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Okay, so in this session two, which is more, let's get down to some laser coaching, some

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practical stuff. I'm sure you've all done very similar four square type analysis, right?

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Where you've came up with four squares, it's an X axis and a Y axis. And the first thing

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we want to plot is we want to plot the dollars versus the effort. So what will happen is

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you'll end up with four squares. I'm sure you can just draw that on a page there somewhere.

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And so just take a blank piece of paper, if you're taking notes, make four squares and

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think of it as an X and Y axis. So on the Y axis are the dollars, and on the X axis

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is the effort. Now, what we're going to do is we're going to use this twice. The first

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time we're going to do it for customers, the second one we're going to do for products.

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So this is an exercise I did a lot of when I was doing a lot of CEO consulting. I'd come

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into a company, I would just take out a piece of paper out of the printer, literally in

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front of the CEO, and we would draw this. And then we draw these four squares. So if

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you think about it, where you have low dollars in the bottom square, low dollars and what's

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your worst combination? Low dollars, high effort, right? Customers that are low dollar,

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high effort. So let's mark that category as four. What's the opposite of that? What's

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your best customer? High dollars, low effort. Mark that as a one. Now, what makes a two

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and a three is a little bit dependent on you. Maybe you're more interested in the quality

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customer, not to worry about the money, in which case you would pick, you know, you wouldn't

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mind the effort. But if so, what will it, but let's choose high dollars, high effort

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as our number two. And then, which one did I leave out? Low dollars, low effort is number

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three. That makes sense? Whenever you do this. So by the way, you can literally use this

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tool in a thousand ways to figure out which was your best vacations, fun versus money,

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four squares, pick the best square as number one, worst squares number four, pick the others

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in between. Now let's go through. I think you might need to draw it, says dear. Let

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me see if I can get Bridget to get me my iPad and I'll draw it with you. Are you guys good

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though? You're drawing it yourself? Yep. You're good. Okay. So here's what we're doing. As

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we're drawing this, this effort, think about, so we have, um, I have so many of these slides

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I could have just dropped one on. Yeah. I just didn't think of it. Sorry about that.

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So if we're thinking about these, this thing, we want to get the customers. Oh, good. Thank

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you. Who's doing this for us? Let me guess. Is that dear? I threw it up there, but anybody

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can do it just FYI. Yeah. Awesome. Awesome. Awesome. Well just draw that just for draw

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four squares for us. Thanks Tamara. Okay. Good. Okay. There you go.

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So while she's drawing that, you can see very quickly what we're going to do. So we're going

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to do dollars on the, on the Y axis and on the Y axis we want, and the, and the X axis

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is effort. So our number one client is going to be high dollars, low effort, right? So

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that's going to be box number one for us. So that's going to be the top left box. And,

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uh, as soon as we got those drawn, we will jump into them. And your next box, um, is

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going to be the worst customer is high effort, low dollars. So the bottom right is going

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to be your, your, your four. So if you can give them numbers, that'd be great.

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Um, which one did you want Dion? You want to know where, which one are we going on this one right

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here? Sorry. It's a little messy, but we'll get there. Don't worry about it. Everyone's getting

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the point. Thanks Dia. So Dia if you can do my numbers. Yeah. So, so, uh, top left is number

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one, low effort, high dollars. That's our number one category. Correct. And, uh, the bottom right

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is our number four. You always pick your number one and four first when you do this analysis.

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because they're not always the same box it depends on what you're what you're looking for

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and then um let's say the low effort low dollars we'll make that a three

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so the bottom left corner is three and then the top right hand corner will be two

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now the rest of this will be self

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okay we've got um is everybody seeing it we're all good

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okay so what we've got is um thank you so much and so oh did you bring the pencil

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sorry no worries yep yep thanks um it's like ideas already handling so if we want to get

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so rule number one is let's plot all our customers so why don't you take a second

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think of your top five customers as a quick example at some point you want to put all

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your customers on here put all your customers one two three and four put them in there

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and uh once you've got let me give you two minutes on that

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quickly fill that out and as you're putting your customers in there

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everybody understand what to do we're clear yep so once you put your customers think about your

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customers which are pretty low effort now they may not be exactly the same amount of low effort

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but if they more or less in the same box try to get them roughly into four into those four

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quadrants so what we're looking for is the ones where we have good revenue pretty easy low effort

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customers we love those people and the ones who are high effort but it's high dollars they're

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worth it you know we'll put them in twos the low effort low dollars yeah i mean it doesn't cost us

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that much effort but it's you know it doesn't make a lot of money but it's okay um and then

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four is high effort low revenue or low dollars okay now that you've got all that put together

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thank you so much um sorry to make you do that um so now that you have that all put together

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so now that you have that all put together now everybody got some customers in the boxes

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you need more time just let me know what you're doing because i can't quite see you with all the

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couple of minutes would be good a couple of minutes okay so you're thinking this through

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and by the way this process i'm gonna walk you through will work on anything literally anything

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and we're going to apply it in two cons two from a more ceo

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senior executive viewpoint and this is helps bring reality very quickly

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okay so once you've got some customers put them in the list

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you

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okay how are we doing guys winning okay

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here we go we're gonna just uh good we're gonna we're gonna write down the rules here

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in a second so when you're doing this you have the steps step one draw the four boxes step two

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decide which is number one and which is number four and number three is then add then you can

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see which is two and three sometimes two and three are interchangeable but that's up to you

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one and four are never interchangeable they're very clear what those are

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the next step we're going to do is put a big x through quadrant four

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meaning find a way to get out of that business now there's a few ways we can do that

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number one way is we can call i i literally sat with the ceo we got on the call we did this exercise

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the next morning we got on the phone i was with him on the phone and we called he had

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three high effort low revenue customers and we worked out a deal and we called each customer and

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by the end of the day we were out of those deals and they were thrilled like yeah this isn't really

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working for us anyway whatever or they whether they were complaining or not complaining this is

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not this is not

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taking out all the nutrients from the rose bush and so we have to deal with this and so

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there's another way to deal with it is that is we either have to move it to a two

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or across to a three so you can just follow the axis to move it to a two what do we have to increase

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right if we have to move a four to a two what do we have to increase we have to go up the

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we have to go up the y-axis right we have to go up the y-axis which means it needs more dollars

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so either we find a way to get more dollars out of that customer to move them to a two or we have

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to find a way to reduce the effort with that customer so that's where you can keep them if

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you can either reduce the effort or increase the dollars you can keep the customer if not

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you have to call it a day i dion tyler had a question on that i'm not sure if that answered

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his question but i think he wants to dialogue a little bit about having a repeat customer

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yeah so if you have different projects for that one customer and their repeat customer

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if that one project you know is is a uh maybe high effort low revenue yeah you can't really

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change something for that one project but you know the next project they're going to ask you to do

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is uh moves it to that one or two category the low high revenue yeah so what you got what you're

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effectively doing is you're the the second third and fourth repeat customers moving them you're

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either getting more revenue or it's becoming easier so in other words you're looking at the

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overall experience of the customer you're not looking at a one particularly annoying

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event or one particularly wonderful event either so what you're looking for is the general

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experience just your gut feel and your intuition as a leader where's that going and here's the

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other thing is there a trend like every time we speak with this customer is this getting easy or

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getting harder every time we work this customer are we are we making less money or more money

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so this gets super practical right

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right so we we know where we have a bunch of number one customer how many of you have

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category one customers just show your hands quick category one customers you have a few

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category one customers good so if you've got a category three customer what do you either want

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to move them to a one or to a two what do you have to do to a three to move it to a one you have to

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increase the revenue now you may not be able to get it all the way to a three but you can get it

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up to the boundary you can move it to the top end of the box do you see what i'm saying sometimes

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we can't always move them all the way up but we need to think about what can we do to our all our

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customers in three to increase the revenue we don't want to make a three into a two by making

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them a high effort customer because effort means resources so the question would be for me if i were

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you guys i wouldn't want to move a three to a two i just want to move a three to a one or i want to

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move a two to a one so all our twos is there a way to still give them a great experience but reduce

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the effort typically things like automation or deleting steps or simplifying how you engage with

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them what's creating the high effort are you on the phone all the time do they demand a lot of your

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a lot of senior resources so this doesn't take a lot of complex thinking you just have to think

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about how we move them over okay and so we're going to apply a concept called 3d a 3d a

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the first is can we delete that's what i talked about put four in delete the customer because we

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can't move them and think of the most gracious kind professional way to set them free to go and

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have someone else serve them right second thing you can do and even if you have to work at a great

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deal give them a discount whatever it is worth it for your business because now we're trimming the

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rosebush so that's the first d the second d is can we delegate this to someone else like for instance

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is there a is there a contractor or is there someone else that we could you know partner with

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that could help us with this the the third one is can can we uh increase the um the deliverable

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like can we package up other things to help drive the revenue still the same effort

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but is there a way to deliver more that's the third d and the final thing is a which is can we

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automate maybe the effort is because we have lousy automations so we delete delegate can we deliver

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and finally can we automate can we are there automations that we can

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use that can substantially reduce the effort if we can do that we can rescue our twos and our fours

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so i'm not saying shoot the fours but when you've exhausted the way of moving a four

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then you have to delete you have to find a very gracious way now if you have a contract and so on

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that's something else obviously the on ben's asking are we doing this in quadrant three or is it

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which one no i was so what i was saying is then on the fours we're trying to move them to a three

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or a two or delete them well that we're doing the 3da on everything the threes we don't particularly

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want to move them to a two because we want to take more effort we just want to know can we

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can we can we find a way to package more and deliver more to the twos can we automate something

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and by the way if you can make the ones more profitable why wouldn't you do that

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but that's not the focus right now what we're trying to do is we're going through the pruning

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stage what's data needs to go is a four what is not well and not what's not doing well it's not

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going to get any better is a three what is good but not great is a two what is great this is when

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we said 20 of the life now based on our little quadrant one could argue it in a basic math that

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it's 25 since it's a cube quarter whatever it is 20 25 of your business is in quadrant one

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this is what's driving your business so the question is if you can put that in the right

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category if you can get these things in the right thing you know exactly just from the

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the diagram which is moving where

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okay any any feedback let's talk to me i think one of the clarifications too can be that you

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might have something i don't know if you can you see my cursor yes you might have something that

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maybe is the top three so it's like it's actually a pretty high revenue so these would be you know

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like a chart where we can plot different things so maybe it's actually at the top of this so maybe

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it's not that big of a concern but something that may be at the top of over here we might need to

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bring it back down to three so it's not just that they fall on these quadrants but you may actually

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plot it to a certain level of the quadrant and that's where you can identify what needs my

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attention first and this might not just be clients this might be packages that you offer as a business

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maybe you offer one package you know that is it's high effort but low revenue and you need to entirely

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cut that package even if that's how you founded the business right or we've been doing this for

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20 years you know whatever um and so moving again as much as you can get closer and closer over to

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here and then again diane i think you might have mentioned this but i really wanted to hit on that

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the order that you do the the 3d and a is very very important you never want to automate something

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that could be deleted delegated um you want to make sure you run through those first items and

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then put your emphasis and your effort into automating yeah order yeah never never automate

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something that should be deleted never dealt never delete something you know if you wouldn't want to

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give a really tough customer to a partner and say let me bless you with this really annoying customer

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who's highly demanding and doesn't pay very well that's not much of a blessing so the idea is delete

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always starts first that's what we start with for what needs to be deleted let's turn to we'll go to

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ben then rich so are you uh are you categorizing these customers primarily based on your sense or

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intuition or are you using some data i mean i can see gross profit as being a point but i don't know

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if if you have other pieces of data you use to categorize these yeah i think um

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i mean obviously you want to be as informed as possible back to our own internal language you

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want white hat data not red hat data red hat being your intuition if you think of the six colored

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hats right white's facts you know black is you know uh red is rather um your heart your intuition

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i think i gotta feel but some of it there is a little bit of also uh green hat in the sense of

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it's a little creative thinking in the sense that you're saying look uh we know we had a rough start

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with them we've sorted out our issues we have a better process now i think we'll get them to a

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three i think we'll i think they'll grow into a two but we need to keep an eye on it so that's

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okay it doesn't have to be like done in today but you're you're immediately starting the push

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that i'd answer your question

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Yeah, I think so. I mean, in a project-based business, it's more about customer type,

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probably, and project type. Yeah, project type. So, let's talk about that because that's the

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next exercise, and that is your projects, your products, your services. And project type,

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for instance, is very helpful. But I want to get to Emily's question next, and sorry,

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Rich, and then Emily. Go, Rich, and then Emily. Mine's not really a question. It's a thank you

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for this because we just went through this with overseas clients, and ultimately, we came to the

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decision of letting that go. But these four cubes would have helped save us a lot of headaches and

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a lot of strife along the way. But yeah, this is fantastic. I appreciate it.

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You're most welcome. It's also a very powerful way to explain to your team why you're doing

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what you're doing. Get them involved because what's happening at this level is now you're

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in a different mode. Well, let's go to Emily, and after Emily, go to Matthew, and then Todd.

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Yeah. So, from a logistics perspective, I don't know if anybody here has worked in logistics,

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but you can price things depending on if they're a full truckload or limited truckloads. So,

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in these squares, I can see how, say, for instance, if you've got a customer service

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perspective and a pricing, you could elevate and kind of weed out the carriers. I know we have

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thousands of carriers, and some we don't use frequently just because they may not produce

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as much, obviously, as the other ones. But this four square is very unique in the perspective

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of logistics and how those can be moved around for sure. Yeah. Emily, you raise a great issue

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here, and that is often this informs your pricing. You know, there are times you have to lower price

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and so on. I mean, so the way Warren Buffett explains the power of pricing, he calls it the

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power of franchise. Don't think of, you know, McDonald's, but think of the ability to control

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your prices. So, if you can move the bar along and your ability to control price, if you have the

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power to move pricing in an industry, then you have an incredible valuable business. But if you

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are in a more commodity business where there's so much competition and you're like in the airline

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business, you know, the price of the ticket can be compared instantly on 20 sites or whatever,

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right? So, you have limited price control. And so, here's what the point is. The less price control

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you have, the higher quality management and leadership you need. The more power you have

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of your price, the less effort it takes to run it. Or as I've forgotten, it was in my research,

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I found a guy did an amazing job, a British guy on this. And what he did is he figured out

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that why companies like airlines need unbelievably genius CEOs, because they live in a commodity

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world. So, the more commodity-based world you're in, the worse it is, the higher the leadership

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has to be to make it work. Whereas you can have a lot more, you've got a lot more flexibility in give,

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so give yourself that margin. And that's a great conversation to have with your senior partner,

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Jesus. That's a great conversation. And so, trying to make this as a relational engagement tool,

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it's really an interesting way. It's not just an obedience, we're not just in child mode.

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Oh, just tell me what to make the price, tell me where to move it. The Lord wants to teach you as

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a mature believer. And a mature believer, the Lord says, what do you think? What do you want?

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Because he wants you to know his ways and to act like he does. Yes, there's always an element,

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sometimes he just tells you what to do and we never lose child mode, but we also get to be in

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son mode. We're children and we're sons. Let's go to Matthew and then Todd and Tamara. Yeah,

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Dion, I've got a question for you about automation. What are some ways that you've

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seen businesses automate and what kind of stuff do they automate? I'm new to the entrepreneurship

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game, so. Yeah, no worries. So, this is really easily answered by businesses like ours and like

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Ray's business, I expect Ray, you're in the same zone we're in. So, for instance, when we do at

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Brilliant, we have a lot of online things that can be offered. So, we offer a service, it's a

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subscription-based service and it's got over 600 videos and it's sort of an online digital mentoring

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platform and it's called Brilliant TV. So, so much of that is automated, how we market it, how people

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sign up, you know, all the wiring behind the scenes, how this system talks to that system,

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there's not people involved. And more and more and more, we've added more and more automations.

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And these days, there are so many powerful tools that really can help you see immediately

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how to connect people, and then send them the email, and then they click on the link,

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and then they can download the app, then they register. And if there's an issue,

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you know, how that goes, and they click on something that goes automatically to our back

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end Zendesk service, and it goes through three layers of customer service, that process takes

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time to do all that wiring. But the more you can lower the human effort. So another way of thinking

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of this is, how much friction can you remove? Right? So think of the friction to get a customer,

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to service a customer, or when a customer leaves, the friction that it took to get that,

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and the total cost to acquire that customer, versus the cost to keep the customer.

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That is what you have to think through that process. Todd?

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All right, you're muted. There you go.

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Yeah. So in looking at this quadrant, it's hard. We have several hundred customers. So

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it's a bit of a challenge for me to do this from a customer base, because we have so many unique

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individuals. But it was, I'm looking at this from a product base. And maybe that isn't,

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you know, what we get to do here. But the only way I can figure out how to do it is from a product

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base. So where, you know, as far as where are we putting our money and where we put our effort,

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because all of our products are translated into contacts with different customers at different

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levels of where they're at. So service packages, when we say products, we're talking about service

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packages. Correct. Yeah. So the next exercise was exactly that. The next exercise, take the

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fame four squares, look at effort versus dollars and do it again with your products or product type.

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Maybe you have types of products. So if you're in, if you're more project based business, you probably

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have more types of products, right? If you are in a, if you can classify your products by product

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type, that's fine. Or you can actually put the products in this. So for instance, something might

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be really low effort, high volume, but it's frequency is very low, right? You did once a year

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it lasts for a week and you do a training program. And it's great. It's very little effort. We get a

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lot of money. And when we do it, we just don't do them often enough. So you may have a cadence

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problem with your, with your, so that's called the velocity of your, of your product cycle.

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So you may, so maybe you should do twice a year or three times a year that, so what you have,

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what this diagram helps you look at, takes a deep look at trimming the rose bush because

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most people do not want to trim customers or products out of their system. And that's why

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they continue to grow slowly because they dragging the heritage stuff, the history stuff. Now

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the fastest way to fix some of the low revenue stuff, anyone else in a very service orientated

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business, let me get, let me see how many people I'm talking to first. Okay. So a lot of us are

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service driven. Ray, I know you work on some of this stuff yourself, so feel free to weigh in on

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this. So in, in, in a very service orientated business, you have in a way,

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less capital cost to launch a new product, right? So if you take, I'm physically, we used to own a

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manufacturer in North Carolina, an electronics manufacturer, and we developed a product that

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looks almost identical to this. The difference is we did ours in 2003, 2012, Apple launched their

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product called an iPad and almost put us out of business. Well, did put us out of the hardware

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business. We had to very quickly pivot into a software company. So when this happens,

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if the market's changing on you, your ability to pivot has a lot to do with how well you know your

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customers and services. So let's go and put a plot, your own plot with services and products,

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plot them, and then have the same exact conversation in the same order. Find quadrant

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one, find quadrant four, decide which is a two and which is a three, and then figure out if you

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can't move the four, delete them, and then decide what to do with the customers who are on them.

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So what we do, Kingdom people, when in doubt, be generous.

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So, and people say,

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well, I don't have the money to be generous.

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Well, here's the thing,

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think of it as putting seed in the ground,

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which is a whole session we'll do in about two months time.

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And when we're talking about, well, you know,

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that what got us here doesn't actually take us further.

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You know, the thinking and the products

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and the customers that got us here

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may not be the thinking, the products and the customers

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that take us to where we need to go.

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It's like in private equity, we all know this one thing,

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the team that started almost never the team that finish it,

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almost never.

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There are a few exceptions.

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Everyone goes, yeah, there is this guy and that guy,

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but they always pick the one in 10,000 story.

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But by and large, that's not the case.

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And why?

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Because the capacity it takes

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and the talent it takes to take the company

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to get your first million,

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which is actually pretty tough to do.

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That's your getting the first million.

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Once you're through that, then of course,

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each goal as you go through that list,

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and each time you cross a barrier,

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I think when you've got less than 15 employees,

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there's a whole bunch of issues

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you haven't learned you've got yet, but you will.

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And then you hit 15 and then it's 25

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and then it's about 50 and then 75.

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And various thinkers have plotted this along the way.

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Then it's kind of jumps to 150, 500.

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I don't know, I don't think we have Glenn on today.

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I thought I didn't see him earlier.

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Normally he's on.

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So in Glenn's organization,

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when he started that four or five years ago,

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which he just retired in December,

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when he was a PricewaterhouseCoopers, PwC Digital,

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when they launched that, it was no one, it was just him.

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And when he launched that

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and they went to 3,000 employees in whatever,

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three years and $500 million in revenue,

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they had more problems than they...

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I was talking about developing these people.

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He said, I don't even know their names

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and if they work for me or not.

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What do you mean develop them?

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So he's sitting with a whole new realm of issues.

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Ray, do you want to weigh in on this?

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I don't want to interrupt your thought here.

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No, no, no, go ahead.

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So like we think about,

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so one in our business and also,

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and we do a lot of service like you mentioned.

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And so, and a lot of times we're working,

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like we've had clients that have 750,000 people

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in their network marketing team.

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And we've probably coached maybe 50

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that have over 100,000 in their team, right?

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So not employees, but sales team.

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Right.

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And I would just, if you're in any kind of service,

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I would just be hypersensitive to anything you repeat.

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Like literally anything you ever repeat.

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If you have a conversation that you're saying

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multiple times throughout the month,

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that needs to be a specific video in a specific thing,

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not buried in module 33, but like,

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you know, your support team needs to know

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exactly where to send that video.

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And so when that question's asked,

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one, analyze, okay, can we make this simpler

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so that question isn't asked?

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But don't repeat yourself.

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And so just point and say, oh my goodness,

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we have a video, walks you right through it.

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There you go.

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And so we teach leaders to do that

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so they're not constantly repeating themselves.

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And so it may mean creating a little bit more effort

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upfront of doing these different videos and things,

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but it'll save you a lot of time.

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Yeah, now you raise a whole new realm of wonderful issues.

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So let's go down that road,

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because the first thing is,

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think of challenges as a pyramid, right?

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And it starts with a small problem.

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And the longer it takes to respond,

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that pyramid grows exponentially.

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And the more people it touches in your organizer,

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it becomes like a wedge that just drives friction

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in a deeper and worse and worse way

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until it actually ultimately gets solved or gets stuck.

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And so what happens, the cost of that wedge,

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the longer you let that thing live,

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the more expensive and the more it sabotages

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your internal processes.

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So if you think about this, to go back to Ray's point,

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if you can take some time,

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if you build some innovation time into your week,

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so as you know, many of us,

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we've pushed the idea that you should be doing

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one deep work session a week, four hours a week,

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uninterrupted, working on the business, not in it.

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This is a perfect thing to do in a deep work session.

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Okay, what's the 10, 30 things we always have come up

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when we offer our products, when we offer our service?

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Let's get those down.

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Let's get the best answers to those.

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How do we automate them?

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Is that a video?

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Is that an email?

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Do we put that in Zendesk, in the script?

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Whatever the mechanism is.

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Now here's the key.

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far can we push that right up to the pointy end of the pyramid? Don't wait until you're in level

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three service before they hit the script. Make sure they hit that script as early on as possible.

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In fact, Ray, I think you even just said that a moment ago, you want to even avoid it. Can we say

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something in the way we sell something or the way we say something? For instance, when we just

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at Brilliant's 24 and we made our offer, which several of you responded to and joined Brilliant's

402
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School of Leadership, the year before we knew a lot of questions that came up. A lot of them

403
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were around pricing. Most Christians were not used to investing in their own kingdom leadership.

404
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They weren't used to that. And so we realized that we can avoid all those questions. Now, Jenny,

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you might have to correct me since you were driving this part of the team, but it was my

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impression that we didn't have a single question around pricing. Is that right? Did I say it

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correctly? That's correct. I mean, there was pricing, but not confusion around the pricing,

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pricing just about how it was laid out. Yeah. How did the monthlies versus the paid-in-fulls

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or whatever. But there's a classic case of we had a whole, we had actually the Sage team and our team

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working, carrying all that in the previous year, we got rid of all that support. So when we talk

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on this graph about effort, a lot of these things can be moved on the effort. If you have a service,

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you can normally move that around with an intentional design. Here's the secret, if you

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like, if you want to know what's the secret thing, I sound like Russell Brunson. What's the secret

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here is that listen to your customer service people. Don't think of customer service as the

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backend of the process, put them in the front. One of our favorite stories is while we were

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doing this with some of our projects and Dio and Jenny will remember this. I made a presentation on

417
00:37:04.400 --> 00:37:08.640
how we can move a new primary product because I was trying to get the dollars up because we had a

418
00:37:08.640 --> 00:37:13.200
$20 a month thing. And that's really, you have to have a lot of those to support a team.

419
00:37:14.080 --> 00:37:19.440
And so we were questioning is how did we come up with a premium product? So I presented it

420
00:37:19.440 --> 00:37:25.440
and our customer service person said, that's a really dumb idea. It's one of my highlights of

421
00:37:25.440 --> 00:37:29.360
my leadership because we had just done three weeks earlier on how to make things less dumb,

422
00:37:29.360 --> 00:37:33.760
which is SpaceX calls the algorithm. And we've gone through all that. And so she took over,

423
00:37:33.760 --> 00:37:38.400
I think I spoke for maybe seven or 10 minutes and the rest of the hour, she just laid out the

424
00:37:38.400 --> 00:37:42.480
whole product. And the product that was then launched was exactly what our customer service

425
00:37:42.480 --> 00:37:46.720
said. Why? Because she works with customers. Who knows customers better than your customers?

426
00:37:46.960 --> 00:37:53.840
Don't consult them as an afterthought. Go to them first. They know they're on the pointy end,

427
00:37:53.840 --> 00:37:59.440
even if they're an offsite group, even if they're whatever, get the data. Find out

428
00:38:00.240 --> 00:38:04.960
what are the top 20 things and are we still using those ineffective same scripts?

429
00:38:06.400 --> 00:38:11.520
Are we driving all these costs unnecessary? Jenny, did you want to weigh in on that on the customer

430
00:38:11.520 --> 00:38:16.880
service side? I know you oversee that too. I know, I think you covered it really well.

431
00:38:18.480 --> 00:38:22.640
I think that's a team favorite story though, what you just shared.

432
00:38:23.360 --> 00:38:29.840
Because for me, the fact that somebody in customer service could tell the president of the company

433
00:38:29.840 --> 00:38:35.520
that he had a dumb idea and she was right. And the fact that that permission existed in a very

434
00:38:35.520 --> 00:38:41.600
healthy and normal way, it meant that she was heard and seen and she had influence and she was

435
00:38:41.600 --> 00:38:48.080
acting as an owner. She wasn't being malicious in any way. She was very clearly and respectfully

436
00:38:48.080 --> 00:38:54.800
saying, that's a dumb idea. We can do it better. Here's why. And so, and we'll talk about, you

437
00:38:54.800 --> 00:38:59.920
know, that's part of what the edge helps create is that culture of trust and so forth. So let's

438
00:38:59.920 --> 00:39:06.240
go back to this. When you're thinking of that pointy end of all the problems, a lot of people

439
00:39:06.240 --> 00:39:14.240
architect this after the event. So if you're going to do a big product launch, you may want to think

440
00:39:14.240 --> 00:39:20.320
of doing, you know, sample products first. Go and speak to your very best customers.

441
00:39:21.520 --> 00:39:26.160
I asked CEOs two questions when I took on a new engagement, when I was doing a lot of CEO

442
00:39:26.160 --> 00:39:34.640
consulting one-on-one. Question number one, how many days are you in the office in a week? And

443
00:39:34.640 --> 00:39:39.440
they go, oh, I'm here six days a week. And I said, why? Well, I run the business. Well, what do you

444
00:39:39.440 --> 00:39:45.200
need a management team for then? Well, what do you mean? I said, why don't you fire them then?

445
00:39:45.200 --> 00:39:49.360
If you're doing their work, what on earth do you need them for? Well, I don't know if I trust them.

446
00:39:49.360 --> 00:39:53.280
I said, well, let's fire them and get ones you do trust. He said, well, what am I supposed to be

447
00:39:53.280 --> 00:39:57.280
doing? I said, if you're in the office more than one day a week, so what do I have to do? I said,

448
00:39:57.280 --> 00:39:59.840
you should be speaking to your top customers, raising capital.

449
00:40:00.000 --> 00:40:03.060
and opening new strategic relationships.

450
00:40:03.060 --> 00:40:04.040
That's your job.

451
00:40:05.140 --> 00:40:07.300
You're meant to be out there on the pointy end.

452
00:40:07.300 --> 00:40:09.000
And so here's the thing,

453
00:40:09.000 --> 00:40:11.300
if you're a CEO who doesn't speak often

454
00:40:11.300 --> 00:40:12.700
to your top customers,

455
00:40:12.700 --> 00:40:14.260
that's an easy thing to fix.

456
00:40:14.260 --> 00:40:15.100
Super easy.

457
00:40:15.100 --> 00:40:18.100
Get on the phone, start calling people.

458
00:40:18.100 --> 00:40:20.600
Many of you are on this call because I called you.

459
00:40:21.660 --> 00:40:22.600
Is that right?

460
00:40:22.600 --> 00:40:23.440
Is that fair?

461
00:40:24.500 --> 00:40:25.500
Probably every one of you,

462
00:40:25.500 --> 00:40:26.320
I'm just trying to think,

463
00:40:26.320 --> 00:40:27.960
is any of you who are not on this call

464
00:40:27.980 --> 00:40:30.980
that didn't at some point take a phone call from me, right?

465
00:40:30.980 --> 00:40:31.940
And why?

466
00:40:31.940 --> 00:40:33.640
Because I want to know what you were thinking.

467
00:40:33.640 --> 00:40:34.680
How can I help?

468
00:40:34.680 --> 00:40:36.220
Will this help you?

469
00:40:36.220 --> 00:40:38.940
Can we be of a help to one another?

470
00:40:40.300 --> 00:40:42.720
So any other comments, weighing questions,

471
00:40:42.720 --> 00:40:43.980
anything you guys have learned

472
00:40:43.980 --> 00:40:45.720
that you want to share with the team?

473
00:40:46.940 --> 00:40:48.840
And then we've got a few minutes left.

474
00:40:51.260 --> 00:40:53.140
I just want to jump in for a moment.

475
00:40:53.140 --> 00:40:54.560
Sorry, I didn't raise my hand.

476
00:40:54.560 --> 00:40:56.740
But how important,

477
00:40:56.760 --> 00:40:58.040
and I know some of the room already know this,

478
00:40:58.040 --> 00:41:00.760
but we've been learning since Todd came on

479
00:41:00.760 --> 00:41:03.800
to the company full-time in December.

480
00:41:03.800 --> 00:41:07.000
He has been automating so much of what we do

481
00:41:07.000 --> 00:41:10.960
in our CRM, our Customer Relationship Management tool.

482
00:41:10.960 --> 00:41:14.440
And I'll tell you, it has saved so much time

483
00:41:14.440 --> 00:41:18.680
because we lost a chunk of staff at the end of November

484
00:41:18.680 --> 00:41:22.240
that were very powerful, important people

485
00:41:22.240 --> 00:41:25.200
that chose to step off.

486
00:41:25.200 --> 00:41:28.620
And so we had to reconfigure everything.

487
00:41:28.620 --> 00:41:33.620
So automating, so many of our repetitive questions,

488
00:41:38.880 --> 00:41:43.880
comments, answers, workflows significantly has saved us

489
00:41:44.700 --> 00:41:45.960
in the last three or four months.

490
00:41:45.960 --> 00:41:49.180
And we're just kind of rising out of that right now.

491
00:41:49.180 --> 00:41:52.360
But if you haven't done that, I just want to step in.

492
00:41:52.360 --> 00:41:54.980
We just did this and it was a huge pivot

493
00:41:55.760 --> 00:41:58.460
for where we are and where we get to go.

494
00:41:58.460 --> 00:42:00.260
Well, I appreciate you sharing that.

495
00:42:01.640 --> 00:42:05.800
If I might give a practical suggestion,

496
00:42:05.800 --> 00:42:08.960
be careful of boiling the ocean with us.

497
00:42:08.960 --> 00:42:12.240
By that, I mean, Michael Dell once shared the story,

498
00:42:12.240 --> 00:42:13.180
which really helped me.

499
00:42:13.180 --> 00:42:15.360
I was in my late 20s, I think.

500
00:42:15.360 --> 00:42:18.120
And he talked about building the one big computer

501
00:42:18.120 --> 00:42:19.300
that was gonna do everything

502
00:42:19.300 --> 00:42:21.360
and they nearly killed the company.

503
00:42:21.360 --> 00:42:24.320
And he talked about, called it the Boil the Ocean Project.

504
00:42:24.320 --> 00:42:27.020
And the problem is we got this idea that if,

505
00:42:27.020 --> 00:42:29.540
okay, now we're gonna fix all our customer service problems.

506
00:42:29.540 --> 00:42:31.820
Now we're gonna architect this whole thing from the ground.

507
00:42:31.820 --> 00:42:33.260
We're gonna build this whole Boil the Ocean.

508
00:42:33.260 --> 00:42:34.740
The better thing is to go and say,

509
00:42:34.740 --> 00:42:36.800
what's the most painful single thing?

510
00:42:36.800 --> 00:42:40.080
If I change that one simple thing, it'll make it better.

511
00:42:40.080 --> 00:42:42.340
We always get that same question about price

512
00:42:42.340 --> 00:42:44.220
or whatever the thing is, fix that.

513
00:42:44.220 --> 00:42:45.520
It's called thin slicing.

514
00:42:45.520 --> 00:42:48.100
What's the thinnest possible slice?

515
00:42:48.100 --> 00:42:49.400
It's like cutting the bread.

516
00:42:49.400 --> 00:42:53.220
Don't take the entire loaf of bread, spread butter over it,

517
00:42:53.240 --> 00:42:55.280
spread honey, whatever it is,

518
00:42:55.280 --> 00:42:57.240
and then try and eat the thing, right?

519
00:42:57.240 --> 00:43:00.840
Slice that bread so thin you can see through it.

520
00:43:00.840 --> 00:43:03.200
And if you can find the thinnest possible thing,

521
00:43:03.200 --> 00:43:06.240
ask yourself if we, and so the way to do that

522
00:43:06.240 --> 00:43:08.260
is not to look at, and those who've been through

523
00:43:08.260 --> 00:43:10.680
edge training, I apologize, I know you know all this.

524
00:43:10.680 --> 00:43:11.920
Start with the appetite.

525
00:43:11.920 --> 00:43:13.560
What, how long have I got?

526
00:43:13.560 --> 00:43:14.480
I've got two hours.

527
00:43:14.480 --> 00:43:17.200
What can I fix in two hours?

528
00:43:17.200 --> 00:43:19.320
Don't start with what needs to be fixed

529
00:43:19.320 --> 00:43:20.280
and how long does that take?

530
00:43:20.280 --> 00:43:21.520
That's the wrong way around.

531
00:43:21.520 --> 00:43:23.420
Start with an appetite because an appetite

532
00:43:23.420 --> 00:43:25.180
means you'll actually do it.

533
00:43:25.180 --> 00:43:27.620
And so you've allocated time at an appetite.

534
00:43:27.620 --> 00:43:29.700
And so I'm gonna do my four hours.

535
00:43:29.700 --> 00:43:33.660
If you don't have the habit of taking four hours a week

536
00:43:33.660 --> 00:43:34.860
where you're hanging out with the Lord,

537
00:43:34.860 --> 00:43:35.860
working on your partnership,

538
00:43:35.860 --> 00:43:37.860
working on the business, not in it,

539
00:43:37.860 --> 00:43:39.340
then that's an easy thing to fix.

540
00:43:39.340 --> 00:43:41.500
Schedule it, make sure it happens.

541
00:43:41.500 --> 00:43:44.660
You owe that to yourself, to your partnership with the Lord,

542
00:43:44.660 --> 00:43:45.540
you owe that to your team,

543
00:43:45.540 --> 00:43:47.300
your employees, and your customers.

544
00:43:47.300 --> 00:43:50.260
You really do owe to them, do that.

545
00:43:50.260 --> 00:43:54.480
And I mean, I try to do four to six deep work sessions

546
00:43:54.480 --> 00:43:58.360
a week because that's a lot of what works for me.

547
00:43:58.360 --> 00:44:00.600
But for our team, getting it up

548
00:44:00.600 --> 00:44:02.720
to a second deep work session is tough.

549
00:44:02.720 --> 00:44:04.680
And so that's okay.

550
00:44:04.680 --> 00:44:06.280
If I can get one, if you can get every,

551
00:44:06.280 --> 00:44:07.120
now here's the thing,

552
00:44:07.120 --> 00:44:10.440
if you can get everyone in your team doing that once a week

553
00:44:10.440 --> 00:44:13.240
and all they're doing is working on something new,

554
00:44:13.240 --> 00:44:16.040
I'm not talking about concentrating on the existing work.

555
00:44:16.040 --> 00:44:18.200
That's just focus, uninterrupted focus work.

556
00:44:18.200 --> 00:44:19.360
That's not deep work.

557
00:44:19.380 --> 00:44:23.020
Deep work's when you're going to a new innovative level

558
00:44:23.020 --> 00:44:26.100
and you get everyone in your team to do, give permission.

559
00:44:26.100 --> 00:44:28.260
You've got four hours a week.

560
00:44:28.260 --> 00:44:30.860
You can pick four consecutive hours, go off and do it.

561
00:44:30.860 --> 00:44:32.900
Most people can't do four hours when they first start.

562
00:44:32.900 --> 00:44:35.700
It's like, they just don't have that muscle built yet.

563
00:44:35.700 --> 00:44:38.180
So give them an hour, then hour and a half,

564
00:44:38.180 --> 00:44:40.660
then build it up, be patient.

565
00:44:40.660 --> 00:44:42.600
But if you can do that, and then each,

566
00:44:42.600 --> 00:44:44.660
and now you've got the time allocated,

567
00:44:44.660 --> 00:44:45.820
you've got the appetite,

568
00:44:45.820 --> 00:44:48.900
now pick what can I do in my one and a half hour session,

569
00:44:49.440 --> 00:44:50.400
or in my three hour session.

570
00:44:50.400 --> 00:44:51.420
Over to you, Robin.

571
00:44:54.440 --> 00:44:55.280
Yeah, guys.

572
00:44:56.400 --> 00:45:00.080
What I am wanting to go to is the permission side of.

573
00:45:00.000 --> 00:45:05.000
what we talked about earlier, give you a quick overview.

574
00:45:05.240 --> 00:45:08.040
We started out in the black from the beginning

575
00:45:08.040 --> 00:45:12.280
because they pay us first and then we give them the product,

576
00:45:12.280 --> 00:45:13.720
the service, the inspection.

577
00:45:15.120 --> 00:45:17.480
And we've never, over the eight years,

578
00:45:17.480 --> 00:45:18.680
we've been in the black.

579
00:45:19.640 --> 00:45:22.360
And so what we did last year,

580
00:45:22.360 --> 00:45:26.160
we're trying to do the 10X and grow into a new company

581
00:45:27.140 --> 00:45:29.720
that does inspections for jurisdictions

582
00:45:29.720 --> 00:45:32.360
and not just tiny houses.

583
00:45:32.360 --> 00:45:36.960
So we hired a business development person in September

584
00:45:37.980 --> 00:45:40.160
and we've brought Rich on,

585
00:45:40.160 --> 00:45:42.820
who's on the call as president to drive the business

586
00:45:42.820 --> 00:45:46.120
so that I can focus on CEO stuff.

587
00:45:46.120 --> 00:45:51.040
And last month, basically,

588
00:45:52.200 --> 00:45:56.000
I took all the profits from the tiny house world

589
00:45:56.000 --> 00:46:00.640
and we hired a new person and raised Rich up.

590
00:46:00.640 --> 00:46:04.720
And last month, I found myself in new territory,

591
00:46:04.720 --> 00:46:07.680
which was we made less money than our nut.

592
00:46:07.680 --> 00:46:12.680
And I'm concerned about what I call fits and starts.

593
00:46:13.600 --> 00:46:17.740
We tried boroughs and townships in two years ago

594
00:46:17.740 --> 00:46:19.840
in Pennsylvania, that didn't turn anything.

595
00:46:19.840 --> 00:46:22.960
Then we did inspections on re-roofs

596
00:46:22.960 --> 00:46:24.640
and that didn't turn anything.

597
00:46:24.640 --> 00:46:28.160
And then we did what we call rental guard inspections.

598
00:46:28.160 --> 00:46:33.160
And so my concern is at what point as CEO,

599
00:46:33.720 --> 00:46:35.480
do we say we're in trouble

600
00:46:35.480 --> 00:46:38.960
and we need to reorganize how we're doing things.

601
00:46:38.960 --> 00:46:41.240
And Rich has come to me

602
00:46:41.240 --> 00:46:43.800
and he's wanting to hire two more inspectors

603
00:46:43.800 --> 00:46:45.760
on a part-time basis.

604
00:46:45.760 --> 00:46:50.520
And so one of my main jobs as CEO is to watch the cash

605
00:46:50.520 --> 00:46:53.040
and make sure that we don't run out.

606
00:46:53.040 --> 00:46:56.200
So wanted to just have a short conversation

607
00:46:56.200 --> 00:46:57.040
if we could about that.

608
00:46:57.040 --> 00:47:00.120
We did let Matt go, released him into the marketplace.

609
00:47:00.120 --> 00:47:05.120
He spent six months and didn't produce any revenue for us.

610
00:47:05.220 --> 00:47:07.440
And so we saw that that direction wasn't working.

611
00:47:07.440 --> 00:47:12.000
And so we're right now basically taking everything

612
00:47:12.000 --> 00:47:13.740
that we're making on the tiny house side

613
00:47:13.740 --> 00:47:18.740
and trying to start something new without going in the red.

614
00:47:19.340 --> 00:47:22.020
So let's do this as a team.

615
00:47:22.020 --> 00:47:24.900
I have thoughts, I'm sure you have thoughts

616
00:47:24.900 --> 00:47:28.980
who would like to respond to Robin first.

617
00:47:28.980 --> 00:47:32.300
Hold on, let me get just a smidgen more information.

618
00:47:32.300 --> 00:47:34.340
So, all right.

619
00:47:34.340 --> 00:47:38.420
So in order to transition from the tiny house side

620
00:47:38.420 --> 00:47:43.420
to the municipal side is you need a different set

621
00:47:44.260 --> 00:47:48.020
of inspectors for the reasons of qualifications

622
00:47:48.020 --> 00:47:49.820
because there's different qualifications

623
00:47:49.820 --> 00:47:53.460
that they have to have by state guidelines.

624
00:47:53.460 --> 00:47:55.620
So that's definitely one of the hurdles

625
00:47:55.620 --> 00:47:57.020
that we're running into.

626
00:47:57.020 --> 00:48:02.020
We have four people including myself

627
00:48:02.020 --> 00:48:04.500
that are doing inspections on the tiny house side now.

628
00:48:04.500 --> 00:48:09.500
And then we have myself and another person

629
00:48:09.500 --> 00:48:10.340
out of those four.

630
00:48:10.340 --> 00:48:13.700
So two out of four are currently certified

631
00:48:13.700 --> 00:48:17.540
to do other inspections as municipal wise and all that,

632
00:48:17.540 --> 00:48:19.260
but the other two are not.

633
00:48:21.260 --> 00:48:26.260
But the one of them is a pivotal member

634
00:48:26.420 --> 00:48:28.700
in on the tiny house side.

635
00:48:28.700 --> 00:48:30.140
He knows the product in and out.

636
00:48:30.140 --> 00:48:34.820
He knows the, he has very good relationships with people.

637
00:48:34.820 --> 00:48:37.260
And, but yeah, it's like Robin said,

638
00:48:37.260 --> 00:48:38.580
where do we draw the line?

639
00:48:38.580 --> 00:48:43.580
Because it's a huge burden to weigh on them.

640
00:48:45.580 --> 00:48:47.620
Very common, very common challenge.

641
00:48:47.620 --> 00:48:50.260
Let's, anybody want to weigh in on this?

642
00:48:54.140 --> 00:48:57.940
Well, I don't have a lot of experience,

643
00:48:57.940 --> 00:48:59.940
obviously in the field that you're talking about,

644
00:48:59.940 --> 00:49:02.380
but if you've got, if one side of your business

645
00:49:02.380 --> 00:49:06.660
is all in the black and has been since you started,

646
00:49:07.460 --> 00:49:10.980
it seems like if you're, as you're starting this new branch

647
00:49:10.980 --> 00:49:15.980
to go to 10X, that there would be a way to continue

648
00:49:16.980 --> 00:49:19.260
to build the profitable side of the business

649
00:49:19.260 --> 00:49:20.940
that's always been in the black

650
00:49:20.940 --> 00:49:25.020
and maybe bring someone in to increase the production

651
00:49:25.020 --> 00:49:27.740
on the tiny house side of things

652
00:49:27.740 --> 00:49:30.060
where the people are giving you your money up front

653
00:49:30.060 --> 00:49:32.500
in order to offset what you're experiencing

654
00:49:32.500 --> 00:49:35.380
and developing the new side of your business.

655
00:49:35.420 --> 00:49:36.260
That you want to take,

656
00:49:36.260 --> 00:49:38.660
that you want to use to take you to 10X.

657
00:49:40.020 --> 00:49:41.060
Does that make sense?

658
00:49:43.260 --> 00:49:45.020
If you've got something that's purely profitable,

659
00:49:45.020 --> 00:49:47.180
why not build that simultaneously

660
00:49:47.180 --> 00:49:49.740
as you're building this other side of the business?

661
00:49:49.740 --> 00:49:51.140
Yeah, we are doing that,

662
00:49:51.140 --> 00:49:53.580
but we're a big fish in a small pond

663
00:49:53.580 --> 00:49:54.900
in the tiny house world.

664
00:49:54.900 --> 00:49:56.660
And we've kind of maxed out.

665
00:49:56.660 --> 00:49:59.180
We are the, in my opinion,

666
00:49:59.180 --> 00:50:02.180
we are the biggest fish in the tiny house world.

667
00:50:00.000 --> 00:50:05.040
industry expert there. And so there's not a whole lot of

668
00:50:05.040 --> 00:50:10.800
upward mobility on that side. And I don't want to go into debt

669
00:50:11.240 --> 00:50:15.720
borrowed to try this. So that's kind of out of the question too.

670
00:50:18.600 --> 00:50:22.160
So Robin, I mean, we've had a few discussions about this, I

671
00:50:22.160 --> 00:50:26.080
actually think it's a good idea, I would, I would suggest maybe

672
00:50:26.720 --> 00:50:32.760
a scaling back the size of effort, focusing on your, your

673
00:50:32.880 --> 00:50:37.920
best possibility, and really piloting a single success story

674
00:50:38.240 --> 00:50:43.880
that that you could, you know, share with other entities and,

675
00:50:44.160 --> 00:50:49.440
and governments, you know, as a as a point to, as an example of,

676
00:50:49.480 --> 00:50:52.480
you know, kind of the benefits they could recognize, realize.

677
00:50:52.480 --> 00:50:56.680
So I'm just saying, instead of, instead of going broad, narrow,

678
00:50:56.720 --> 00:50:59.640
go after your best and focus on a small win.

679
00:51:01.680 --> 00:51:05.480
Thank you, Ben. Good advice. We are, we are niching down to a

680
00:51:05.480 --> 00:51:06.560
very small niche too.

681
00:51:07.000 --> 00:51:11.640
Yeah. So which amounts to thin slicing, right? Let's hear from

682
00:51:11.640 --> 00:51:13.760
Ray, and then I'll wrap it up.

683
00:51:15.000 --> 00:51:22.240
Yeah. I mean, have you, have you prayed and asked? Have you have

684
00:51:22.240 --> 00:51:26.880
you asked for a direction around this? You know, I'm some of you,

685
00:51:26.880 --> 00:51:30.520
I'm, some of you probably know him, but I'm going to see David

686
00:51:30.520 --> 00:51:35.800
Green, the next few months started Hobby Lobby, $8 billion

687
00:51:35.800 --> 00:51:40.440
company gives 50% of his, you know, profits to charity. And,

688
00:51:40.960 --> 00:51:45.360
you know, he's quoted as saying, my life changed when I turned

689
00:51:45.360 --> 00:51:51.200
every major and minor decision over to prayer and God. And, you

690
00:51:51.200 --> 00:51:54.280
know, have you have you prayed on that, you know, because I

691
00:51:54.280 --> 00:51:58.000
used craft Graham cooks crafted prayer that Tamra suggested to

692
00:51:58.000 --> 00:52:03.040
me. And I got my mantle, because I wasn't sure of should I be

693
00:52:03.040 --> 00:52:07.800
expanding? Should I be doing this or that? And I'm very

694
00:52:07.800 --> 00:52:12.760
grateful. He gave me my tagline. And and so like, ever since

695
00:52:12.760 --> 00:52:17.920
then, my my content hasn't been confusing or my direction to use

696
00:52:17.920 --> 00:52:21.000
that different language. My direction hasn't been confusing.

697
00:52:21.000 --> 00:52:24.840
It's been under that mantle. And and so I would just, you

698
00:52:24.840 --> 00:52:28.720
know, if you haven't, I would just make sure because you know,

699
00:52:28.720 --> 00:52:31.520
we either serve mammon or we serve the Lord, right? And if

700
00:52:31.520 --> 00:52:34.640
we're if we're worried to go in a direction because of mammon,

701
00:52:34.880 --> 00:52:39.360
then is that either a distrust of the Lord? Or is that we're

702
00:52:39.360 --> 00:52:42.400
going in the wrong direction? Are we out of our anointing? And

703
00:52:42.400 --> 00:52:46.720
so like, I would just, you know, maybe you have, but I would

704
00:52:46.760 --> 00:52:50.120
that's the answer. I mean, I don't, I will walk by faith, not

705
00:52:50.120 --> 00:52:53.200
by sight. And so, you know, if he tells me to invest in

706
00:52:53.200 --> 00:52:56.640
something, I invest in something if I go, you know, and so I'm

707
00:52:56.640 --> 00:53:02.720
trying to balance the more logical sort of discussions

708
00:53:02.720 --> 00:53:06.320
we're having in here with, but that will not override what the

709
00:53:06.320 --> 00:53:10.280
Lord tells me because the Lord's covering that. And and so, you

710
00:53:10.280 --> 00:53:11.480
know, that's just my two cents.

711
00:53:12.440 --> 00:53:17.640
Oh, good, great comments. Yeah, let's, let's, but you were right

712
00:53:17.640 --> 00:53:20.160
on the money, Robin, right off the bat in your question,

713
00:53:20.160 --> 00:53:22.680
actually, you said, I want to talk more about the permission.

714
00:53:23.320 --> 00:53:28.760
So what is the permission? See, 1 John 2, 20, and verse 27 says,

715
00:53:28.760 --> 00:53:30.920
you have no need that any man should teach you for the Spirit

716
00:53:30.920 --> 00:53:33.280
teaches you all things. And actually, the word is the

717
00:53:33.280 --> 00:53:37.200
anointing teaches you all things, the empowerment. So the

718
00:53:37.200 --> 00:53:43.640
empowerment, the anointing, the gift, the backing of heaven, if

719
00:53:43.640 --> 00:53:47.560
we want to put it that way, the enablement that is coming to

720
00:53:47.920 --> 00:53:51.480
upstairs, you in your partnership with the Lord, that

721
00:53:51.520 --> 00:53:55.280
anointing is tied to your partnership. And that part is

722
00:53:55.280 --> 00:54:00.200
tied to your permission, that expands as you grow. But so what

723
00:54:00.240 --> 00:54:04.720
you may be, you may be on the right idea, but a bit early. And

724
00:54:04.720 --> 00:54:08.320
so if you're a bit early, then what's happening is the Lord has

725
00:54:08.320 --> 00:54:10.840
got you into an awareness mode, because you haven't met the

726
00:54:10.840 --> 00:54:13.640
right person yet, you haven't connected to the right source of

727
00:54:13.640 --> 00:54:16.360
capital. And I'll end this because I always end up putting

728
00:54:16.360 --> 00:54:18.360
my private equity hat on whenever we have these

729
00:54:18.360 --> 00:54:21.880
conversations. Because we talked to, you know, you talk to a lot

730
00:54:21.880 --> 00:54:24.600
of people. And so, you know, there's only a handful of

731
00:54:24.600 --> 00:54:27.280
sources of capital, you already mentioned debt, you don't do

732
00:54:27.280 --> 00:54:32.760
that, get that. I, I personally wouldn't suggest, this is just

733
00:54:32.760 --> 00:54:35.400
my personal thing, I can't give you financial advice. I'm not a

734
00:54:35.440 --> 00:54:38.720
rich financial advisor. But I can say that as it was mine to

735
00:54:38.720 --> 00:54:43.160
do, I would say, I wouldn't use the profits of the one company

736
00:54:43.160 --> 00:54:48.400
to fund the other, I would not do that. And, and that, back to

737
00:54:48.920 --> 00:54:52.640
the point of, if the Lord is enabling and giving permission,

738
00:54:52.720 --> 00:54:55.800
then there's another way. And that's the way you have to find.

739
00:54:55.800 --> 00:54:59.240
So I would immediately stop that. And I would continue, as

740
00:54:59.240 --> 00:55:00.040
Matthew said,

741
00:55:00.000 --> 00:55:04.140
to continue, even if you are pretty much owning your zone,

742
00:55:04.140 --> 00:55:06.740
I know you're the big player in that small space,

743
00:55:06.740 --> 00:55:07.580
which is great.

744
00:55:07.580 --> 00:55:09.260
You micro-niche down very, very well.

745
00:55:09.260 --> 00:55:10.980
So you've already done that well.

746
00:55:10.980 --> 00:55:12.860
You clearly have favor there.

747
00:55:12.860 --> 00:55:14.380
Clearly that's working.

748
00:55:14.380 --> 00:55:15.860
Keep building that up.

749
00:55:15.860 --> 00:55:18.540
And then instead of, as you said, Robin,

750
00:55:18.540 --> 00:55:19.700
doing the fits and start,

751
00:55:19.700 --> 00:55:22.300
wasting capital and effort and so on,

752
00:55:22.300 --> 00:55:25.140
what you need to look back is what's the source of capital

753
00:55:25.140 --> 00:55:26.140
that's gonna drive this?

754
00:55:26.140 --> 00:55:27.420
And it could be customers.

755
00:55:27.420 --> 00:55:29.560
I mean, it could be that one big customer that comes in

756
00:55:29.560 --> 00:55:32.400
that is possible has been suggested that could work.

757
00:55:32.400 --> 00:55:34.240
It could be that the Lord wants you to partner

758
00:55:34.240 --> 00:55:35.360
with someone else.

759
00:55:35.360 --> 00:55:37.720
I mean, literally you may have not have found

760
00:55:37.720 --> 00:55:41.360
your partner yet and not everything has to be done by us.

761
00:55:41.360 --> 00:55:43.000
I mean, we're in partnership, right?

762
00:55:43.000 --> 00:55:44.200
We're in the kingdom.

763
00:55:44.200 --> 00:55:47.200
And sometimes the Lord wants you to bring someone else along

764
00:55:47.200 --> 00:55:50.600
and so that you could look for an external source

765
00:55:50.600 --> 00:55:51.680
of capital.

766
00:55:51.680 --> 00:55:53.600
I do agree with the debt thing.

767
00:55:53.600 --> 00:55:57.240
And so I think, and the last one is that,

768
00:55:57.240 --> 00:55:59.120
you do a friends and family or personal money.

769
00:55:59.680 --> 00:56:00.520
I wouldn't do that in this case.

770
00:56:00.520 --> 00:56:02.040
There's no need for that.

771
00:56:02.040 --> 00:56:04.560
So anything that would bind you up,

772
00:56:04.560 --> 00:56:07.280
which is using the existing cash from your existing business,

773
00:56:07.280 --> 00:56:08.720
I would not do that.

774
00:56:08.720 --> 00:56:11.480
I would definitely not use debt that would bind you up.

775
00:56:11.480 --> 00:56:13.960
Using friends and family to try to promote this,

776
00:56:13.960 --> 00:56:16.040
I wouldn't do, you're not doing that anyway.

777
00:56:16.040 --> 00:56:18.640
And so I think stay away from all that

778
00:56:18.640 --> 00:56:22.520
and come back to the place of highest freedom

779
00:56:22.520 --> 00:56:24.160
and highest peace.

780
00:56:24.160 --> 00:56:25.200
That's where I would go.

781
00:56:25.200 --> 00:56:27.840
And from that place, so, okay, Lord,

782
00:56:27.840 --> 00:56:30.680
I think you're saying to us, we should do this,

783
00:56:30.680 --> 00:56:32.960
but now I need to know more about timing

784
00:56:32.960 --> 00:56:34.480
and who's coming to help,

785
00:56:34.480 --> 00:56:38.200
rather than I have to go and find someone to hire them

786
00:56:38.200 --> 00:56:39.720
and they work for me or whatever.

787
00:56:39.720 --> 00:56:41.160
That might've been the modality

788
00:56:41.160 --> 00:56:42.760
that got the first company going,

789
00:56:42.760 --> 00:56:45.440
but it may not be the modality for the second one.

790
00:56:46.360 --> 00:56:48.400
Off the top of my head, just,

791
00:56:49.360 --> 00:56:52.880
I wonder if you shouldn't sell the idea to someone else,

792
00:56:52.880 --> 00:56:53.760
license it.

793
00:56:54.920 --> 00:56:57.000
That would be a quick way out.

794
00:56:57.000 --> 00:56:59.680
Go to someone and say, we're the experts in this.

795
00:56:59.680 --> 00:57:00.920
There's this market.

796
00:57:00.920 --> 00:57:03.040
Do you want to buy the franchise or the license

797
00:57:03.040 --> 00:57:04.040
and take it there?

798
00:57:05.960 --> 00:57:08.040
And you can speak to our favorite IP attorney

799
00:57:08.040 --> 00:57:09.000
to help you do that.

800
00:57:10.240 --> 00:57:11.160
Peter.

801
00:57:11.160 --> 00:57:12.000
Peter, yeah.

802
00:57:13.320 --> 00:57:14.160
Yeah.

803
00:57:14.160 --> 00:57:16.800
So, you know, keeping in the kingdom,

804
00:57:16.800 --> 00:57:18.920
but I would, yeah, yeah, for sure.

805
00:57:18.920 --> 00:57:21.040
I would, off the top of my head,

806
00:57:21.040 --> 00:57:23.160
I think there's a far more creative way

807
00:57:23.160 --> 00:57:24.000
the Lord wants you to do

808
00:57:24.000 --> 00:57:25.520
and he wants to go on that journey with him.

809
00:57:25.520 --> 00:57:27.480
I think it's about as much as what it's going to do

810
00:57:27.480 --> 00:57:28.320
for your partnership

811
00:57:28.320 --> 00:57:30.480
is what it's going to produce financially.

812
00:57:30.480 --> 00:57:31.680
That's always the case.

813
00:57:31.680 --> 00:57:33.680
So I don't know if that's helpful.

814
00:57:35.240 --> 00:57:36.080
Yeah.

815
00:57:36.080 --> 00:57:36.920
Yeah, it is.

816
00:57:36.920 --> 00:57:40.880
And it goes counterintuitive to what I,

817
00:57:40.880 --> 00:57:42.880
it's a great idea to license the idea,

818
00:57:43.880 --> 00:57:46.000
but it's counterintuitive to me

819
00:57:46.000 --> 00:57:49.040
because my brain immediately goes to,

820
00:57:49.040 --> 00:57:50.520
well, we got to have something of value

821
00:57:50.520 --> 00:57:52.280
before people will want it.

822
00:57:52.280 --> 00:57:57.040
But maybe the idea is of enough value to do that.

823
00:57:57.040 --> 00:57:58.760
So proof of concept.

824
00:57:58.760 --> 00:57:59.600
Yeah.

825
00:57:59.600 --> 00:58:02.840
I think a quick chat with Peter would help, right?

826
00:58:02.840 --> 00:58:05.400
You'd find out what's patentable, what's trademarkable.

827
00:58:05.400 --> 00:58:08.280
The process is a trademarkable and you may well have that.

828
00:58:08.280 --> 00:58:11.040
Well, guys, thank you for that time.

829
00:58:11.040 --> 00:58:14.720
I am, I had a section at the backend

830
00:58:14.720 --> 00:58:17.960
to talk a little bit about, you know,

831
00:58:17.960 --> 00:58:19.080
your own development

832
00:58:19.080 --> 00:58:21.560
in terms of your own personal productivity.

833
00:58:21.560 --> 00:58:23.880
We threw in a couple of power tools into the app.

834
00:58:23.880 --> 00:58:27.520
I walked him through with you at the beginning of the call.

835
00:58:27.520 --> 00:58:29.440
And some of you may know this,

836
00:58:29.440 --> 00:58:32.520
but there's the one thing that I would love to start.

837
00:58:32.520 --> 00:58:36.120
We developed the Q system, C-U-E system,

838
00:58:36.120 --> 00:58:40.480
because we wanted to give people cognitive control,

839
00:58:40.480 --> 00:58:42.200
leaders cognitive control.

840
00:58:42.200 --> 00:58:45.160
So I want to just give you a one minute

841
00:58:45.160 --> 00:58:47.200
which your appetite view of that,

842
00:58:47.200 --> 00:58:50.200
because I think it may be helpful

843
00:58:50.200 --> 00:58:54.480
to see one specific point.

844
00:58:54.480 --> 00:58:59.040
And I've got, you know, various, the notes are there.

845
00:58:59.040 --> 00:59:01.200
So if you want to go and read to the,

846
00:59:01.200 --> 00:59:05.240
if you go to the curriculum and you go into the power tools,

847
00:59:05.240 --> 00:59:08.560
the very first one, Q, which is self-management.

848
00:59:09.640 --> 00:59:11.360
This is such a big mistake.

849
00:59:11.360 --> 00:59:13.520
I've watched so many people make

850
00:59:13.520 --> 00:59:17.680
and I thought it may be super helpful

851
00:59:17.680 --> 00:59:20.840
since we won't actually get time to get into this today.

852
00:59:20.840 --> 00:59:24.200
But let me see if I can just quickly share my screen.

853
00:59:26.040 --> 00:59:28.560
Can you guys see that, the triangle there?

854
00:59:28.560 --> 00:59:29.400
Yeah?

855
00:59:29.400 --> 00:59:30.720
Yes.

856
00:59:30.720 --> 00:59:33.560
So this triangle, this is a summary

857
00:59:33.560 --> 00:59:37.280
of how to govern everything from yourself.

858
00:59:37.280 --> 00:59:40.360
As the partnering with the Lord,

859
00:59:40.360 --> 00:59:43.040
the Q stands for capture, use and enhance.

860
00:59:43.040 --> 00:59:45.400
And it's a system I developed over 30 years

861
00:59:45.400 --> 00:59:47.200
together with Glenn and others.

862
00:59:47.200 --> 00:59:49.480
And I've taught this to,

863
00:59:49.480 --> 00:59:51.520
I've hired five presidents in my career.

864
00:59:51.520 --> 00:59:53.800
I've taught so many of them

865
00:59:53.800 --> 00:59:55.600
and I could tell you stories about them saying,

866
00:59:55.600 --> 00:59:58.600
man, if I knew this, I would have doubled my productivity.

867
00:59:58.600 --> 01:00:00.000
The plan here is, what?

868
01:00:00.000 --> 01:00:05.680
you massively increase your productivity and lower your stress. And the way to do that is your brain

869
01:00:05.680 --> 01:00:11.760
has to have a system it can trust. Meaning you have to commit to a system that when you do that

870
01:00:11.760 --> 01:00:15.760
your mind knows it stays there. But if it just jumps straight off whatever the system is back

871
01:00:15.760 --> 01:00:21.120
into your brain you don't have a system you trust. And so what people are doing is they have notepads

872
01:00:21.120 --> 01:00:25.200
here and a book there and on their on their phone here and an app there and this and that.

873
01:00:25.200 --> 01:00:32.080
And they have no setting or concept of how it all hangs together. So I've developed this simple way

874
01:00:32.080 --> 01:00:38.240
of understanding. So this Q system is physically a book. As many of you know that the video will

875
01:00:38.240 --> 01:00:44.800
explain it. What goes in the book, how the to-do's go in the book, every Monday creating a new to-do.

876
01:00:44.800 --> 01:00:50.720
It's your command and control system. And from that command and control system you can use all

877
01:00:50.720 --> 01:00:57.120
the digital stuff you like. What I call middleware. Slack, Notion, Notes, Asana, whatever project

878
01:00:57.120 --> 01:01:00.960
management stuff. It doesn't really matter what all the stuff sits in the middle here. That's fine

879
01:01:00.960 --> 01:01:05.360
and that will change and as technology improves and whatever. And at the bottom you've just got

880
01:01:05.360 --> 01:01:10.720
a pile of digital assets. You've got videos and documents and graphics and spreadsheets and

881
01:01:10.720 --> 01:01:16.080
whatever else. PDFs, whatever your digital assets are. So the middleware can help you manage the

882
01:01:16.080 --> 01:01:21.520
digital assets better. If you're not familiar with Notion, it's a pretty powerful tool for doing all

883
01:01:21.520 --> 01:01:27.360
that. Slack is great for informal communications, etc. But what sits on top of the whole thing

884
01:01:28.160 --> 01:01:37.040
has to be, in my personal view, something on paper. Here's why. Here's why I have tried so many apps.

885
01:01:37.040 --> 01:01:44.400
I've tried this so many times. Is that there has to come a point that from the way your

886
01:01:44.400 --> 01:01:52.400
brain is wired, it needs to take these sort of map snapshots of the page. And it's amazing how

887
01:01:52.400 --> 01:01:59.040
fast that gives you control and that sense of, okay, I've got this. And so what you can do from

888
01:01:59.040 --> 01:02:06.080
your paper version, your book version, we've trained our whole team to do this. Here's the upside.

889
01:02:06.080 --> 01:02:11.360
If you do it, it's going to give you cognitive control. My suggestion is, no matter how experienced

890
01:02:11.440 --> 01:02:18.160
you are, no matter how long you've been in business, I've given this to so many people

891
01:02:18.160 --> 01:02:23.680
and the ones who use it always say it's such a game changer. When we go through 40 weeks of

892
01:02:23.680 --> 01:02:29.120
training, this comes up as the number one thing that helped people the most, right? You guys there

893
01:02:29.120 --> 01:02:33.440
at K Construction, you took this pretty seriously. You guys got into it pretty heavy. I know you did.

894
01:02:34.160 --> 01:02:38.400
But at Brilliant, for instance, when you hand somebody something and it's going into it, they're

895
01:02:38.400 --> 01:02:44.400
cueing the thing into their system, you know the chances of it getting dropped. So if you have a

896
01:02:44.400 --> 01:02:51.360
system today in which items never jump back into your mind, two, you always deliver stuff and you

897
01:02:51.360 --> 01:02:57.840
almost never forget something, you don't need this. But since that's probably nobody or very close to

898
01:02:59.120 --> 01:03:07.360
because it just took me a long time to make it this simple and your brain is very good at mapping

899
01:03:07.360 --> 01:03:13.680
different visual elements on a page. And when the minute that thing can scroll like on a digital

900
01:03:13.680 --> 01:03:20.000
screen, it loses all that mapping. So I've been building it very close. I know we have a

901
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cognitive scientist on our team here today. So that's great, Susan. So good to have you. We'll

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talk maybe more about this. And for those of you in that learning space, know that's what we want

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for you. So I'm out of time. I'd like to stay, you know, and I've gone a minute over, but take a

904
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moment, go through that video. And if it's helpful, show it to your team or to anyone else you want to

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use it for. It's super easy. You can do it yourself. And let me know, you know, get on the, by the way,

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I will be answering comments. I've set time every week to answer comments and response. If you put

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anything on that, on the community, let's get the community thing up and running. We're a bigger

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group now and give us feedback. And by the way, connect with each other. Hey, I want to follow up

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with the comments you made, et cetera, et cetera. What a pleasure it's been to spend this. This is

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the highlight of my month to spend two hours with you guys. Thank you so much for giving me your time

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and loved it. Appreciate it. Appreciate you. Let me wrap us up in prayer and then we can,

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then we'll jump. Heavenly father, what a delight that you sent Jesus and not just to die for our

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sin and give us new life, but to be our partner in the very ventures you've prepared for us to walk

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in. Thank you, Lord, that you've gone before us, given us a partner, given us a coach in the genius

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Holy spirit. And so I pray for these businesses represented here, Lord, that you would bless

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them richly. I pray for wisdom.

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I pray for permission, and I pray for clarity, that they can see the ebb and the flow of

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what you're doing, and that whatever it is you're doing, we do the same, and that we

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will amaze the world by what we do together with you.

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In Jesus' name, Amen.

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The Lord bless you.

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Have a wonderful weekend.