Stop the Slow Decline: Todd Hagopian on Turnarounds, Productivity Multipliers, and Winning with Focus

Summary

Podcast Summary: "Stop the Slow Decline: Todd Hagopian on Turnarounds, Productivity Multipliers, and Winning with Focus"

Podcast: The Amazing Authorities Podcast
Host: Mitch Carson
Guest: Todd Hagopian
Date: December 22, 2025

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Main Theme & Purpose

This episode features Todd Hagopian—turnaround executive, productivity expert, and author. The conversation centers on fighting stagnation in business, multiplying team productivity, using AI and the “80/20 squared” principle, and ultimately rethinking how leaders (and individuals) can maximize their results through focus and prioritization. Todd shares actionable frameworks and memorable philosophies that apply as much to business as to life and relationships.

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Key Discussion Points and Insights

1. Declaring War on Stagnation

• Todd’s Mission: Todd positions himself against “stagnation” in companies—helping organizations avoid slow decline before they hit a crisis.
  • “The tagline for the website and everything is declare war on stagnation.” (01:31, Todd Hagopian)
• Market Breakdown:
  • 10% of companies = growth mode, want growth consultants
  • 10% = crisis mode, want crisis consultants
  • 80% = stuck in stagnation, slow decline, often ignored by specialized consultants
  • “If you catch it in this slow burn and you turn it, you can hockey stick this thing.” (02:48, Todd Hagopian)
• Intervention Impact: Catching companies before a full-blown crisis results in easier, more profitable turnarounds.

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2. AI’s Role: Productivity, Not Just Replacement

• AI as Productivity Multiplier:
  • The biggest impact of AI is making those who learn and use it more productive, not just replacing jobs.
  • “The people who can use AI to become more productive…are going to be the ones that catapult forward.” (03:56, Todd Hagopian)
• Organizational Leverage: AI allows “multipliers” to drive productivity for entire divisions or organizations.

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3. The 80/20 Squared Principle (4% Rule)

• Evolution from 80/20:
  • Todd discusses going beyond Pareto’s Principle (20% of input delivers 80% of results) by focusing not just on the top 20%, but the top 20% of the top 20% (the “4%”).
  • “You take the top 20% and then you do it again and you do the 8020 up the top 20%.” (05:26, Todd Hagopian)
• Execution: Segmenting customers/products into quadrants/quartiles, with tailored strategies for each. Devote effort to the highest value combinations (“A customers” buying “A products”).
• Results: This intensified focus can yield transformative business growth and makes the difference between incremental progress and “hockey stick” breakthroughs.

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4. The “Make More Money Every Minute” Framework

• Mantra for Teams:
  • “Make as much money as you can every minute of the day. That’s what we always say. Every day we say it.” (08:36, Todd Hagopian)
• Universal Applicability: Initially a profit-driven mantra, but can be applied to personal missions (helping others, kindness, fitness, relationships).
• Prioritization in Action:
  • The “raise your hand” rule: if employees are asked to work on tasks outside the top strategic priorities, they must challenge and justify these requests.
  • Calendar review is central—if it’s not on the calendar, it’s not a priority.

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5. Translating Profit Focus to Other Areas

• Extension to Life:
  • The framework is relevant beyond revenue—it can drive writing, service, relationships, and more.
  • “You want to change as many lives as you can every minute of the day, then look at your calendar, because your calendar doesn’t lie.” (10:44, Todd Hagopian)
• Key Lesson: Monitor and adjust how time is spent—productivity derives from alignment between time usage and ultimate goals.

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6. Engineering & Organizational Prioritization

• Engineering as Revenue Driver:
  • Prioritizing engineering projects is critical; only focus on those that generate revenue now or in the near future.
  • “Your engineers will drive your revenue... Engineering prioritization is a bear. It sucks for three months… but once you get it down, all you do is make money.” (12:45, Todd Hagopian)
• Backlog Management:
  • Only work on top 10 priorities; lower-priority requests (“number 65”) don’t get attention or resources.

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7. Personal Productivity Tactics

• Email Management:
  • Todd is highly selective, scanning emails and only addressing those tied to his defined top priorities, leaving “20,000 unread emails” as a badge of focus. (15:07, Todd Hagopian)
  • “I will only read them if I believe they’re in my 80/20 squared.”
• The Corellin Method:
  • Productivity = Activity x Efficiency x Focus.
  • Shifting majority of effort towards “the 4%” multiplies results by as much as 600%.
  • “If I take you and instead of eight hours a week on the top 4%, you’re spending 48 hours a week on the top 4%, you’re going to be 600% more productive.” (16:23, Todd Hagopian)
• Autonomy:
  • Outsource, automate, or eliminate everything except tasks only you can do.

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8. Talent and Team Strategy

• Payroll Philosophy:
  • Payroll is the organization’s biggest expense—and greatest asset.
  • “We don’t try to lower that line item... What we try and do is—the no backfill rule.” (18:39, Todd Hagopian)
• No Backfill Rule:
  • When someone leaves, don’t simply replace them; reorganize teams, install “multipliers” who increase the output of others, and only add headcount where leverage is maximized.
• Change Management:
  • In turnarounds, loss of staff is often due to discomfort with change rather than performance.
  • “Change in general just freaks people out, right? … It usually happens in the first three to six months and then after that it all evens out.” (19:47, Todd Hagopian)

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9. Handling Letting People Go

• Personal Responsibility:
  • Todd insists on handling all layoffs or terminations personally, owning the decision and process.
  • “I handle every one of those... I make sure I’m in every one of those meetings... It was my call, I chose the people.” (21:10, Todd Hagopian)
• Empathy:
  • Having experienced layoffs himself, he maintains empathy and professionalism for affected employees.

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10. Personal & Professional Application

• Frameworks Beyond Business:
  • The core idea—focus, prioritization, making every minute count—translates directly to life, relationships, health, and service.
  • Mitch: “Are you doing everything you can to love your partner the most every day in order to maintain this relationship at a high level? It can happen.” (25:26, Mitch Carson)

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Notable Quotes & Memorable Moments

• “Declare war on stagnation.” — Todd Hagopian (01:31)
• “When you catch it before crisis, you can do things a lot differently and, and you can do things a lot smarter.” — Todd Hagopian (02:48)
• “The people who can use AI to become more productive and better at their jobs are going to be the ones that catapult forward.” — Todd Hagopian (03:56)
• “You take the top 20% and then you do it again and you do the 8020 up the top 20%.” — Todd Hagopian (05:26)
• “The mantra is: make as much money as you can every minute of the day.” — Todd Hagopian (08:36)
• “Your calendar doesn’t lie.” — Todd Hagopian (10:44)
• “If it’s something anybody can do, outsource it, systematize it, automate it, AI it. But if it’s something only you can do, that’s what I want you spending all your time on.” — Todd Hagopian (16:16)
• “We never backfill. It takes an act of God to get me to backfill something straight.” — Todd Hagopian (18:39)
• “I handle every one of those… I own it. I tell everybody it was my call.” — Todd Hagopian (21:10)
• “It all goes back to your calendar and it all goes back to your decision making… When you can control those two things, you will double your income, you will double your business, you will turn around a loser.” — Todd Hagopian (24:54)

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Important Timestamps

• 01:31 – “Declare war on stagnation.”
• 03:56 – On AI as a productivity multiplier.
• 05:26 – Explaining the 80/20 squared rule.
• 08:36 – “Make as much money as you can every minute of the day.”
• 10:44 – Framework’s application to helping others and serving personal missions.
• 12:45 – Effect of engineering prioritization on company performance.
• 15:07 – Todd’s approach to email—“20,000 unread emails.”
• 16:23 – Productivity = Activity x Efficiency x Focus.
• 18:39 – “No backfill rule” and hiring multipliers.
• 21:10 – Handling layoffs personally.
• 24:54 – Broad application of focus and decision-making framework to all areas of life.

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Final Takeaways

• Fight stagnation early—don’t wait for crisis.
• Apply relentless focus—on top customers, products, and missions.
• Multiply productivity through AI, systematization, and prioritization.
• Align time and energy to what matters most—both professionally and personally.
• Frameworks for business are frameworks for life—make every minute count.

For more insights or to connect with Todd: toddhagopian.com, LinkedIn, or Twitter. His book, The Unfair Advantage: Weaponizing the Hypomanic Toolbox, is available for preorder.

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Transcript

[Mitch Carson]

Welcome to the Amazing Authorities podcast where game changers, visionaries and category leaders share how they built their brands, platforms and global influence. Your host is Mitch Carson, international speaker, media strategist, and creator of the Instant Authority system. If you're ready to learn from those who've done it and want to become the go to expert in your space, you're in the right place.

Todd Hagopian is in the house today and I have been looking forward to this. I don't even want to say interview. I'll call it conversation because Todd is in the US I'm currently in Thailand conducting this conversation and I first want to. Let's give it a round for Todd Hagopian made it all the way from. From his living room into his study to go through this interview process.

[Todd Hagopian]

Thank you. I really appreciate this.

[Mitch Carson]

And Todd, we had a little bit of a pre chat and I want to go over some of these things that you discuss that I read your wow bio. I mean, you've done a lot and you're not even old. You've done a lot at a young age. It's like you're a superhuman who understands laziness and what it can do. Is your stagnation. Isn't that what you're hanging your hat on is stagnation?

[Todd Hagopian]

That's exactly right. Yeah. The tagline, the tagline for the website and everything is declare war on stagnation. And the idea behind that is there is like 10% of the companies, you know, they're in super growth mode and they want Growth Consultants. 10% of the companies are kind of in crisis mode and they want crisis consultants. But there's these 80% of people that, that are fighting stagnation and they're kind of slowly going down and if they don't fix it, they end up in crisis. And, and what I realized is not a lot of people kind of work with these companies. And these companies are the ones that end up getting the cookie cutter consulting advice. So they all do the same thing and then they end up going down and eventually getting into crisis. And I'm a turnaround executive and that's what I do. And so I usually get dropped in at that point. And one time I got dropped in before that point and it was a huge turnaround. Like, it was so much easier and so much more fun and we made so much more money. And I was like, man, people have to start declaring war on stagnation before they get to crisis. It's so much easier. You know what I mean? That's how it all started.

[Mitch Carson]

And did you, did you have to come in with a big knife or.

[Todd Hagopian]

Yeah, usually allocate.

[Mitch Carson]

Okay, so you've got a. Yeah, okay.

[Todd Hagopian]

Yeah. Usually when you're a turnaround executive, you know, they basically give you 24 months or less and you're coming in and just, and yanking and changing and, you know, moving people out, moving people in. But I'll tell you what, when, when you catch it before crisis, you know, you can do things a lot differently and, and you can do things a lot smarter, you know what I mean? And it comes out and you, and when you do make that turn, the hockey stick is just incredible. Whereas crisis consulting, you have to stop the knife, mellow out, and then turn. You know what I mean? If you catch it in this slow burn and you turn it, you can hockey stick this thing. And it was, it was a big key learning to me to realize how much you could make, how much money you can make if you, if you declare war on stagnation rather than waiting until you're losing 2 million bucks a year.

[Mitch Carson]

You know, now in most companies around the world, the biggest line item expense is personnel.

[Todd Hagopian]

Yep. Payroll. Yeah.

[Mitch Carson]

That is what will, how does AI factor into what you're doing today?

[Todd Hagopian]

Yep. So I, I, let's put it this way. I think AI is, is obviously going to replace some jobs, but more importantly, I think what it's going to do is the people who can learn to use it and become more productive. This whole discussion is probably going to cent productivity. The people who can use AI to become more productive and better at their jobs are going to be the ones that catapult forward. And what you're going to find is that these super achievers are actually going to get lapped by the pretty good that know how to use AI, you know what I mean? Because if you can drive productivity, you're going to move up. And then as you move up, AI becomes even more important because if I can multiply, if I become a multiplier, where like nine people become more productive because of things I'm doing, you know what I mean? Then, then my, my division is going to do that much better. And then 90 people and then 9,000 people. So that's how I think is going to play into it, is there's, there are going to be jobs that go away, but for the most part, it's going to be the people who learn how to use AI in a way for themselves to be more productive.

[Mitch Carson]

Yeah. And you talk about productivity, we're all familiar with the 8020 principle named by the Italian. I think he was an economist. Pareto. And you've created a system which is more the 4% 8020^2. Where. Where did you uncover and discover this?

[Todd Hagopian]

Yeah, so interesting. Everyone talks about 80 20, right? Everyone talks a good game. There's only a handful of companies in the US that really know 80 20. And the people that know 8020 know what companies I'm talking about. But ITW is kind of the king of 8020. And so I my teeth at ITW in 2015. Illinois, Illinois Tool Works. It's about a $30 billion company here. But it's. They. They're kind of the kings of 8020. They're the ones that systematized it. There's a whole bunch of 8020 companies now that have spawned off from former ITW folks. And it was the first place I ever got to run a whole business. But I actually joined as a senior manager and kind of moved on up and. And ITW is at making money. And they. And the key to it was their 8020 methodology where they would do quadrants and quartiles. You would list all the customers by revenue, you would list all the products by revenue. And then every single customer product combination you knew revenue and margin. And then each quadrant you would treat differently. Your A customer A product you would treat differently than your A customer B product. And you had strategies for each quadrant. And. And it was amazing how much money you would lose and much time you would spend on the B customer B product. You know, when you made all your money on the A customer A product and didn't spend any time on it. You know what I mean? And so as I got away from ITW, I took the 8020 to other places and. And I was in these extreme turnaround situations and I was like, wow, we have to do even more. So then we came up with the 8020 squared, which basically is just doing the Pareto principle on your top A customers and a product. So you take the top 20% and then you do it again and you do the 8020 up the top 20%. And the idea here is, is everyone knows, right? It's so much easier to sell something to somebody who's already an avid customer. So it's just a matter of increasing market share, increasing profit, increasing what can you sell to them that is inside of your 80, which can mean a lot of different things, but basically that's really easy to make and really easy to sell. And you're really good at. And you've got some differentiation from the marketplace, you know what I mean? And, and so, for example, if you can take your 27% close rate with those folks and turn it to 40%, you might, you know, close to double your business or you could go out and find 150 other customers. Do you know what I mean? Like, those are the, those are your choices. So the 8020 is all about focusing on your most profitable, most loyal customers who are buying your most profitable, most easy to make product where you have some differentiation, if that makes sense.

[Mitch Carson]

Totally. And yeah, I love that. And you said something that I'm going to create a sticky note and probably a poster. Make the most money every minute of the day.

[Todd Hagopian]

Yep. So the mantra is make as much money as you can every minute of the day. That's what we always say. Every day we say it. And that goes for everybody. Right. Like the, my team, I want the product guys thinking that way, the sales guys thinking that way, all the way down to the manufacturing guys and the engineers, which is extremely important. Right. Because there are a lot of jobs out there, supply chain engineers, where, where that's not necessarily their focus. Their focus is maybe metric or getting a project done and things like that. And when you center everybody around making as much money as you can every minute of the day, it completely changes your company. Because now basically we, we, we do a prioritization, and that's what we base it on. And so now if you're not working on one of these top five or 10 things, you're supposed to raise your hand. And we have, it's called the raise your hand rule. And we have to justify why you're doing it. So you, you have this list, you know, what we're making money on this year, and if I ask you to do something that's off that list, you get to raise your hand and question me on why we're doing it. And sometimes it's going to be, sorry, you know, boss man said we have to, or something like that. But most of the time we'll sit back and either we'll have a good answer or we'll sit back and be like, that's a good point. Like, let's reevaluate this and see if you should be spending your time doing something else.

[Mitch Carson]

Well, I want to dig a little bit deeper because this was a, an emotional, it could be emotional, but it was a profound impact. Saying, to make the most amount of money you can every minute of the day. Yeah, you Change the wording. And you're in a. You have four boys and I presume you have a wife that goes with it.

[Todd Hagopian]

Yep, that's right.

[Mitch Carson]

And okay, can, can we change that a little bit? That framework to apply to be kind about kindness also apply to helping people. Can it apply. So how would that spill over? Be do some, some little act of kindness to affect spillover every single day?

[Todd Hagopian]

Yep. And, and it's, it's basically a productivity framework. Right. So whatever you're passionate about, it can be applied to. It can be. Write as many pages as you can, you know, every minute of the day. Yep. It can be, you know, it can be. I'm going to change as many lives as I can every minute of the day. You know what I mean? Like, it can be any of those things. And the whole point is that it drives back to prioritization. Right. If you want to change as many lives as you can every minute of the day, then let's look at your calendar, because your calendar doesn't lie. And what are you doing? You know what, what are you spending your time on? Because if 50% of your time is spent on stuff that's not helping people, then you're not helping as many people as you can every minute of the day. And if 50% of your time is on meetings, about meetings and report outs about report outs and talking about innovation that you know you can't afford, then you're not making as much money as you can every minute of the day. You know what I mean? So it's all about how are you spending your time and really evaluating your calendar? Because that's how you can confirm it's really that easy. I walk in, an employee gives me their calendar, and I can tell you if we're making money or not.

[Mitch Carson]

Wow. I mean, that's profound, Todd. I mean, this is a, a real game changer for me on a. Not just for business, because where I like to tell myself I'm slowing down, but I haven't slowed down. I like working, I like being productive. I think it's feeds me productivity and, you know, and I may watch a little bit too much Netflix and binge on it and that, that's lost time that I can never replace and is it taking me out of my primary mission? And even like we were talking about, when you're working for a large company like itw, the engineers are critical. They're the ones that make the products that work. But when you shifted their thinking from products to profits.

[Todd Hagopian]

Yeah.

[Mitch Carson]

What happens to an organization from the.

[Todd Hagopian]

I. It's so funny because we're just talking about this today because we're in year two of our turnaround here. And, and you know what I told them is all these things we, you know, we've. We've had an amazing, amazing year. And all these things that we've done increased capacity and lowered lead time and, and doubled sales and this and that. We've done all these things. And I said, what you guys don't get is that the engineering prioritization thing we're about to do is bigger than all of it because your engineers will drive your revenue. And most people don't see it that way. But, but if I can spend, if I can have the engineers working 100% of the time on either projects that are driving revenue or projects that allow me to drive twice as much revenue next year, then think about, think about the 10 things that your engineers are working on right now. And I bet you seven of them don't fall into one of those two categories. Make as much money as I can today or make as much money as I can tomorrow. They don't fall into them. They're. They're working on other stuff. And, and even if they think they do, look at their calendar and then tell, Tell me how many hours a day they're spending on those two things. You know what I mean? And the engineering prioritization is a bear. It's so. It sucks for three months, you know what I mean? Because you're all arguing over what the prioritization should be, and the engineers want to do this and want to do that, but once you get the prioritization down, all you do is make money, and the meetings go from 90 minutes down to 15. And it's just. Everybody gets it. You know what I mean? They all get it. They're like, here are the top 10. Nothing in this top 10 gets worked on. And if something falls out of the top 10 because you either finished it or decide it's not good enough, then something else comes up and you have this marketing shelf of good ideas, and you know what's next. And the best part about it is number 65 used to come in and take a whole bunch of engineering resources, and then you'd either do it or you wouldn't. But now we know ahead of time when they bring number 65, we know it's not going to make the top 10. No one spends one second on it. And the sales guys start to understand that that's not going to happen. And the manufacturing guys Start to understand. And so they don't even bring it. And so then you never end up spending time on these time wasters that don't make you money and that just drive complexity in the organization.

[Mitch Carson]

All right, I want to bring it down very granular.

[Todd Hagopian]

Sure.

[Mitch Carson]

How often do you check your email?

[Todd Hagopian]

Oh, that's an excellent question. Because it's a. It's a funny one. I always say this. I have 20,000 unread emails. So I'm either the laziest person in the company or the most efficient because I will scan my emails and I will only read them if I believe they're in my 80, 20 squared. And. And people know me and they know that if they need to get a hold of me, they walk over my office, doors open, you walk in, you tell me what you need, and we get it done. But email to me is just record keeping and I'll get to it when I get to it, I will scan them and look, you know, and there's certain people that I read every time and there's certain topics that I read every time, but I literally have 20,000 unread emails in my work email. I think you should see my personal email.

[Mitch Carson]

I think I'm around the same. It's a. If I get caught up in it, 95% of it is spam.

[Todd Hagopian]

Yep. It is. Yep. Even at work, it's crazy.

[Mitch Carson]

I spent so much time getting rid of spam.

[Todd Hagopian]

Yeah.

[Mitch Carson]

That's why I thought I'm one of the. Because what you're really talking about is becoming more productive.

[Todd Hagopian]

Yeah.

[Mitch Carson]

Everything calendar is productivity. This is productivity. Productivity, productivity. Focus on what matters.

[Todd Hagopian]

Yep, that's exactly right. We call it the Corellin method. And what it is, is a lot of people do this. Activity times efficiency equals results. A lot of people know that. Right. And that's basically if you work more hours and you're more efficient during the hours, then you're going to get more. Right. 20% more hours, 20% more efficient. You'll be 44% more results. Right. So it's really easy to tell people, like, go work more hours and get better at your job. Right. Like, that solves everything. So. So what I did is I took one step further and said it's times efficiency times focus. Because I could have you work 20% more hours and get 20% better at your job, and that's 44% better. But if I take you and instead of eight hours a day, or, sorry, eight hours a week on the top 4%, you're spending 48 hours a week on the top 4 percent, you're going to be 600% more productive. Do you know what I mean? So that's what it's about. It's about the work more hours, you know? Yeah. I'd like you to work 48 to 50 hours a week, but not 80. You don't have to the get more efficient. It's all about outsourcing, automating, systematizing, using AI, doing things so that you spend all the time in your day on things only you can do. So imagine that. Imagine you got 150 employees, and every one of them only spends their time on the things that only they can do. We preach this all the time. If it's something that every, anybody can do, outsource it, systematize it, automated AI it, But if it's something only you can do, that's what I want. You spending all your time on it increases personal autonomy, accountability. They feel good about coming to work. You know, people don't care about working an extra hour a day. That's not why they get mad. They get mad that they had to work an extra hour a day because they had two hours of wasted meetings a day. That's why they get mad. You know what I mean? And so if they feel like they're contributing every minute of the day, you. You have a completely different feel in the office.

[Mitch Carson]

And they're inspired and feel like they're something.

[Todd Hagopian]

That's right.

[Mitch Carson]

Oh, it's that so, so important. My gosh. Because again, I state the obvious. The biggest line item expense is payroll.

[Todd Hagopian]

Yep.

[Mitch Carson]

And it's your greatest asset.

[Todd Hagopian]

Yep. Yep. And we don't, we don't try to lower that line item. You know, payroll is important. What we try and do is. My rule is the no backfill rule. Somebody leaves, you don't backfill them. You do a rapid reorg. Take a look at your. Take a look at your team. How can you move people around so that their best fit, their strengths are being used? And then you add what we call the multiplier. So instead of rehiring that one buyer, you know what I mean, you shuffle your buyers around so that they handle everything. And maybe you bring in a master scheduler who will make all the buyers more productive. You know what I mean? Or something like that. So, so instead of backfilling, we never backfill. It takes. It takes an act of God to get me to backfill something straight backfill. Right. It's always reorg. And then come to me and tell me what your multiplier is and we'll hire somebody better. I don't care if it costs more, if it makes eight people more productive, we'll bring in somebody higher priced. But I need a multiplier, not a backfill. And so we do that almost every time that we, that we have an opening.

[Mitch Carson]

Why do people leave?

[Todd Hagopian]

Why do people leave? Well, so again, I, I'm a turnaround manager, right? So I'm usually coming in when things are not that great. And, and one thing that you'll find is that your best folks during not great years don't like change sometimes because they're really good when things are really bad. And then when you change stuff around it, it takes a lot out of them and they have to change how they're doing things to remain really good. And so you do have this weird dichotomy where your best people sometimes start doing this and some of these other people who were very under utilized or incorrectly utilized start doing this. But, but change in general just freaks people out, right? They get scared and, and that's why people leave under me. And it usually happens in the first three to six months and then after that it all evens out. So.

[Mitch Carson]

There was a movie with George Clooney where he traveled the globe and he came in and he terminated people. And I don't, I think it's called up in the Air where he was celebrated and he was, he had, he was a, not necessarily a turnaround guy, but he, he made it available for the, he had to let people go before the turnaround people came in. You have to let people go. Or is that HR that does it?

[Todd Hagopian]

No, I, I handle every one of those. And, and I think that's important too. And I've been on the other side of that table, you know what I mean? So like you have to, you. And once you're on the other side of the table, by the way, it, it hits you a lot different, you know what I mean? So then, then it makes a lot more sense. And, and, and no, I make sure I'm in every one of those meetings. And, and I, and I try not to make it a cornerstone of my thing either, you know what I mean? Like a lot of times when I do that, it's because we're actually consolidating plants or something like that. Most of the time I try to use attrition and then reorg attrition and then multiplier, you know what I mean? But there are certainly times when you have to do it. Especially when you're in a real bad turnaround position. And I make it, you know, first of all, doesn't matter who's, whose order it was. It's my decision, right? So like, first of all, I own it. I tell everybody it was my call. I don't care if my boss made me do it. You know what I mean? It was my call. I chose the people. And I'm going to sit in the meetings and, and make the, make the discussion. So.

[Mitch Carson]

And do you ever get emotional outbursts from these people?

[Todd Hagopian]

Oh, yeah. Oh, yeah, yeah, yeah, yeah. No, it goes that way all the time. So, I mean, there's, you know, I'd say 80% of people usually are able to keep it relatively professional, but probably 20 of the time it's pretty bad. And you know, and, and you know, I remember, I remember when it happened to me and I sat there and I was professional about it. But I mean, it certainly, you know, I can certainly understand why people wouldn't be. So I don't hold it against people when they're in that situation.

[Mitch Carson]

But nobody's come out and physically attacked you or anything?

[Todd Hagopian]

No, no. We've had people we've watched and, you know, had, had to be real careful with and had multiple people kind of walk out and that kind of stuff, but nothing, nothing fits. Cool.

[Mitch Carson]

Got it, Got it. No, I, I've been on both sides as well and my early career and I, that's what pushed me to think, well, I'd rather be in control. You know, I didn't feel good, but it was a long experience. You learn from all these experiences. And Todd, where can we get in touch with you?

[Todd Hagopian]

Yeah, so toddhagopian.com is my website. I have like 200 articles on there, so lots of stuff for free. I believe in giving all this stuff away for free and having great conversations. So they can contact me through that website. They can contact me on LinkedIn or Twitter. I'm big on both of those. I love talking about this stuff. So if you have questions, I'm not going to charge you. I don't charge anything for anything other than the book. So just come on in and ask a question.

[Mitch Carson]

And your book is coming out real soon.

[Todd Hagopian]

Yeah. So it's pre order on Amazon. So it's called the Unfair Advantage Weaponizing the Hypomanic Toolbox. And it's pre order and it will be launched in January 20th.

[Mitch Carson]

Great. Well, I mean, you've been a superb guest. My God, I've got great notes that I'VE taken down and I love the make money. Make the most amount of money every minute of every day.

[Todd Hagopian]

That's exactly right.

[Mitch Carson]

Now that I'm gonna put some spins on that. I'm gonna use AI Yeah do it and put spins on this for helping people. Put spins on this for fitness, for health. Be the healthiest you can every single day be conscious of what you eat because that all of these different little spin offs. Let's call this hub and then we'll create the the of the wheel that's right hand was huge and the 8020 squared. Wow. Huge top multi million dollar gems when you how to rub them and make.

[Todd Hagopian]

Them and that's exactly right. And they and it all goes back to your calendar and it all goes back to your decision making. Right. So no matter what you apply that to, it's just about how are you spending your time and how are you making your decisions, you know and. And when you can control those two things, you will double your income, you will double your business, you will turn around a loser. You know what I mean? There it will happen.

[Mitch Carson]

Well it's also your life. Let's do it. Other than than profit, you know, think about just the double underline.

[Todd Hagopian]

Yeah.

[Mitch Carson]

You can apply this to your physicality. You can apply this to your marriage. You can apply this. Are you doing everything you can to love your partner the most every day in order to maintain this relationship at a high level? It can happen.

[Todd Hagopian]

And I just think that's exactly right.

[Mitch Carson]

All of this can apply and that's the real takeaway I got. I mean all multiple gems. That was my personal biggie right there.

[Todd Hagopian]

Good.

[Mitch Carson]

Thank you.

[Todd Hagopian]

No problem.

[Mitch Carson]

Great guest and I would love to have you on again because I'm sure you've got more gems under the hood.

[Todd Hagopian]

Yeah. I've got two more books coming out in the next year, so I'd love to jump back on and we got other frameworks we can talk about. It'll be fun. Great.

[Mitch Carson]

Thank you so much, Tom.

Thanks for tuning in to the amazing Authorities podcast. If today's episode inspired you, take a moment to subscribe rate and leave a review. It helps more experts like you rise to the top for behind the scenes access and free resources to boost your authority. Head to MitchCarson.com until next time, stay amazing.