into GTD more.
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And this is just my pure curiosity because this is something that this is what we worked uh so full disclosure, Bob came in from an introduction from John.
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I don't even remember, Bob.
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2000.
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When was the last time the government was shut down?
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Because you blew me in.
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I landed in DC and it was a ghost town, and I was able to drive my rental car through DC.
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So it was either 17 or 18.
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That's it.
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So I don't want to say how funny is that because how funny it is because here we are again, right?
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So it's like full circle.
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Like we we only meet when the government shuts down.
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So next time it shuts down, know that you and I are doing something.
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We're connecting.
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Hopefully, it's something fun, right?
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We're going for some ski trip or something.
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Uh exactly.
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So, right, you came in, that sounds right, 17-ish.
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Um, and at the office in Maryland in Heggerstown and and laid this out.
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So maybe let's set the frame for GTD, which is David Island Allen's work, and then um let's just start there, and then we'll start synthesizing how someone who has interest may be actually able to deploy this, right?
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And say, how could they manage either their company andor in your case and mine too, both their life with a system like this?
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Sure, sure.
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So I'll explain it the exact same way that I explained it week before last at Harvard Business School.
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So we had a uh steelcase employee that worked for us for a few years that learned from my course there and from working with the plants.
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And she left Steelcase a year and a half ago and went to Harvard, and her classmates started asking her, How does she get all of her assignments done and do extracurricular things and has like zero stress?
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And she said, I learned this method and it changed my life.
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She said it was the most useful skill set she'd learned, and they wanted to know more, and so she was explaining it to them.
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And finally they said, You know, can you get this guy here to teach us?
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So two weeks ago, I'm standing up in front of 160 people in a room that holds a hundred, they're sitting on the floor and and spilling out the doorways, and I put on the chalkboard because they still use chalkboards, old school.
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I put on the chalkboard the word stressed question mark, overwhelmed question mark.
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And I said, Do any of you experience either of these things?
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And every hand shot up, like violently.
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And I and then I asked them, What's the source?
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What's the pattern of why you have stress?
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And so they said some different things, and then somebody right up front says, Too much to do, but not enough time, which was kind of the net out of what other people were kind of shouting out.
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And I said, Well, we all have like an infinite number of things we could could do, should do, would like to do, and we all have the same amount of time, and you can't really manage it, right?
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And they're like, I guess you can't manage time, it's just running along the same for all of us.
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So that's not the source of stress.
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That's a symptom.
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And so I kept kind of prying a little bit, and then I wrote on the board here's the source mismanaging our commitments.
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So our commitments to other people, obviously, these MBA students had assignments to do, they do these case studies, and you know it's it's quite intense.
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But also commitments to ourselves.
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And what I found is people that have these two character traits, I pinned it down.
00:21:41.359 --> 00:21:57.440
If they are high on conscientiousness and they are highly aspirational, if those two things hold true, then the stress goes through the roof if they don't have a tight system for managing their commitments.
00:21:58.079 --> 00:22:01.039
So every entrepreneur is yeah, pretty much exactly.
00:22:01.279 --> 00:22:01.519
Yeah.
00:22:02.000 --> 00:22:12.319
So the countermeasure to that, if if you believe that that's like the pattern of where stress comes from, then the countermeasure is to have a system you trust.
00:22:12.720 --> 00:22:20.319
Because you can think about it, you can only feel good about what you're not doing when you know what you're not doing.
00:22:21.440 --> 00:22:30.799
So I have zero, I mean Scott, zero burden about what I'm not doing right this moment.
00:22:31.200 --> 00:22:31.680
None.
00:22:32.240 --> 00:22:51.440
I am completely present with you having this conversation because all my other commitments are tightly in a system that I trust, that I'll bump into the right thing at the right time, whether it's on my calendar, whether it's in some other trusted bucket that says, hey, you're at home.
00:22:51.599 --> 00:22:52.559
What should I be doing?
00:22:52.799 --> 00:23:02.240
So I always have this feeling that in general I'm working on the right thing, or I'm engaged in the right thing, or I'm putting my attention on the right thing.
00:23:02.640 --> 00:23:09.279
So that's what I explained to them, and then I showed them kind of how to do that, just like I did with you when I came to Maryland.
00:23:09.440 --> 00:23:17.759
You know, I gave you the concepts and some of the you know basic framework and definitions, and then we dove right in and set you up a system.
00:23:17.920 --> 00:23:20.319
And I did that with this group in an hour.
00:23:20.559 --> 00:23:26.799
I jokingly got up there and and Julia is the student, Julia Hubener, total rock star.
00:23:27.200 --> 00:23:31.839
This lady's gonna be, if she's not running a company, she's gonna be running a country someday.
00:23:32.480 --> 00:23:34.319
And that's why all those people came.
00:23:34.480 --> 00:23:39.359
They didn't know me, they just all knew Julia, and they're like, How on earth does she do what she does?
00:23:39.759 --> 00:23:40.400
Rock star.
00:23:40.799 --> 00:23:41.440
Yeah.
00:23:41.759 --> 00:23:45.759
So anyway, that that's what that's what GTD is all about.
00:23:45.920 --> 00:23:56.799
I apply it to my personal life just as much as I do at work, whether it's a family trip or a project to you know, put a patio on our backyard or whatever.
00:23:57.039 --> 00:24:01.759
I just run it all through this trusted system and I just go step by step.
00:24:02.079 --> 00:24:06.960
So one of the terms is next action, and another term is desired outcome.
00:24:07.279 --> 00:24:10.799
So desired outcome is defined as what is done look like.
00:24:11.279 --> 00:24:13.039
Get clarity on the finish line.
00:24:13.200 --> 00:24:14.799
What does complete look like?
00:24:15.200 --> 00:24:27.279
And then it comes down to what are the action steps like not plan for the off-site, but schedule the brainstorm with Scott on topics for the off site.
00:24:27.759 --> 00:24:28.640
They're different.
00:24:30.160 --> 00:24:34.400
So my mind is always just what's the outcome that I'm looking for?
00:24:34.799 --> 00:24:37.359
What are the action steps to move from here to there?
00:24:38.079 --> 00:24:41.119
And then to the finish line.
00:24:41.200 --> 00:24:42.880
That's continuous improvement, right?
00:24:43.200 --> 00:24:45.599
And then once you get there, then there's another there.
00:24:45.759 --> 00:24:55.119
That's why these that's why folks that are highly aspirational and conscientious, that's why they have so much stress if they don't have a good system.
00:24:55.839 --> 00:25:04.559
Because they want to get from here to there, and then once they get there, there's a new there, and then another there, and and they have a heightened sense of drag.
00:25:04.720 --> 00:25:14.079
That's what I felt when my systems weren't were kind of clunky, and and I mean systems for running our factories, systems for running my life.
00:25:14.400 --> 00:25:20.079
If they were not robust enough, you know, I heard this analogy once.
00:25:20.400 --> 00:25:29.039
You know, on your drive in today, I drive an electric car, but on your drive in, you don't think about your transmission, but think of the complexity of what your transmission's doing.
00:25:29.200 --> 00:25:31.839
But you don't think about it because it's a trusted system, right?
00:25:31.920 --> 00:25:34.000
It's engineered, it just works.
00:25:35.519 --> 00:25:36.799
It's kind of like that.
00:25:37.039 --> 00:25:41.759
You got to have a system like that that works for your life, it's just works smooth.
00:25:43.039 --> 00:25:45.039
And that's, I mean, GTD, right?
00:25:45.119 --> 00:25:52.960
So would you consider that um the backbone of your your coaching, let's say, like because it's kind of the backbone.
00:25:53.039 --> 00:25:56.079
Well, it's the it's the frame of how you organize everything, huh?
00:25:56.240 --> 00:26:03.440
Or yeah, it is, but but my my coaching involves a lot of lean, a lot of two-second lean, okay.
00:26:03.599 --> 00:26:07.759
Um, woven in, you know, this concept of value add, right?
00:26:07.920 --> 00:26:16.079
So value add is anything that the customer is willing to pay for, anything that is transforming from here to there.
00:26:16.319 --> 00:26:20.799
So David Allen calls those things next actions towards a desired outcome.
00:26:21.039 --> 00:26:24.799
Ari Weinswig calls the desired outcome a vision, right?
00:26:24.960 --> 00:26:38.960
And he's got his hot pen process and yeah, you know, to move towards the vision, but it's all these same principles, you know, they've just defined them in different ways, but these principles are timeless, they're universal.
00:26:39.359 --> 00:26:51.440
You know, our plant in we've got a plant in Kuala Lumpur, and they run their plant on these lean and GTD and these same principles because they're universally applicable.
00:26:52.400 --> 00:26:56.240
So yeah, I've I've kind of yeah, that makes sense, right?
00:26:56.319 --> 00:27:02.079
So, yeah, you did it, it falls in the compass, but it's of the compass, right?
00:27:02.160 --> 00:27:04.160
And so it's like the operating system.
00:27:04.319 --> 00:27:09.839
Um, yeah, that you use and teach for for someone to run their life and business.
00:27:10.000 --> 00:27:22.000
Um, speaking of Ari, he actually you may know this, but he'd come in and spoke to a financial advisor group, and I know he was like, Yeah, this is a long this is back in I don't know, 2019, something like that.
00:27:22.160 --> 00:27:26.880
Anyway, so yeah, he had come into Baltimore, and so I know he was the before we met for dinner.
00:27:27.039 --> 00:27:35.599
We had not met before, and he was like, What I gotta I was wondering what I was doing coming in to speak to wealth managers or financial advisors, but now that I met you, I get it, and I'm like, Thank you.
00:27:35.839 --> 00:27:38.720
Yeah, thank you that he's such a neat human being.
00:27:38.960 --> 00:27:39.839
He is, yeah.
00:27:39.920 --> 00:27:55.039
I took his his class on visioning, and I had heard so much about him, and I signed up for this class at Zing Train, and I come into the shop one day, and my assistant says, Hey, guess what?
00:27:55.200 --> 00:27:58.720
That class that you were gonna take, you're going tomorrow instead of next month.
00:27:59.039 --> 00:27:59.759
Like, tomorrow.
00:27:59.920 --> 00:28:02.000
She says, Yep, I've already been rearranging everything.
00:28:02.160 --> 00:28:04.319
Ari's teaching the class himself.
00:28:04.880 --> 00:28:10.880
So Zing Train, you know, they got these awesome trainers and stuff, and she's like, Ari's teaching this one, so guess what?
00:28:11.039 --> 00:28:12.079
I got your slot.
00:28:12.240 --> 00:28:13.680
So that's when I met Ari.
00:28:14.079 --> 00:28:14.880
And it was funny.
00:28:15.759 --> 00:28:20.480
He says, uh, we go around and introduce ourselves, and I said I'm Bob Hendrickson.
00:28:20.640 --> 00:28:21.359
I'm from Grand Rapids.
00:28:21.599 --> 00:28:23.759
Oh, Grand Rapids, you know John Anderson?
00:28:25.359 --> 00:28:26.480
I go, I actually do.
00:28:26.559 --> 00:28:28.559
I'm like, everybody knows John Anderson.
00:28:28.880 --> 00:28:29.680
That's so funny.
00:28:29.759 --> 00:28:31.920
That's probably what introduced me to Ari anyway.
00:28:32.000 --> 00:28:34.400
And you can see the rabbit up top.
00:28:34.480 --> 00:28:39.200
So there's I did my first career was a magician in middle school, so I did magic trips.
00:28:39.279 --> 00:28:45.279
So I keep these as a reminder, and I still do, but anyway, do you you may recognize the coloring of the books behind them?
00:28:45.599 --> 00:28:48.160
That's oh, yeah, those are Ari's books.
00:28:48.319 --> 00:28:49.279
Yeah, of course.
00:28:49.519 --> 00:28:50.880
Yeah, yeah, of course.
00:28:52.799 --> 00:28:53.519
So big fan.
00:28:54.000 --> 00:28:54.799
That guy gets it.
00:28:55.039 --> 00:28:56.079
He gets it, that's it.
00:28:56.160 --> 00:28:58.559
And he's conscious too, conscientious and conscious.
00:28:58.720 --> 00:29:02.880
So I I really I really enjoy our conversations, and he's been on the podcast too.
00:29:03.119 --> 00:29:06.079
So cool, you have lots to offer.
00:29:06.319 --> 00:29:10.960
Let's dig a little, so let's if I'm listening to this, I would be curious about GTD.
00:29:11.039 --> 00:29:12.960
And obviously, I'm driving that way, right?
00:29:13.039 --> 00:29:21.599
I know that and recognize it because I'm I still look, my phone, if I were to show you, I go well, there, guess what's pulled up right away?
00:29:21.839 --> 00:29:22.480
Task.
00:29:22.720 --> 00:29:23.200
Why?
00:29:23.440 --> 00:29:26.000
Well, because I learned this from Bob.
00:29:26.160 --> 00:29:29.759
Like when something hits my brain, bam, it goes into task.
00:29:29.920 --> 00:29:39.759
And then uh Pa with his two-second lean showed me how I could set like an auto thing up where I'm in my phone and I can Bluetooth and I goes into my task.
00:29:39.839 --> 00:29:44.559
So that's kind of that's kind of 2.0 next level of uh efficiency stuff.
00:29:44.720 --> 00:29:47.039
So let's frame it someone wants to learn more.
00:29:47.279 --> 00:29:53.440
And I know we're limited as far as how to how much we can do on a podcast, but I want to try to give as much substance as possible.
00:29:53.680 --> 00:29:59.680
You're running, you're you're very effective personally and in business, and like you support.
00:30:00.240 --> 00:30:20.480
Me again, not that you're trying to sell me anything, but when you just say so many things to do, so if you're conscientious and ambitious, well guilty, and I think everyone listening to this is gonna probably say the same, and the idea of less stress, like in today's day and age, I'm gonna everyone, I would think everyone's saying hell yes.
00:30:20.640 --> 00:30:22.240
So, all right, now what?
00:30:22.400 --> 00:30:22.640
Right?
00:30:22.720 --> 00:30:33.119
So, what would you and the first thing could be read the book if they haven't read the book, getting things done so that can give some frame, but then they're likely still gonna be, how do I wrap my arms around this?
00:30:33.359 --> 00:30:34.960
So what would you say?
00:30:35.119 --> 00:30:47.119
And even if it's maybe you have something that you know, like is recorded, or maybe they could consult with you, but anyway, I I want to lay the frame of how people can take steps to actually get some less stress and get some shit.
00:30:48.319 --> 00:30:48.880
Sure.
00:30:49.200 --> 00:30:57.519
So one easy thing that they could do is put my name in on YouTube, Bob Hendrickson, spelled the Danish way, even though I'm Dutch.
00:30:57.759 --> 00:30:59.519
So it's K-S-E-N.
00:31:00.319 --> 00:31:07.200
And and you'll see a talk that I did at one of Paul's conferences a few years ago.
00:31:07.440 --> 00:31:09.519
And it's it's a mini workshop.
00:31:09.680 --> 00:31:14.400
In fact, I described it as the the shortest GTD workshop in history.
00:31:14.640 --> 00:31:27.680
And I think I said something like if you're if you're ever gonna talk in front of 250 people, don't ride shotgun with Paul Akers because it'll blow up your presentation 15 minutes before with 20 improvement suggestions.
00:31:27.920 --> 00:31:28.960
So right.
00:31:29.680 --> 00:31:35.039
So anyway, you can find that, and it's just kind of a mini, it doesn't deep dive on any of the topics.
00:31:35.279 --> 00:31:37.200
Um but then you can reach out to me.
00:31:37.440 --> 00:31:43.759
And Scott's got my Bob, it's easy, bob.improve at gmail.com.
00:31:44.400 --> 00:31:49.119
And you know, I'll do a Zoom call with anybody, talk to anybody about this stuff.
00:31:49.519 --> 00:31:51.200
I love helping people with this.
00:31:51.440 --> 00:31:55.279
My life purpose is help others thrive.
00:31:55.680 --> 00:31:57.119
Help others thrive.
00:31:57.359 --> 00:31:59.680
And there's a quick story behind that.
00:32:00.000 --> 00:32:21.839
My wife Kristen and I go to a 25th anniversary, sort of recommitting their vows, and we sit next to a couple, and their daughter is friends with my daughters, my daughter Taylor, and the mom just couldn't wait, she was beaming to tell me something, and so we're waiting for the service to get going.
00:32:22.000 --> 00:32:27.039
And she says, You know, I asked Taylor because we hadn't seen him in years, how's how's your dad doing?
00:32:27.200 --> 00:32:36.160
And Taylor and Taylor told me, My dad is thriving, my dad is thriving, and she said, I thought that was so cool.
00:32:36.480 --> 00:32:41.119
And my wife says, He is, you know, he's just he's having so much fun.
00:32:41.359 --> 00:32:43.279
Life is just thriving.
00:32:43.359 --> 00:32:46.880
So I'm like, Well, I want that for everybody around me, yeah.
00:32:47.119 --> 00:32:51.440
So, yeah, and that's an amazing way for the for your daughter and wife to say that, right?
00:32:51.519 --> 00:32:52.960
So that's a great testimony, right?
00:32:53.039 --> 00:32:56.400
I mean, that's way that's better than me giving it to you or John Anderson, right?
00:32:56.480 --> 00:32:57.680
So that's as good as it gets.
00:32:57.759 --> 00:33:01.680
So yeah, it's great to hear that, and that's always been my sense when we connect, right?
00:33:01.759 --> 00:33:06.640
Is that you eat your own cooking and you believe in it and it works, or you wouldn't be doing it, right?
00:33:06.720 --> 00:33:09.279
And so, you know, it's the same in my world, right?
00:33:09.440 --> 00:33:13.920
Everything that I share with Weight of Wealth, I do with my every dollar I have.
00:33:14.079 --> 00:33:16.559
I believe in it, I know it anyway.
00:33:16.799 --> 00:33:29.519
So, yeah, man, thank you for for and by the way, gang, I'll put in we'll put in show notes uh Bob's contact information, bob.improve at gmail.com, but also a link to this this workshop.
00:33:29.759 --> 00:33:31.440
Um, and yeah, he's the real deal.
00:33:31.519 --> 00:33:33.839
He's doing what he says, and it absolutely works.
00:33:33.920 --> 00:33:34.960
It's been my experience.
00:33:35.039 --> 00:33:42.000
And look, and I it's funny because literally when I open up my phone, the very first thing that pops up, and it wasn't by design, is my task list.
00:33:42.240 --> 00:33:42.400
Why?
00:33:42.559 --> 00:33:45.279
It's because it's the last thing I did is I typed something in real quick.
00:33:45.519 --> 00:33:48.240
Sure, probably coming to this call because it's a habit.
00:33:48.480 --> 00:33:50.480
Um, so yeah, it works.
00:33:50.640 --> 00:33:51.920
So thanks for being on, man.
00:33:52.000 --> 00:33:55.519
If you're open to it, love to have you back and good to reconnect.
00:33:55.680 --> 00:33:58.640
And um one one other plug, real quick.
00:33:58.880 --> 00:34:06.720
Another super important system that my wife and I, our family uses is the way to wealth system.
00:34:07.519 --> 00:34:38.800
So we work with Jake Stone, and he's our trusted partner, and we are on a cadence with him, and he's he's our partner with that system, and it is that's a a set of commitments that we don't stress about at all because we plug it in and we make good strategic choices, and we have the financial freedom that that we uh kind of didn't have so much.
00:34:38.960 --> 00:34:44.000
We weren't reckless by any stretch, but boy, are we planful now.
00:34:45.039 --> 00:34:47.119
So well, that's thank you for that.
00:34:47.199 --> 00:34:51.519
That wasn't paid advertisement uh T, but yeah, and Jake is the real deal.
00:34:51.599 --> 00:34:53.920
Uh so uh can't recommend him enough.
00:34:54.079 --> 00:34:55.679
He's fantastic.
00:34:55.920 --> 00:35:00.159
What wonderful in that in the Tennessee location, and yeah, he's the real deal.
00:35:00.320 --> 00:35:04.639
So uh don't don't play don't play him at golf if you're gonna bet any money.
00:35:06.239 --> 00:35:07.679
I've heard, yeah, yeah.
00:35:07.760 --> 00:35:09.280
So but thank you for that, man.
00:35:09.360 --> 00:35:12.880
And again, I really do it's what I do, it's what I do with it with every dollar I run through.
00:35:12.960 --> 00:35:14.239
It's how I run it through that process.
00:35:14.400 --> 00:35:17.360
And so thank you, received, and let's do it again.
00:35:17.519 --> 00:35:20.880
And audience, we'll catch you back next week on the way to wealth.
00:35:21.119 --> 00:35:25.440
Uh, again, where we strive to make money simple so you can fully live and fully live it today.
00:35:25.519 --> 00:35:27.039
We'll see you all next week.
00:35:27.280 --> 00:35:28.000
Right on.
00:35:28.480 --> 00:35:39.039
The opinions voiced in the way to wealth with Scott Ford are for general information only and are not intended to provide specific advice or recommendations for an individual.
00:35:39.280 --> 00:35:42.800
Past performance is no guarantee of future results.
00:35:43.039 --> 00:35:47.440
All industries are unmanaged and may not be invested into directly.
00:35:47.599 --> 00:35:51.440
Investing involves risk, including possible cost of printing.
00:35:51.760 --> 00:35:55.599
No strategy, short success, or protects against loss.
00:35:56.000 --> 00:36:03.760
To determine what may be appropriate, consult with your attorney, accounting, financial or tax advised prior to investing.
00:36:07.920 --> 00:36:21.360
LLC, Legato Family is not affiliated with CWF LLC, Carson Wealth 1983, Lightersburg Pike, Sweetwater, Hagerstown, Maryland, two one seven four four four four four two.