915. Q&AF: Leading Without Micro-Managing, Patience with Goals & Working In Vs On Your Business

Summary

Podcast Summary: REAL AF with Andy Frisella - Episode 915

Title: Q&AF: Leading Without Micro-Managing, Patience with Goals & Working In Vs On Your Business
Host: Andy Frisella
Release Date: August 4, 2025
Episode Number: 915

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Introduction

In Episode 915 of REAL AF with Andy Frisella, host Andy Frisella engages in an insightful Q&A session, delving into the complexities of leadership, the virtue of patience in achieving goals, and the critical transition from working in your business to working on it. Joined by his co-host DJ, Andy navigates through real-world entrepreneurial challenges, offering actionable advice to listeners striving for success.

Setting the Stage: Business and Banter

The episode kicks off with Andy outlining the show's structure, emphasizing a blend of business discussions fronted by Q&A segments and entertaining "Cruise the Internet" (CTI) segments. This balance ensures that listeners receive both valuable insights and engaging content.

Andy Frisella (00:16):
"This is the show for the realists. Say goodbye to the lies, the fakeness and delusions of modern society and welcome to reality, guys."

Personal Anecdote: Rescuing a Deer

Early in the episode, Andy shares a personal story about rescuing a deer stuck between a guardrail and a fence during his outdoor cardio session for the 75 Hard program. This tale not only adds a relatable and humane touch to the discussion but also underscores Andy's dedication to taking decisive action—a theme that resonates throughout the episode.

Andy Frisella (05:11):
"I pulled my Steve Irwin. Yeah, I turned into PETA. Steve Irwin. All combined, bro."

Q&A Segment

Alyssa's Question: Balancing Detail Orientation with Leadership

A listener named Alyssa reaches out with a concern about transitioning from a detail-oriented role as a legal nurse consultant to leading a gym. She struggles with finding the right balance between maintaining high standards and avoiding micromanagement.

Alyssa (11:51):
"I know that the last thing you need to do as a leader is just tell somebody what to do... how in the weeds do I get with the details?"

Andy Frisella (14:02):
"So depending on what your goal is with this gym, really depends on how standardized you need to make the systems inside of the gym."

Andy emphasizes the importance of establishing standardized operating systems to ensure consistency across all coaching classes. He draws parallels to successful franchises like Orange Theory, highlighting how uniformity enhances brand reliability and customer experience.

Notable Quote (22:00):
"Great leaders audit themselves all the time. They're always asking, was I too much, was I too soft, was I too hard, was I too detailed, was I too lax..."

DJ's Reflection: Rethinking Micromanagement

DJ offers his perspective on micromanaging, initially viewing it negatively. His contemplation leads to a deeper understanding of the necessity of setting and maintaining high standards without stifling autonomy.

DJ (24:22):
"Leadership, by definition, is. You do, then they do. You do, then they do."

Andy Frisella (26:00):
"Leadership is gathering a whole bunch of people, getting them focused on a single goal, and then winning at that goal."

Andy clarifies that effective leadership isn't about controlling every detail but about setting clear expectations and standards, allowing team members the freedom to execute while ensuring alignment with the overarching goals.

Jeremy's Call: Transitioning from Working In to On the Business

Jeremy, a construction business owner, grapples with the challenge of shifting from hands-on operations to strategic leadership. He fears being perceived as disengaged and worries about maintaining business standards without his constant involvement.

Jeremy (43:38):
"How do you get past that hump of, like, man, I'm worried I'm not doing anything, but yet I am making progress?"

Andy Frisella (45:29):
"You can operate like that, but you won't get any bigger because you are basically stretching yourself to a point where you can't be in multiple places at once."

Andy relates to Jeremy's struggle, sharing his own experiences of transitioning from managing individual store operations to overseeing multiple locations. He underscores the necessity of building trust, delegating effectively, and focusing on strategic growth rather than day-to-day tasks.

Notable Quote (53:56):
"Success is boring and it's mundane and it takes time. The reason that most people fail is because of how boring it is and how repetitive it is..."

Andy uses relatable analogies, likening business growth to farming—planting seeds and patiently nurturing them until fruition. He introduces the concept of aggressive patience, advocating for relentless execution while understanding that success inherently requires time.

Jeremy (57:43):
"I know at 34 years old I'm not where I want to be. I don't want to keep waiting and waiting and waiting."

Key Takeaways and Insights

1. Standardization vs. Autonomy:

   • Establishing standardized systems ensures consistency and brand reliability, allowing leaders to delegate effectively without sacrificing quality.

2. Aggressive Patience:

   • Success demands relentless effort and execution while patiently awaiting results. This dual approach helps entrepreneurs stay productive and focused during inevitable waiting periods.

3. Transitioning Leadership Roles:

   • Moving from operational roles to strategic leadership is challenging but essential for business growth. Building trust and delegating responsibilities are critical steps in this transition.

4. Self-Auditing as a Leader:

   • Great leaders continuously evaluate their actions and decisions, striving for improvement and adapting to maintain effectiveness.

Conclusion

Episode 915 of REAL AF with Andy Frisella offers a deep dive into the nuanced aspects of leadership and business growth. Through real-life anecdotes, listener interactions, and candid discussions, Andy and DJ provide valuable guidance for entrepreneurs navigating the delicate balance between detailed oversight and empowering their teams. The episode underscores that while patience and strategic planning are indispensable, relentless execution and self-improvement are equally vital for sustained success.

Final Thoughts from Andy Frisella (63:55):
"Everybody's position is valuable. We're all on a team. We all have a role, and if we do our roles, we'll win and everybody will get paid. If we don't do our jobs, we're going to struggle, and that's going to suck for all of us."

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Stay Connected:
For more insights and to engage with the community, visit andy4sella.com and follow REAL AF with Andy Frisella on your preferred podcast platform.

Transcript

[DJ]

Yeah, went from sleeping on the floor now my jury box froze up Pole stove counted millions in a cold bad booty swole got her own bank roll can't fold just a no head shot case close.

[Andy]

What is up, guys? It's Andy for selling. This is the show for the realists. Say goodbye to the lies, the fakeness and delusions of modern society and welcome to reality, guys. Today we have Q and A F. That's where you submit the questions and we give you the answers. Now you could submit your questions a couple different ways. The first way is, guys, email your.

[DJ]

Questions into askandyforcella.com or you go on YouTube.

[Andy]

Click right underneath the Q and A episodes. There's a link in there and you can fill it out and you can call in the show and talk to us directly or you can leave a comment underneath the YouTube videos. Maybe we'll answer your question on the show. Now, for those of you who are new, we are not just a Q and A episode kind of show. We do a little party in the front and business in the back. Wait, no, I mean, I mean we do business in the front and party in the back.

[DJ]

That's right. That's right.

[Andy]

All right, we're gonna start every week with the business.

[DJ]

That's right.

[Andy]

All right. That Q and A F Entrepreneur success. How to get better advice. All right, but then tomorrow the fun starts. We have cti.

[DJ]

That was the parties.

[Andy]

That's where the party is, baby. That stands for cruise the Internet. That's where we take topics of the day. We throw them up here on the screen. We laugh and make fun of how ridiculous the world is. And then we talk about how we the people have to solve these problems going on in the world. Yeah. And that's cti. And then we have real talk. Real talk is just five to 20 minutes of me giving you some real talk. And. And then we have what's called 75 hard verses. That's where someone who has completed the 75 hard program comes on. The show talks about how they were before, how they are now, and how they use the 75 hard program to improve their life. Now, if you're unfamiliar with 75 hard, it is the initial phase of the live hard program, okay. Which is a year long program, not every day. That helps you keep your discipline and your mental toughness tuned in so that you can be successful in all areas of your life. This is all available for free at episode 208 on the audio feed. Again, that's 2,08 on the audio feed it's not on YouTube. Or you can go to andy4sala.com and buy the book on mental toughness. And it will give you the entire program plus a whole bunch of other chapters on mental toughness, why it's important, how to use it, and how it actually is the fundamental skill that creates all success in life. So andyforcella.com go buy the book. It's hit or miss, whether or not we can keep it in stock. It's a. It's a very popular book. But, yeah, it's called the book on mental toughness. If you don't want to shell out the. Whatever it is. 25 bucks for the book, you don't have to. You can get it for free at episode 208. All right. We're all about helping people here. Now, we get asked all the time, how could you be on the 75 hard versus show? Well, it's actually very simple. How can we do that manat we just go in email into 75hardyforcella.com. Is that right? Email in your story and your Progress photos to 75 [e-mail]. Yeah. And you can be on the show as well. Right here. Right where Zeeshan sitting. You could be right there. It's a good seat anyway. Yeah. If you're unfamiliar with 75 Hard and Live Heart, it's the most popular mental transformation program in the history of earth. What else? What else do we got?

[DJ]

That's it, man.

[Andy]

Share the show.

[DJ]

Share the show.

[Andy]

All right. Don't be a hoe.

[DJ]

Don't be a hoe, baby.

[Andy]

What's going on? Nothing.

[DJ]

Same, Same.

[Andy]

Oh, look at that. Where'd you get that? Out of my secret stash.

[DJ]

I stole it from Chris.

[Andy]

No, that's my stash.

[DJ]

Oh, yeah, yeah, mine came.

[Andy]

See? I steal from Chris, too.

[DJ]

I just. Well, mine came halfway drink.

[Andy]

So it did. I saw you up there earlier. I wonder what you're doing.

[DJ]

Dude, those are my pow wow sessions with Chris, bro. Dude's a smart dude, man.

[Andy]

I know, bro.

[DJ]

He's smart. And so like any, I always try to give him at least like an hour of his.

[Andy]

Like, or I try to stow his smartness on you.

[DJ]

That's it, man.

[Andy]

That's it.

[DJ]

We talk about a plethora of things and how to power your house with.

[Andy]

Solar, how to purify your water.

[DJ]

Yeah, that's right. That's right. That's right. But, you know, I leave a better man every time.

[Andy]

That's right.

[DJ]

Good. It's good. Yeah, but. Yeah, I stole this from him, so it's great. But. Yeah, man, what's going on with you?

[Andy]

Nothing, dude. Ready to kick ass?

[DJ]

Yeah. It's a nice Monday.

[Andy]

Yep, it sure is.

[DJ]

It's not Monday. I gotta stop doing that to myself.

[Andy]

But we could pretend. Yeah, dude.

[DJ]

It was weird because, like, I think today, well, yesterday technically was like the first day that it wasn't. The devil's armpit, bro.

[Andy]

Fuck the word.

[DJ]

But they're saying like, we can't breathe.

[Andy]

Out there, you know now.

[DJ]

Yeah, like an air quality index alert or some shit.

[Andy]

It's better than it was two days ago.

[DJ]

It's true. This is true.

[Andy]

Yeah. Did. Do you want to tell people what happened to me yesterday?

[DJ]

Oh, the dear bro.

[Andy]

Yeah, where I had to. I had to pull my Steve Irwin.

[DJ]

Yeah, you turned into PETA.

[Andy]

Yeah, I turned into PETA. Steve Irwin. All combined, bro.

[DJ]

Deer are cool though, man. You said it was.

[Andy]

Bro, I had to rescue a deer yesterday. A. Not a baby deer, but like a middle sized deer.

[DJ]

Like a toddler deer.

[Andy]

Yeah. Like a preteen.

[DJ]

Yeah, they were.

[Andy]

You know what I'm saying? And it was like stuck between this guard. So where I do the cardio, there's a guardrail, like a car guard rail, and then a fence. And it was stuck between the guardrail and the fence. And so I'm walking, doing my 75 hard outdoor cardio, and I'm walking by and bro, there's a big bush like half the size of this room, and it starts going and I'm like, holy, dude, like. And I take off running, bro. I thought it was like bigfoot, man. I'm like, what the is going on? So I start running down the path. I like run away. And I see the thing still shaking. And then I hear this and I'm like, what is going on? And I was actually on the phone with one of my buddies. I'm like, dude, I gotta call you back. Yeah, so I went over there and there's this deer that's like, you know, not. I don't know, I don't know, maybe 50 pounds, you know, 60 pounds. And it's jumping and it just keeps jumping straight up in the air like it couldn't get over the guardrail. And the fence is like 8ft tall, right? So it's just. And then it's like freaking out. And I'm like, dude, this thing's gonna stick its foot in like one of those holes in the fence and break its leg or it's gonna starve. I don't Know what's going on.

[DJ]

Yeah.

[Andy]

So, dude, I walk over there and it's. And as I get closer, man, this thing's getting like, very upset, you know, like, loud.

[DJ]

Deer do sound weird.

[Andy]

Yeah, it's weird sound, bro. And so I. I grabbed it and like. Bro, I never grabbed a deer before. Like, I don't know. Like, I didn't. I didn't know, like, how. How strong they are or anything. I figured it was like a dog.

[DJ]

Yeah.

[Andy]

So I grabbed it. Dude, I'm gonna tell you right now, the motherfucker's got a lot of muscle. Yeah, dude. So. So it jumps as I grab it go. And it's. Dude, its head smashes my face. And like, I was like, stunned, you know, like how like you wrestle with your dog and was like that.

[DJ]

Yeah.

[Andy]

So then I took a couple steps back and I looked at it and I'm like, all right, I gotta, like, get this thing right. So I like went over there, dude, and I grabbed it and like this, like, hard, and it's going like. It probably thought I was gonna eat it for sure. Yeah. And then, you know, I put it on the ground. It ran off.

[DJ]

I would have.

[Andy]

They smacked me right in the face.

[DJ]

Dude, you had. By me. You know what? You.

[Andy]

Dear. That's what I thought for a minute. I was kind of pissed for a minute. I was like. I'm like, you know what it is what it is. But then I. Then I thought about it. I'm like, bro, I'm gonna go home and I'm gonna wonder if that thing's like stuck there or if it broke its leg. But, yeah, that was my good deed for the day yesterday.

[DJ]

I mean, that's pretty good deed. Yeah, it's a pretty good deed.

[Andy]

I don't.

[DJ]

I mean, there's not too many people can say they handled a deer.

[Andy]

Yeah. I mean, dude, he was, you know, he was a formidable opponent. You know what I'm saying?

[DJ]

Yeah. You came back. Face was all.

[Andy]

Yeah, dude, I came back. DJs.

[DJ]

Like, what happened?

[Andy]

You could punch the face. No. Kind of a deer got me.

[DJ]

Yeah.

[Andy]

Deer got you.

[DJ]

Yeah, we got. You know, it's. It's funny, dude. I. I feel like you get. You get up in the weirdest ways. We got to have better stories, bro.

[Andy]

Bro, you know what? Yeah, no kidding. I puncture my hand on a toilet paper holder. Yeah.

[DJ]

It's like, we got to come up with something better. Yeah, yeah. No, it's.

[Andy]

Anyway, that's my dear story.

[DJ]

Yeah. It's nice.

[Andy]

Yeah. I'm I'm glad I did. Feel like I did something worthy. No, that's good. You know, I'm with Zeeshan, bro. If you. You're good kind of animals, good things happen to you, bro. Yeah, I. I believe it's true. I couldn't. I couldn't walk past it, man. It's not in me.

[DJ]

Yeah.

[Andy]

I just couldn't believe how strong they were, bro. You ever, like, you probably never have, but, like, have you ever felt like a. Like a pretty big fish? Like a. Like a. Like a sailfish or like a. Like a baby shark or something? Nope, bro. It's like handling a tornado. Like, they're so strong, and they're like. Yeah, that's what the deer was like, bro. It was, like, strong. I was surprised.

[DJ]

I think I've ever handled, like, a wild animal like that. I mean, snakes. I've handled some pretty big. God damn it.

[Andy]

Yeah. Some big white snakes. I heard you like to ride on them, too.

[DJ]

I've. I've handled a few large reptiles.

[Andy]

Yeah. In my life, I've handled some pretty big snakes.

[DJ]

Yeah, man.

[Andy]

I can't win for. You're hanging out with the mirror all weekend, huh?

[DJ]

Yeah. Seven a mirror. Too long. That's what it is. That's all right.

[Andy]

Let's get to it.

[DJ]

Let's do it.

[Andy]

Or you, like, totally out yourself. You do, like, some nice music.

[DJ]

Worse when you have to, like, I swear I'm not gay. Like, that makes it ten times worse.

[Andy]

Nothing wrong with it, bro.

[DJ]

No, there's nothing wrong. I'm just not.

[Andy]

Yeah, okay. Well, what do we got today?

[DJ]

We got some really good questions. We got. We Got Q&AF again starting Monday off. Great for you guys. I got three good ones lined up. Let's give the first one a call, shall we? Yeah, let's get Alyssa on the line.

[Alyssa]

Hello, this is Alyssa speaking.

[DJ]

Hey, Alyssa, this is dj. What's going on?

[Alyssa]

What's up, dj? How are you?

[DJ]

Oh, you know, can't complain. Just, you know, another day and. Just out here living life.

[Alyssa]

Living your best life.

[DJ]

Living my best.

[Andy]

Good.

[DJ]

That's right. Yolo.

[Andy]

Yeah, he sure is. Alyssa, what's up? It's Andy.

[Alyssa]

What's up, Andy. How are you?

[Andy]

I'm good. How are you?

[Alyssa]

I'm doing well. Doing well.

[Andy]

So where. Where are they?

[Alyssa]

In Pensacola.

[Andy]

Oh, okay. Pensacola, man. It's Pensacola's beautiful place.

[DJ]

Nice.

[Alyssa]

Yeah, bro, it's hot as right now, though. Yeah, I will say that.

[Andy]

But you guys got the. They got beautiful beaches down there, man. It's. It's Good. Like old Florida vibes. Right in that area. I like how not, not, not like, you know, not like before the Civil War.

[DJ]

Right. Okay.

[Andy]

You know what I'm saying?

[DJ]

Okay.

[Andy]

After Civil War, you know, we still have some time.

[Alyssa]

It's actually a lot like the Midwest, believe it or not. It is in Ohio. And yeah, this is as. As good as it gets. Midwest plus beach.

[DJ]

Love it.

[Andy]

So what can we help you with?

[Alyssa]

Let me see what my question was, because I don't even remember whatever you.

[Andy]

Just wanted to call in the show.

[Alyssa]

I quit my career as a legal nurse consultant last year and bought our gym. Our gym owner decided to go to med school. So I was like, all right, well, I'm not going to let this place shut down. And over the past year, we've basically hired in a whole staff and we've launched a nutrition shop. And I guess my question really is, like, in my past career, I was so detail oriented, because if I wasn't, it could possibly cost our firm, like, millions of dollars or our clients anyway. And now the. I'm kind of new to leadership, right. And I know that the last thing you need to do as a leader is just tell somebody what to do. And my coaches have been awesome. And they're all part time. They all have other jobs, and there's just like this fine line of, like, how in the weeds do I get with the details? Because essentially, like our CrossFit with the CrossFit gym, the coaching is the product, right? So, and I want it to be awesome, but at what point do you kind of step back and be like, all right, you're being a little too, too overbearing and into the details and just be like, all right, this is good enough because you've got 8,000 other fighters to put out.

[Andy]

Well, let me ask you this is. Did something happen to where you feel like you crossed over into being too detail oriented? Or are you concerned that you aren't being enough? Or like, was there an event that happened that caused this question to come about?

[Alyssa]

There really wasn't. There's not been an event.

[Andy]

Okay.

[Alyssa]

Though I feel like. I feel like that I'm a little bit too detail oriented when it comes to, like, you know, you're coaching a class and like, this is the. The standardized way of doing the whiteboard and things like that. So I always preface it like, it's like a peloton class. You bring your personality, bring your music, bring your own flair. But at the end of the day, like, this is the standard.

[Andy]

Okay, I got it. So basically, you're just trying to audit yourself as a leader.

[Alyssa]

Right?

[Andy]

Okay, so depending on what your goal is with. With this gym, really depends on how standardized you need to make the systems inside the gym. All right, so if you. If your goal, and I don't know what it is, but I'm going to run through all the options, if your goal is to just operate the gym and your local community and have a nice business and enjoy it, then the level of detail in your systems can be a little more lax. You can let people kind of come in, be the personality, you know, do what they're going to do. The downside of that is that there will be coaches that are more popular, and there will be coaches that are less popular, and the coaches that are more popular are probably more popular because people like their methods better. And if you don't have minimal systems inside of your gym to standardize everything, you run the risk of losing clients if that coach were to leave. All right, so. So that's basically, I'm going to keep it small. I don't have to have a whole lot of systems. What's the upside? The upside is it's, you know, somewhat easy to manage. The downside is you're vulnerable to people taking your business elsewhere, and that's kind of the game. The next step forward would say, okay, I want to open multiple gyms, if you want to. And by the way, I would recommend what I'm about to tell you. Even if you're not going to run multiple gyms, you need to have a minimum standardized operating system inside of your gym. So that there is similarities that are branded between all the coaches, meaning there is a way of doing things for your gym that is done consistently throughout the different coaching classes and. And, you know, group activities that you guys do that could be simple rules, that could be simple structure that you set up, and then they agree to abide by. And if you pull all your coaches in, you say, hey, this is what I think will be good for all of us to do. These are the systems. This is the flow. This is how we should do things. They're probably all going to agree that it's a great way to standardize everything anyway, because at the end of the day, that way you have people who are coming in maybe for one class, and then they don't get stuck with the actual coach. They might come in for the morning class or the night class or the midday class and feel like they're getting the class from your gym, not just from that coach. So that makes your customers a little bit more yours as opposed to your coaches, which creates more security for yourself and your brand and your gym, and quite honestly, a better experience for the users because they can recognize that there is a certain way that you do things, meaning the brand, the gym does things. And then if you wanted to expand, you know, across the country or across the world, you know, that would be very standardized programming so that people are getting very similar things everywhere they go. Think like Orange Theory or something like that. Right, right. Where you go in there, you go to any Orange Theory and you kind of know what you're going to get. So those are kind of like the, the top, you know, I guess, 1, 2, 3, 5 minute, you know, description of how, how you should look at this. But as far as being detail oriented, I have never found there to be a problem with being too detail oriented because remember, your level of detail is going to be run at 80%, 70% of what you set out. So if you're running, let's say at 100 high, your team's going to naturally have some, some bleed off, and they're probably going to keep 70 to 80% of that detail. And then if there's another layer below that, they're going to keep 70, 80% of that leader's detail. So I actually think it's very, very, very important for the leader of a business to be extremely diligent on their details so that the flow downward doesn't get so watered down that by the time the customer sees it, it's just, you know, a bunch of, it's a bunch of everywhere. Yeah. So, but dude, you know, ultimately, you know, being a leader and, and, and develop and building a new business and all of these things, you know, you're always going to have that question of, man, am I doing this right or should I be more, should I be less? That is, that is a very strong quality that, that self auditing that you're doing. That's a strong quality of a great leader. Great leaders audit themselves all the time. They're always asking, was I too much, Was I too soft, Was I too hard, Was I too detailed, Was I too lax? Did I go, you know, did I say this the wrong way, or should I have done it this way? These are, these are the questions that naturally form us into a great leader over the course of time. And the fact that you're even asking that without an issue coming about to force you to ask that tells me that you're going to eventually be a really strong leader. If you're not already. So. So, yeah. I mean, what are your thoughts on all of that?

[Alyssa]

I completely agree with you. And, yeah, there's one thing that I've taken away from listening to you guys over the years. It's just like, you know, you talk about back in the day where you used to completely lose your shit.

[Andy]

Oh, yeah.

[Alyssa]

You just accept it because it was kind of part of growing.

[Andy]

Right.

[Alyssa]

So I do it constantly, ask myself these questions and try to audit myself, but, you know, there are some days where I'm a total bitch.

[Andy]

Yeah, well, welcome to entrepreneurship. I have meltdowns about once a month. Like, dude, this is, like, you say, back in the day. That's like. That was, like, Tuesday this week. You know what I'm saying? Like, and I'm not lying. Like, it was legitimately, but like, dude, this is. This is what happens, dude, when you're carrying, you know, all of this uncertainty, all of this doubt, all of this pressure. Sometimes the pressure has to get released. And you know what? Sometimes when you're not disciplined or you're new or, you know, you're not really sure what you're doing because you're emotionally, you know, wound up, that pressure can be released in the wrong areas. And. And then that's a simple. That's a simple. You know, again, you're going to audit yourself, and you say, I shouldn't have done that. Sometimes you're going to release the pressure on people, and you're like, you know what? They needed that. And. And you're going to learn that over the course of time. So I'll give you this. All these things that you're thinking about, I still think about every single day. I mean, every single day. I think the best leaders literally audit every handling of every problem and every conversation they have with their team over the course of their career. I don't think they ever get to a point, at least I've never met someone who gets to a point where they stop doing that. And that I would consider great. So don't worry about being too.

[Alyssa]

Just stop getting better, you know?

[Andy]

Exactly. Yeah. And the minute you stop the. You get worse, and that's the way the game goes. So, yeah, man, I would develop some. Some basic systems, some basic frameworks around how you want things to run and then obviously give the coaches the freedom to, you know, be them. You know, that. That is what Peloton is about. That's why people like Peloton, because they can go to Steve or Amy or, you know, Brian or whoever the. They got this week, and they like those people. And you want that same thing in your gym. But you also want to know that, you know, when I sign up, when I sign in for my morning class, it's going to be similar to the evening class. It's not going to be some completely different thing, you know?

[Alyssa]

Right. Yeah.

[Andy]

So what's the name of your gym?

[Alyssa]

We got it. We got Alpha Omega Performance.

[Andy]

There you go. Alpha Omega. I like it.

[Alyssa]

If you want. If you walk into Alpha Nutrition Shop, we have all of the first form.

[Andy]

That's what's up.

[Alyssa]

That's what's energy drinks.

[Andy]

There we go. The world's greatest.

[Alyssa]

Everybody loves a meat stick.

[Andy]

They do. Especially DJ. DJs a big fan of the meat sticks. Hey, what. What's your favorite meat stick?

[Alyssa]

My favorite meat stick.

[Jeremy]

Oh, I don't. I don't.

[Alyssa]

I don't really get into the meat sticks.

[Andy]

Oh, dj.

[Alyssa]

I'm more of a. I'm more of a chocolate pretzel DJ bar kind of girl.

[Andy]

I do like the chocolate pretzel protein bars. Have you had the whole food bars yet? The power pros?

[Alyssa]

I have.

[Andy]

They're really good, dude. I can't. I can't stop eating them, man.

[DJ]

Candy bars anyway.

[Alyssa]

They don't fit into my macros. We need to cut that in half.

[Andy]

I. Dude, they're. It's like. It's like eating cookie dough, man. Yeah. All right, well, anything else can help you with?

[Alyssa]

No, I think we're good. Thank you so much for taking my call and, of course, awesome day.

[Andy]

Well, thank you so much for all the support for the show and then obviously for first form. And kudos to you for, you know, taking care of the people in your community with this amazing gym and nutrition that you're doing. I think that's amazing. And, you know, if there's anything else you can help with, you know where you can find us.

[Alyssa]

Yes.

[DJ]

All right, thanks, Alyssa. Appreciate you.

[Alyssa]

All right, have a good one.

[Andy]

You, too. Bye.

[DJ]

Dude, I love the conversation just on leadership because I feel like there's so much involved in it. Right. And one of the things that I've always been perplexed by, if you will, is, like, the idea of micromanaging as a leader. Like, and it's like hearing that, like, like, and it's because I think that was the first time I've heard it explained like, that, like, as far as what you give out at 100% gets diluted. Yeah, it gets diluted.

[Andy]

Yeah, for sure.

[DJ]

It made me rethink on the micromanaging because, like, for me, my standpoint, I'm like, I don't want to be a micromanager, right? But in that line, it's like, well, like, if I know that.

[Andy]

Only it's not so much micromanaging. It's just holding the standard, bro. And one of the things she said that I forgot to address was at the beginning of the call, she said, you know, I know as a leader, one of the worst things to do is to tell people what to do. Actually, sometimes that's exactly what's needed. And we live in this society now where we have a lot of people giving advice that don't lead anybody, right? How many of these people on the Internet giving advice about leadership have an actual team that they lead? I don't know that many. I see a lot of people regurgitating things and saying things like, oh, well, the best leader should just let people do what they want. That is not leadership. Leadership, by definition, is. You do, then they do. You do, then they do. Okay? That is what the fuck leadership's about. And then occasionally, especially when you're in the beginning part of business, you do have to turn around and be like, hey, not like that. Like this. Not like that. Like this. Like, you have to think of it like. I like to talk about how Nick Saban coaches, right? Nick Saban, his whole thing is we don't practice till we get it right. We practice till we can't get it wrong. And he doesn't sit there and not tell people what to do because he wants his players to be comfortable. That's not what wins fucking national titles, bro. And it's also not what wins in business. What wins in business is telling your people exactly what to do until they know it so well that you don't have to tell them anymore. So there's phases to when you have to assert your dominance in terms of, like, this is what the fuck we're doing. And then when they start to get it, you back off and everybody's happier because now you don't have to do that, and they don't have to have you up their ass because they don't like that either. So, like, once the standard is set, you know, yes, there's some leeway, and you can allow for some, I guess, flavor from the leadership, right? Everybody wants to say, oh, there's my leadership style. Listen, there's only one leadership style that matters, and guess which one it is. It's the one that wins. That's it. Okay, so you could talk about your leadership style. But if you're not winning, it sucks. All right, so we got to realize what leadership really is. Leadership is gathering a whole bunch of people, getting them focused on a single goal, and then winning at that goal. And if they're not winning at that goal, you have to understand that your leadership style is ineffective. And a great leadership style that works every single time is you hold the standard, you do what you want them to do at the level or exceeding the level that you want them to do it. And then when they don't hold it, you got to tell them to fucking do it. And you. If you do that long enough, people either catch on or they wash out. And either way, you win.

[DJ]

Love it, man. I love it. Absolutely love it. Guys, let us know down in the comments what you guys thought about that. Question and answer. We gotta write in. Okay, let's do a write in. Good morning, guys. Yes, salutations.

[Andy]

Just wanted to ask, how do you.

[DJ]

Deal with having to wait on things? Recently, I feel like I've hit a point where I am doing everything that I can do in my business that is small but growing and currently hardly making money. I have a few pending groundbreaking projects that I am waiting on that fund these projects to really put big things in motion. Setback after setback, I am feeling my hands tied and out of control on all these pending things. I hate sitting around and doing small, pointless projects for little to no reason to keep my mind occupied from feeling like I'm not doing enough. I don't know if I'm just impatient or lazy, but whatever it is is driving me crazy and up the wall, ultimately frustrating. I feel like I can't sit around and wait for things to happen. Thanks for what you guys are doing. God bless.

[Andy]

How do you go? How. How is that lazy? What do they mean by that?

[DJ]

Yeah, or I guess just feeling lazy because you're just waiting for.

[Andy]

Oh, I got it. All right, look, here's the deal, dude. You have to. Everybody has to understand this. Whatever it is you're trying to build, whatever it is you're trying to create or become for yourself, there is an element that is out of your control. It is called time. Okay? And there's not been a person in the history of Earth that has been able to exclude the ingredient of time to the recipe of success. It's never, ever happened. It may appear to you that it's happened because you don't see the 5, 10, 15 years of work before someone just comes out of nowhere and is successful overnight. All right? You have to understand, nobody has built a business in two weeks. Nobody has gone from fat to fit in two weeks. Nobody has solved all of their life problems in two weeks. And here's the thing. It would be great if we could handle everything ourselves and do everything ourselves and get everything done at our pace. But the reality is, part of being successful, anything in life is that it usually requires the help of other people. Now, if, you know, we're talking about technology and the advancement, yes, we can get a. We can get more done with less people now than we ever have been able to. That does not exclude the element of time from the success equation. All right? You have to understand you are not going to ever be the first person that gets to where they want to go with time not being an aspect. Time means something for a lot of different reasons in business. In selling a product, it could mean the time it takes to develop a product. It could be in marketing, the amount of times a customer has to see your product before they feel comfortable to sell. It could be in your brand. The amount of, you know, time that you take to build a brand and actually be received authentically by the customer base, to be accepted as your brand. These things take time. Losing weight takes time. Getting in shape takes time. Making money takes time. There's no way around it. But here's the good news. The fact that you are impatient about it means that you are probably relentless on all the things that. That you need to do to get there. Which is great, because how you build something amazing requires a skill set and a concept that I have talked about for a decade. It is called aggressive patience. Okay? And what that means is that you have to understand that not only is it going to take time, so you have to be patient, but also during the time of that you are waiting, you have to be executing day after day after day after day as if you can will and force this goal into reality. Okay? Because when people hear be patient, you know what they hear? Sit in your chair, kick your feet up on the desk, and it'll just happen. That is not how it works, okay? You have to come in, you have to dedicate yourself. You have to execute day after day after day after day at the highest level that you possibly, possibly can for as long as you can. And still it's going to take time, all right? You can't outwork the time. But when you come in and you push and you push and you push and you push, you can collapse that time down to the minimum amount that will be required to produce what you're trying to produce, okay? And a lot of people think they can change this. And, and dude, I have an analogy that I use all the time. And if you've listened to me, you know it, okay? You go and you say, I want to make the best cake ever. I want to. I want to cook the best cake in the history of cakes. So you go find the, the. The best award winning cake recipe that's won all the awards and all the Michelin restaurants. Everybody swears it's the greatest cake in the world. And you get the recipe, all right? And then you start mixing in the recipe. And you're doing it exactly what they say. A quarter cup of this, two cups of that, one stick of this, and you're mixing in a bowl. You do everything perfect. There's no way to fuck this up. And then you say, you know what? I bet if I turn the temperature up on this cake to 800 degrees, I can get it to come out in half the time. And so the recipe calls for 400 degrees and 45 minutes. And you say, I want it in 20. So you turn the temperature up and you put it in there for 20 minutes and you pull it out and what? Guess what? The cake's burnt, it's gross. Nobody wants to eat it, okay? And that's because you didn't give enough time for the cake to bake, all right? And you have to understand, you could be making other things during that time. You could be making the icing, you could be making the ice cream. You could be doing this and this and this. All these ancillary things that go with the big goals. And this is very representative of what aggressive patience looks like in a very simple example. Okay? You have a goal, you're trying to build it, you're doing all the things right day by day by day. It's still going to take time, bro. So you have to show up and you have to understand that I have to go as hard as I can every single day. And then it's still going to take time, period. And you're not going to be the first person to change that. That's the way it works. So the fact that you are impatient tells me that you're wired. You even said it yourself, I don't like being bored or I feel lazy when I'm waiting. That's because you don't understand that you can't afford to do nothing. You still have to do everything you can during that time to force the result.

[DJ]

Yeah, so it also made me think too it's like, you know, I was, I was getting this image of like a, a farmer, you know, I'm saying, planting a crop, you know, so it's.

[Andy]

The same thing, bro. If you go out in the field.

[DJ]

Yeah.

[Andy]

You know, and, and that's another analogy I've used often. Like, if you, if you want to plant corn. All right, let's take this attitude and apply it to farming.

[DJ]

Yeah.

[Andy]

Real simple. If you want to go to the fuck. If, if every farmer went out in the fucking field and put the seeds of corn into the field and came back the next day and looked at it and said, nothing's happened yet. Maybe I'll come back tomorrow. So they go back tomorrow on the second day, look at the ground, nothing's happened yet. Third day, fourth day, fifth day, nothing's happened yet. And they said, fuck, I've been doing this for five fucking days. Nothing's happening. And they walked away and they said, fuck, it doesn't work. What would happen to the whole world? We'd all starve. Okay, we have to understand, things take time. Okay? That farmer, any farmer, they don't go to the field every day to check their shit, do they? No, they're doing other things because they know that corn is going to take time. And while the corn takes time, I can do all the other things that are required to bring that product to market, get it where it needs to go and run the business. And I can do other things. Like, the point is, is that you have, it's, it's no different. You have to understand that time is a part of it. And being patient doesn't mean sitting around under the shade tree waiting for shit to happen. It means I'm accepting that it's going to take a long time, but I'm also going to do everything I can to every single day until that comes to fruition.

[DJ]

I want to hit on this too, because I think this is important too, man. And, and I. Correct me if I'm wrong, man, but it's like, okay, so you planted the corn, and I'm not no farmer.

[Andy]

I don't.

[DJ]

Let's say it takes six months before you get that harvest. Well, soybean, I mean, what. So if you just planted a couple of seeds, you got three stocks coming in six months, right? Cool. But like, soybeans, they, they, they, they fruit in three months. Could you go plant some soybeans? You know what I'm saying?

[Andy]

I mean, dude, that's, that's.

[DJ]

Or do you wait for that corn to harvest before you Plant the next one.

[Andy]

No, dude, it's, it. Listen, it's, it's very simple. You run the play of the power. If you don't have a power list, okay, go listen to episode 16 on Real AF. Understand the power list system, all right? Use the power list every day. It, it, it is automatically built to maintain aggressive patience. Like you don't have to. It's, that is the system for aggressive patients.

[DJ]

Yeah.

[Andy]

So, yeah, man, I mean, look, everybody gets frustrated. Everybody wishes they could have it tomorrow. Everybody wishes that they could, you know, be everything they want to be in a week. But here's the truth. Success is boring and it's mundane and it takes time. And the reason that most people fail is, isn't necessarily because of how hard it is. It's because of how boring it is and how repetitive it is and how hard it is to, to do boring, repetitive things when you don't have any sign of the result actually showing up. And that's why people can't succeed.

[DJ]

So you can be demoralizing a bit, huh?

[Andy]

It could be demoralizing 100%, dude. But most people don't have a concept of what it actually takes. You. You know, we live in an instant gratification world. We can order our food immediately, it could be here in 30 minutes. We got a microwave, we can make food in two minutes. We could call every single person that we've ever known since we were born and go on the Internet and talk to them instantly. We live in a society where our day to day operations are not aligned with the processes of what it takes to build real results. And that's a very difficult process thing for people to understand. Because if most of life is easy, convenient and fast, then it would make sense that building something that's really good would also be easy and fast. And you know, this is why we get things like luck and you know, that dude got lucky and this and that. You didn't see the 10 years before that, bro. You know what I mean?

[DJ]

Yeah.

[Andy]

So we have to understand, you know, just because everything in our life is pretty, pretty comfortable doesn't change the recipe for how long it takes to actually build something. But here's the good news, you know, with the amount of technology that we have now, you could cut down, you know, what took me 10 years, you can cut that down to, you know, three or four years. You know what I mean? So we are at a massive advantage to where things can go quicker. But that doesn't change the fact that they still take time and the reason that business usually still takes time is because, one, you. You lack the skills. You don't know how to lead, you don't know how to sell, you don't know how to do shit. It takes time to learn that. Number two, you're going to make mistakes that are going to hold you up. That's reality. That happens all the time. As long as you're smart enough to learn from them, that's a good thing. Number three, you know, when we think about, like, the adoption of, of a new business or a new product, there is an element to time in the consumer's mind before they choose to buy. They have to see it an average of nine times before they even consider buying it. All right? So that takes time. There's just all kinds of elements that take time. And, yeah, I wish we could snap a finger, and I wish it was as true as a lot of the Instagram ads that we see where it's like, oh, this AI app will just build your business in one day. Okay, cool. Is it, you know, it's still going to take a year for customers to truly trust that you're actually delivering what it is that you say you're going to deliver. We live in a time of the highest skepticism, which means we have to be more frequently in their face to get the same response that we got 15 years ago. You see what I'm saying? So where nine times might have been 10 years ago to today, it could be 20 times. You know what I mean? So there's all kinds of elements, dude, that create the, the gap of time that we can definitely shrink and cut down and, and compress. But you can only do that if you show up every day and give it everything you got, you know, and if you're waiting around, like, you know, for other people to do things and this and that and the other, dude, it won't get done. Like, the truth of the matter is, and this is just my, my. This is my 26 and a half years of business experience speaking and, and highly successful business experience. Other people don't run as hard as I run. They just don't. And when I, when I want things done from a vendor, I have to be all the way up their ass to work on my timeline. And eventually, just like we spoke with, with Alyssa, once the standard is set that they know that Andy works on this timeline. And I've worked with Andy a number of years, and this is how he works. Now, all of a sudden, they know my sense of urgency. They know where I'm Trying to get to. They know that when I call them, I'm talking about tomorrow, not next year. You know what I mean? And while I understand that they're not going to get it to me tomorrow, they understand that that's what I expect, which collapses the time. So having urgency consistently and being aggressively patient are requirements of building anything great. And the fact that you're impatient, I think is a great thing. I think. I think it is great to be impatient in business, even though it's required for success. And I know it's agonizing, but here's the opposite. The opposite is it'll happen when it happens. And guess when it happens for those people? Never.

[DJ]

I love it, man. Guys, jump down in the comments. Let us know what you guys think. We got one final question here. Let's get another call in going. We got Jeremy.

[Andy]

Jeremy, Jeremy.

[DJ]

Let's get Jeremy on the call.

[Jeremy]

Hello.

[DJ]

There we go. What's up, Jeremy? How you doing, brother?

[Andy]

All right.

[Jeremy]

How's it going, dj?

[DJ]

Yeah, not too bad, man. Thanks for asking. How you doing?

[Jeremy]

Oh, enjoying this nice weather we got.

[Andy]

So where you at?

[Jeremy]

So I'm in southeast Indiana.

[Andy]

All right. It is nice here in the Midwest, isn't it?

[DJ]

This is Midwest call day, baby.

[Andy]

Jeremy, what's happening, man?

[Jeremy]

Oh, you know, just enjoying the weather and working outside.

[Andy]

Why?

[Jeremy]

It's nice.

[Andy]

So what are you working on?

[Jeremy]

So I'm in the construction business, so I actually just wrapped up putting some siding on a house and just got home, so.

[Andy]

Cool.

[DJ]

Not too bad.

[Andy]

What can we help you with, brother?

[Jeremy]

So I've been dealing with this for a little while, but my question is, how do you get over the hump from, like, working in your business to actually working on your business? And I'll give you a little, like, example backstory. So I've been doing this construction business since 2019. And the last. I'm gonna say, year and a half, I've hired some more guys, but I still find myself, like, if I'm sitting here at my desk trying to get new clients or work on new stuff, I find myself, I would say anxious or. I don't know what you want to call it, but, like. Like, I'm wasting my time. Like, I need to be out there working with my hands. I need to be working, doing something. You know what I mean? Yeah, I guess I come from that blue collar, no family, where I'm. I need to work on something.

[Andy]

You care.

[Jeremy]

I don't feel like I'm making any progress.

[Andy]

You care, bro. You care. That's A great thing. Sorry to interrupt, but go ahead.

[Jeremy]

No, you're good. So I guess that's my question. Like, how do you get past that hump of, like, man, I'm worried I'm not doing anything, but yet I am making progress. Does that make sense?

[Andy]

Yeah. Oh, dude. 100%. I. I can. Listen, I'll give you a solid answer on this, what you're going through. And this. This transition is one of the most difficult transitions for any entrepreneur that's scaling because it is completely averse to what we've had to do to get to this point. I'll give you my example on this. Okay? I worked in the stores for years and years and years and years and years in our retail store. And then one day we got to a point where I couldn't work in the store anymore because there were so many things to do outside of me taking transactions and working with customers, which, by the way, to this day is still my favorite thing to do. I love it. And I bet you love doing the work as well, do you? Don't you?

[Jeremy]

Yes.

[Andy]

Okay, so here's what happens. We go. For those of you that aren't in this position yet, you're going to learn a lot here, all right? So you're going to go out, you're going to build a business, and you're going to be doing a lot of the work yourself. So much so that in some businesses, you are the product, all right? You are the product yourself. And then you're going to want to scale. So you start adding some people and you start adding some systems, and you start looking to build a bigger company that can do more of what it is that you do. And then all of a sudden you realize, wait, I can't do what I'm doing and then still grow the company. And so what happens is we as operators who take a lot of pride in what we do, like, I loved working with people one on one, I fucking loved it. And. And Jeremy loves doing work with his hands. But when we go to scale, all of a sudden that goes away. And now we have to trust other people to do it, which is fine. But here's the thing. There's all this guilt that comes with us not being out there with the guys, and it makes us feel this weird way like these guys are going to think I'm better than. Think I think I'm better than them, or I don't have to do the work because it's so counterintuitive to what we've always done. It almost for me, when I went through it, I felt guilty. I was like. I was like, dude, I. I feel like a lazy fuck. Like, all these guys are doing the work, and I'm not really doing it.

[DJ]

I'm sure there's also some fear of, like, the standard being maintained, too.

[Andy]

Sure. But. But at the end of the day, man, it really came down to, you know, understanding very simply that those guys aren't going to have jobs and if I don't step back and run the company. And, Jeremy, I think where you're going through, dude, is. Is very similar to what I went through. Does any of that sound familiar to you?

[Jeremy]

Yeah, I mean, 100%, because I feel like I don't. And it's not that I don't trust my guys, because my guys do good work. Like, there's multiple days where, you know, we're working on two jobs, but I just feel like I got to be. I gotta be part of it. I gotta go.

[Andy]

If.

[Jeremy]

If I got my guys on one job, I gotta go do this other job. Like, you know, I mean, does that make sense?

[Andy]

Yeah, dude, totally. You. Listen, bro, here's the thing, okay? You. You can operate like that, but you won't get any bigger because you are basically getting. You're stretching yourself to a point where you can't be in multiple places at once. I mean, the. The. One of my best friends owns a huge construction company. Dude got jobs going on in multiple cities all over the country, all the time. He couldn't have got there if he never got over the fact of not being on the job himself. And.

[Jeremy]

Right.

[Andy]

The. The. The thing. I also struggle with this same sort of concept. When I went from one store to two stores, I think that was one of the hardest decisions that I. That. That I ever. As weird as it sounds now, one of the hardest things for us to get over was. Was opening the second store. Man, someone's going to steal. It's not going to work. People won't do the job that. That I think they should do. And then I. One day, it dawned on me. I'm driving down the street and I'm looking, and I'm like, well, there's McDonald's. They've got seven gazillion locations. There's Wendy's, there's this, there's that. And I start looking. I'm like, how the. Are all these people doing all this? And then I realized it was me. It was me not understanding that this is doable for me, just like it was doable for everybody else. And Jeremy, bro, you know, every construction company that you've ever looked up to or modeled yourself after or want to be like those guys went through this same process that you're going through. We're going to feel weird. We're going to feel out of sorts. It's, it's something new to us. Like how many times did something new feel comfortable when you first started doing it? It doesn't, it doesn't work that way. So we have to understand, brother, that becoming a real operator of a real company involves us moving from working in the business to working on the business. And for me to help you get a little bit more comfortable with that, your guys that you obviously care a lot about are going to make a lot more fucking money than the faster you move through this process into strategically working on the business so that you can scale it out properly and always have work for these dudes. So my, my, my little you know, closing, I guess advice and then you can ask some follow ups if you want to, is just to understand, brother, that this is normal. Everybody goes through it unless they stay small, they don't go through it. And that's okay. Some people like that, you know. Some people like to have a one off florist shop where they talk to all the customers and that's what they like and that's okay. Some like, I know guys that own one dude, one of my cousins has a construction company. He's got one crew, he does one project at a time. He's done that his whole life. He's had a great life and he loves it. There's nothing wrong with that. But to scale past that requires what Jeremy's talking about and it's a very out of sorts, like almost, not almost like emotional move because if you're any sort of, of a, of a person like an operator especially, you know, like someone who cares about the people, you want to do the work with them. Bro, you don't want to be the guy who's like, you know, you kind of go for your whole life where you're like oh, you know, fuck the boss. And then you're like wait, I'm the boss? Yeah. And then you start to realize that your guys are probably like you, you know, but like dude, you know, and they probably are sometimes. But if they know that you care and they know that you're working to scale the business and they know that Jeremy gives a. And you know, occasionally he shows up and he's out there doing a little bit of the work that goes a long way, bro. And you know, ultimately, dude, you know, this is normal and you'll get through it and it's required. And if you don't do it, your guys are going to have less security than what they would have if you would. And I would also say this, you are in an industry where you are primed to grow with the amount of technology that is replacing every other profession out there. This is a good time for you to build the infrastructure of your company. I actually think you're in a really good strategic spot with the timing of everything going on in the world. So what do you think, bro? Right.

[Jeremy]

Yeah, I mean it makes sense. Like I said, I mean it's just. I got to get past that hump of just. I want to, I want to work with my hands still. But yeah, I know at 34 years old I'm not where I want to be. Yeah, I don't want to keep waiting and waiting and waiting. So.

[Andy]

Well, what's your goal for the company?

[Jeremy]

So I've so a little backstory. So I started out just putting on seamless gutters. That's where I started. I was actually working two businesses in 2019. I was working two jobs in 2019 to get my business started. And then I've, I've just. Every year I built onto that. So I started doing siding. Soffits started to just keep progressing. Well. Now I want to get into building houses and then progress into custom houses and build that into. Because I like, I like high end, I like providing high end things.

[Andy]

Absolutely.

[Jeremy]

I'm very, I'm very detailed when it comes to that. I built my own house and stuff. So I'm very detailed. So I want to build high end homes. That's, that's my end goal. And not, not necessarily be a national builder, but just be a high end home builder that somebody comes to and says, hey, I like your product. Let's go with you.

[Andy]

There you go. I totally get that.

[Jeremy]

So.

[Andy]

Yeah, well, I mean it doesn't change the conversation. You're still going to have to run the business and you're going to have to move yourself from, you know, the artist to the organizer, so to speak. But that doesn't mean you can't show up, dude. Look, one of the best ways to build culture is to show up and do the work with your team once in a while. You know what I mean? So. Right.

[DJ]

I was just as that. Does this have to be like a cold turkey thing or can you phase it?

[Andy]

No, it's a phase. That's why it's so hard. It's not like, show up one day and that you're like, okay, now my new job is this. That's not how it goes. It's. There's like a nuanced transition where, you know, you're. You find yourself spending less and less and less and less and less time doing what you used to do, and now you're feeling like, dude, like, the guys probably think I'm lazy, or they think I'm, like, skipping out, or they, you know, like, you know, and all this goes through your head because you're not, like, doing the work, but. And you also aware that. That your team doesn't really see all the. You're doing. So you're like, man, Right? So it's this weird psychological transition.

[DJ]

But.

[Andy]

Ultimately, you have to realize that your company will be extremely limited if you don't make that transition. And, you know, like I said two or three times already, your guys won't have the opportunities that they would have if you were to go out and organize and build a great custom home business for them to work inside of, so. Right. Yeah, bro. Just keep doing it, man. It's a. It's a. It's an awkward time of. For any operator to go through that, and the more you do it, the more you'll get used to it, and it'll. It'll naturally transition for you.

[Jeremy]

Gotcha.

[Andy]

It's hard, bro. I feel you on this one. I remember. I remember it took me a couple years for me to, like, it actually took me, I think, about three or four years to get very comfortable not being in the stores, talking to people. And then, you know, still, I'll stop through or we'll go to an event. And my. Still, my favorite thing, dude, is talking to people about what they got going on and helping them get through it, you know? So I. I get to do that in different ways like this now, you know, But. But yeah, bro, I feel you, dude. It's not just you. It's a normal part of. Of every operator that built any company ever. And the fact that you're even at that point is really awesome, because most people never get there.

[Jeremy]

Right? All right, well, I appreciate you guys.

[Andy]

Yeah, brother.

[Jeremy]

Thanks for taking my call. So.

[Andy]

All right, well, hey, if you. If you. If you got any more questions, bro, hit us back up.

[Jeremy]

All right, That'll work. I appreciate it, guys. All right, have a good day.

[Andy]

Thanks, Jeremy. Appreciate you, bro.

[Jeremy]

See you guys.

[Andy]

See it.

[DJ]

Yeah. That's awesome. I wonder, too, like, oh, it's so Hard.

[Andy]

It's such. It's such a psychological, like, mind.

[DJ]

Yeah, it really is. Especially if you care, bro.

[Andy]

It's so hard because that core competency, you know, for him, it's building forever. That's your, like, that's your skill set. Right. And then all of a sudden it's like, oh, I have to learn this entirely new skill set, which is called operating a business.

[DJ]

Yeah.

[Andy]

Now, there is another option that he could do. He could hire an experienced CEO to do the working on the business, and he could still work in the business. I don't think that's a good idea until he's gone through the process of understanding how to become the operator of a business. And then ideally, he could eventually hire someone to run the business and then move back into more of that. But that would be something you do, like, maybe, like, when you're semi retired type of thing.

[DJ]

Yeah, yeah. I was wondering, like, I would almost make it a point, like, okay, every Monday, I'm going to the fucking field.

[Andy]

That's how you got to do it.

[DJ]

You know what I'm saying?

[Andy]

That's how you got to do it.

[DJ]

Everything else I do, I do it.

[Andy]

Yeah. When I was doing it, I should have said this when I was on the phone with them, but when I was doing it, I would make a. When I was going through the transition, I would make it a point to hit, like, two of my stores every day.

[DJ]

Yeah.

[Andy]

You know what I mean? Because I'm working from my phone most of the time anyway. Even at that time, making phone calls and texts. And so I. Yeah, I would plan that out. I would plan out the visits. I would show up. I would, you know, help a customer or two, help my guys. We didn't have a layered leadership, you know, structure that was very solid at that time back in, like, you know, it was. We're talking like, before first form even existed. We're talking like 2006. Seven.

[DJ]

Yeah.

[Andy]

You know what I mean?

[DJ]

But showing up after the job bring. Bring a cooler cronus, you know what I'm saying? Like, just show up.

[Andy]

That's right.

[DJ]

I'm making a point.

[Andy]

That's it, bro. And in your dude. And. And then let them also know what you got going on. Be transparent about what you're working on. Hey, I'm trying to do this, I'm trying to do that. I'm trying to do this. Part of the reason that people go through, like, a little coup when that happens, because it does happen. Like, if you handle it wrong, like, you just stop showing up and you don't communicate.

[DJ]

Yeah.

[Andy]

All of a sudden your guys are like, who. Where the. Did Jeremy go? He bailed. Yeah, right, right. But if you are transparent about the big goals in your company and you show how their careers are going to fit into that goal, now you get a lot of help because they know that Jeremy's out building the company doing, you know, X, Y and Z, because he's being transparent and they're willing to do the great job to do their part. You know, building anything great when it comes to a company requires multiple people in multiple areas to do an excellent job. Collaborating on everybody's partner to come up with a win. Right. It's no different than a football game. The lines got a block, the, the, the receivers got to run good routes, the running backs got to run hard. Quarterbacks, you know, got to be able to stand in the pocket and get pounded. And like, dude, these are things that are required, you know, and it's precision. Every. If everybody does the great thing about football, the reason I love football is so much is because of every individual does their job to the highest standard. It's almost impossible to lose. And that's the same way in business.

[DJ]

Yeah.

[Andy]

If you have everybody on your team taking pride in every detail that they, that they have as a responsibility. And everybody understands that we're all in the boat and we're all rowing and even though I'm not there driving nails and putting up two by fours.

[DJ]

Yeah, you're charging.

[Andy]

I'm doing my job.

[DJ]

Right.

[Andy]

Okay. When you can communicate that to your team, you have a much more effective team. And a lot of people, you know, they will, they will put value, higher value on certain positions on the team. And that's a reality. Right. Like the quarterback's going to get paid the most. That's what it is. Okay. But when you're running the team and you really understand what a team is, you understand that everybody's position is valuable. You know, every seat on that boat is valuable. And everybody has to row with precision towards the same goal. Because if the, if we have two guys on the left side of the boat, you know, we're, we're in a big boat where everybody's rowing. Right. And they're rowing at a different pace than everybody over here on the right. The boat's just going to go in circles, dude. It's not going to go anywhere you want it to go. So it's almost like conducting a symphony, you know, Everybody's got to be doing their job. Everybody has to understand Their role, everybody has to execute at a high level. And you, as a leader, have to make them understand that. My role as a leader is not any more important than your role, but it is important, and I have to get us here. That's my job. And you guys have to row. And if it requires me to get back there and row, I'll row, too. But ultimately, my job is to guide us through the. The. The iceberg field so we don't sink the ship. You know what I mean?

[DJ]

Yeah.

[Andy]

And, you know, I think the best leaders, the ones I've been around, are ones that make it a point to let their team know that one. Everybody's extremely valuable, you know, here in my companies, you know, the guys in the back to pack the boxes, bro. I tell them all the time, your most mother, your most important people here, you're the last person to touch the product before the customer gets it. That makes you the most important person. You know, like, you just have to build. You have to build that understanding that, like, we're all on a team. We all have a role, and if we do our roles, we'll win and everybody will get paid. If we don't do our jobs, we're going to struggle, and that's going to suck for all of us.

[DJ]

Yeah, that's real, man. That's real, guys. And that's a hell of a way to start a Monday, man.

[Andy]

Yep. All right, guys, let's have a great week. And don't forget, don't be a hoe. Share the show.

[DJ]

We're from Sleeping on the Flow now my jury box froze up bow a stove counted millions in a cold bad bitch booted swole got her own bank roll can't fold that's a no head shot case. Close.