B (34:16)
Yeah, I love that. So I'm going to add one more word before I answer this. So necessary, we call them NRAs. Necessary Required Actions. And so to add to this question, right, at a certain level you have like one of the things is there's constantly assessing, there's an assessment, where am I today? And if people don't do that, like it's easy to get stuck into what I call the comfort zone. Comfort turns to complacent zone. Complacent turns into this nosedive crash and pretty soon you have a crisis. So we want to avoid the crisis and avert that by saying, okay, number one, let's do a consistent check in that check. And I call this like our general's tent. The battle is always won in the general's tent. Which means, hey, at least once a week you got to sit down and look back at the previous week. Hey, what did we do? What we said we did like, and I mean at a high level. Because if you're not executing at a level that's going to put you on an upward trajectory, we're back to go walk for 45 minutes and tell me how you feel. So the return report out of like this, this planning, this general stint, so to speak, once a week is important. Number two is a constant looking into the future. Like, and again, I think I heard this from might have been Gary Vee. I don't even probably where he's like, our head needs to come up out of the dirt into the clouds. We've got to survey. We got to, you got to look. Because at the level of an eight figure, a multiple eight figure, close to nine figure business, there's so many moving pieces that you're counting on dozens and dozens of your leaders. So it's fast again, speed of the team, speed of leaders. So this assessing, right. And adjusting and pivoting like real time. Where are we? There's where we were. Here's what we want. Here's where we are. We got to pivot. Another thing that I think is critical for these, that I don't think another thing that is like mission critical is the confronting of crucial conversations with people. High end leaders, like top end leaders, they, they don't leave these critical, crucial conversations for anybody. You got to have them. You have to have them. And it's not a text message, it's not an email. It's a you confront. And the reason why it's so important when a leader confronts his main people, he is demonstrating to them. He or she is demonstrating to them. This is how we handle stuff head on confront. What I've learned is people who avoid confrontation and they want to go into complexity, they're avoiding the very thing that would put them to the next level so they stay stuck. Critical, crucial, fierce conversations. When something's not working, it's immediate because again, like you know the phrase, right? It you don't. You can't turn the Titanic like you can a VW bug. It Takes a lot of movement to turn an organization. So those micro conversations are critical. Another thing that's important that I'd say for these guys is this sounds like almost counterproductive, but I'm like, you gotta sharpen your saw, man. Stephen Covey said he was onto something when he's like, sharpen the saw. You know, if I talk, if I see two guys cutting down a tree and one guy disappears for a couple hours every day, but he comes back, but he cuts down the tree faster, it's because his, his saw is sharp. And again, I'm not talking about self care and pedicures, manicures. I'm talking about like real deep meditation, real preparation. Give me a guy who's going to stop and prepare his day and then execute. He's going to get farther than the person who just, let's go to work. Because at that level, the grind is not the, the grind actually becomes counterproductive. There's got to be strategic planning and execution. It's like, again, this is, look, you're a solo guy, just go work harder, you're going to make money. But when you're over people and livelihood and organizations and, and like branches and districts and like, you gotta have a strategy that is in alignment with where you're trying to go. And a lot of times, even for myself, I hire mentors, I hire coaches. I have a team where we hold each other to these candid conversations. So those are a handful of things to me. It's like if you're doing that and then again, you're taking a step back, looking at the big picture, like, head in the clouds. Okay, where are we at? What's really going? What's really going on, what's really not happening that we got to have happen. Once we, we plan, we put our face in the dirt and we go, we execute and we face is in the dirt. Like, we're grinding, we're working, and every once in a while, head comes up. Where are we? Is this really what we want? You know, you've heard the phrase that says, hey, don't, don't build, don't climb the ladder. Get to the top and be like, oh, the ladders gets the wrong wall. I'm like, that's a real thing where people build and work so hard and they get down the road and they're like, this is not what I wanted. That's why having clarity and head up in the clouds is so crucial. You got to make sure is the path that you're on really the path that's going to lead you to what you really want. And when you get to what you really want and you make that money or you get that thing, are you sure what's behind it is what you really want? And if it is, let's go get it. If it's not, we need to assess that before we spend years and months building a machine to solve a problem that really is not the problem. So there's a lot of thinking and conversation that goes into these systems. And if people are just like willing to submit to that process, it's a whole different level of capacity versus hey, let's go walk for 45 minutes. Stop eating sugar, stop eating and you're good. No, this is like we're trying to turn you into a high, like level, well oiled machine with muscles and endurance and you can handle the 120 plus bike ride in the marathon. Like it's a way different game. Same in marathon, same in bodybuilding, same in business. Same with family.