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- [00:01]
A
Welcome to the Ops Experts Club. If you're at all interested in anything we talk about here in this episode, go ahead and check out the description down below and click any of the links there. Or if you just want to know more about us, click the links below. Now, on to the episode Ops Experts Club. I was just clapping before that. I know that doesn't come through. Have we even confirmed that my. My noise I start with at the beginning even works on other recordings?
- [00:23]
B
I think if I can hear because I can't hear your clapping, so that's getting cut. I think we just need to be gentler with our whoops. Technology.
- [00:31]
A
I just want you to know, I know I told you this last week. And listeners, I hope you're ready for this too. I'm rewatching Ted Lasso, and it's making me a little bit outrageous with how excited I get with things. So just so you know, clapping, whooping, hooting, and hollering. Like, he psychs me up. It psychs me up. Turn Turner.
- [00:46]
B
Yeah, you just. You can go. Go down to your local sports bar and get involved in the World cup too, right?
- [00:52]
A
I couldn't. If ever there's a time, it's right now, Taren. I could be living my Ted Lasso dreams right now.
- [00:58]
B
Yeah. Yeah.
- [00:59]
A
Taryn, do you know there's a secret side of me that kind of feels like I'm Ted Lasso and your coach Beard. Have I ever told you that for.
- [01:05]
B
No.
- [01:05]
A
Just so you know, next time you watch it, if you ever watch Ted Lasso again, just realize to me, your coach beard and I think it's a cool thing. I think it's like I'm a little bit outrageous and loud. Coach Beard's the one that kind of like, like, tamps Ted down a little bit at the same time. Gets fun, he gets quirky, gets bat right back at him. Yeah, here's in a row, baby. Chess club, baby. Like, I just think that that's, I mean, Coach Beard's M.O. and that's you. I appreciate you for that.
- [01:27]
B
Yeah, thanks. I think you're a great Ted Lasso. I think you're runner up for the next spinoff. Thank you.
- [01:33]
A
I appreciate you. So which. A new season's coming on. So it's like that's why I started back over, so I can be fully prepped. We talked about Jurassic park prepping. That's why I'm getting fully prepped. Anyway, Ops Experts, thanks for being here with us today. You didn't hear my clapping, but Taran Just saw it. So that counts for something. Today we're gonna talk about prescriptions. No, I'm not trying to sell you drugs. I'm not trying to get you on some new GLP1. Like, don't worry, I'm not going that way with it. But I will say we're gonna talk about what is the prescription that every entrepreneur needs. Because I think that there's one out there that just is the medicine. Like it's the medicine that they need and that that will really help. And we're gonna talk today about what I think that is. To me personally, I feel like every entrepreneur that I've met, and I'd say that's probably 99.5%, there's a 0.5 out there, but it's very, very few. We've worked with dozens and dozens of high level entrepreneurs building multimillion dollar businesses. And the Achilles, the, the, the symptoms that need to be treated with a prescription that I've seen in all of them. Not actual medicine, I'm not talking about medicine. But what I've seen is a very consistent symptom for all of them is Shiny Object Syndrome. They're all over the place. Always something new, always something they're excited about. Some new mastermind they attended, some new seminar they went to, some new friend of theirs they're talking to some new piece of technology, some new business offer they want to try, some new person they want to hire, some new coach that they need. Like, it's always something new that they feed off this frenzy, which is fine for the entrepreneur, but it's not fine for his or her team because what it feels like is just continual, like shell shock. You just felt like you get thrown into the blender cycle of an entrepreneur when he comes every single Monday, she comes every single Monday with some new idea they're so freaking psyched about. It's the best idea they've ever had. And what they're indirectly telling you is everything you've been working on since last week, that was their last greatest idea they just had. The last biggest idea they just had is now all can be put off to the side. And now they want you to focus solely on this, which just keeps gives your team terrible whiplash. So the best prescription I can offer to any entrepreneur is consistent systems for your team, consistent systems for how you're doing meetings, how you're holding people accountable, how we keep front and center the things that we're supposed to be working on. Taryn Turner, what do you think about that?
- [03:51]
B
You Know, it's, it's similar to a piece of advice I always give people when I work a lot in the tech side of these companies. They're always saying, taren, what do you recommend? You know, we want to go to this, we want to switch to that. We got CRM, we got project management tool, we got a cart, we got a funnel page. What do you recommend for this? And I can give my thoughts and feelings because I have them. I've been in hundreds of these things. But the most important thing is sticking to it and adopting it. That will outlive any choice you make. Any project management tool you migrate to will not mean anything if nobody's using it, if it's not being adopted, if it's not a core part of the process. So it doesn't really matter what you pick. Just pick something, utilize it and stick with it.
- [04:33]
A
Yeah, I just had a, I just got a text this morning. It's so funny. And Darren, if you, if I told you who it was, you probably guessed who it is. He's been with us the very longest of all of our clients. I love him. The dude is just one of the funniest, best hearted dudes I know. But I just got a video from him this morning. This is, and this is how it happens every time. It's not just, it's not just Keith Yacki. It's like every single person that, that we work with t is that I got this video message from, from Keith and he's flying and he's doing a one day with a client and on this flight that he had done overnight, which means he's a little bit delirious, right? Cause he just did a red eye and he sent me this message and said hey, we, we need to change our entire tech stack. I was talking to this guy and we're going to move away from Click Funnels and away from ontraport and I want to move to ghl. So if you guys could jump on that and get that dialed in, that would be great for me because we're running ads and we think that there's an issue with deliverability or communication or like his reasoning on the back end. Whoever has told him that they think he needs to make a change, he got excited about he wants to make a change. Which great. Like if you want to change a tech stack, if you want to do whatever, but it's not a quick and easy, let's just flip the switch, right? There's pain point and implications in all those things. What are you selling where are they getting access? That whole work, where is that built out? You know, are we going to send them to, you know, a portal that's built out on one of these platforms that you want a dinosaur extinct? You know what I mean? So I think that as we talk about things, you get visionaries, they get excited, which is awesome. It's the energy that you need to keep a business driving forward. But I would say the best thing that I could tell you is communicate succinctly the same way every time with your people what you want to see done and then hold them accountable to it. Because if you don't, then everybody's whipped by the erratic chasing of the visionary. And that means you have a bunch of half baked projects that never get done. So the way that we always recommend that is consistent weekly meeting. Start there, right? Like consistent weekly meeting. Your team needs an operating system, right? EOS is something that we advocate for entrepreneurs Operating system. We feel like it's a great tool. Just like your phone needs an operating system to run, right? Just like Your iPhone needs iOS, your people need some sort of operating system to run from to make sure they're getting everything done that you pipe down to them. Now I think that some visionaries hear this and they're like, oh, we're going to talk about consistency and meeting structure. I mean, why don't you just punch me in the mouth twice and push me down a flight of stairs? Like that's not, that's not the energy that they want to bring, you know, to something like this, this conversation. But it's not for you, it's for your people because your people aren't wired like you. Your people need consistently, and thank God they're not wired like you because you would have a bunch of people going a bunch of different directions all the time. The whole thing would be chaos. You need to hire people that are probably wired differently than you so that you can drive down on one person. I would say an integrator who can then drive down to a system that frames up everything you're asking for so that everything you start has an ending turn. Do you have a thought on that?
- [07:17]
B
Yeah, I mean, I agree. I think those are all great recommendations. You're gonna see the most traction. That's the whole reason why it's called traction when you're adopting those. Yeah, it's, it's our bread and butter.
- [07:28]
A
I mean, we roll it out with every client that we start on and we're not an implementer. Like Gino has got a great process. He's got a great book called Traction like Taran just mentioned that has. It's the Bible. He doesn't withhold anything from you there. He gives you all of his tools for free online. You can grab any of the templates from online from Gino. I think it's awesome. So we're not implementers, right? There are people that you can pay money to come in and implement eos for you. We're just simply fractional integrators. Right. So we just help you once the framework is set up to really dial it in. And so we will come in and help people with level 10 meetings and running them for people and holding them and creating a scorecard for them and creating rocks, which is just the big projects you're trying to move in any given quarter that gets you to the end of your goal you want to hit. And then this is the part that I think that most visionaries hate, but it's so important for your team and that is talking through the issues like, what's the pain point we're feeling? How are customer what what's happening within customer experience? What's happening within our tech stack, what's happening within finance? What, what are the issues the different teams are feeling? And then from that issue, it's not just a plane fest. Like there's a to do that comes out of it after we've all decided what the answer is, what's the to do that comes out of it and when is that going to be done? You know, if it's something that's a week weekly to do, then you drop into the agenda list and then we hit it next week and say, hey Bill, did you get that thing done that we all decided on last week? Or is this a bigger project than that and needs to be added to the rock list? And maybe it's if you're in the middle of a quarter, that's not going to be until next quarter that we really get pull apart the meat and potatoes. But I think that having a way that you can triage pain, entrepreneurs are created to make pain for businesses. That's what I've determined. You need a measured, methodical way to work through the pain. Otherwise you're just inflicting wide open throttle pain on your people all the time. And what you experience is fall off. You experience people not able to run with you, you experience burnout, or you as an entrepreneur start cutting people because you feel like they can't keep up or they don't have the same kind of energy. As you're looking for. But what it really just means is that you need to work on your leadership and plug in an operating system that's going to be able to bear the load as you grow.
- [09:28]
B
Yeah, I think that's an interesting thing you pointed on that they create pain. You know, I think it probably stems from them trying to as they're successful. You realize most successful people have identified a pain point and have something people can need and utilize.
- [09:42]
A
That's right.
- [09:43]
B
To fix that pain point. And that's kind of their thought process and that's why they're successful. And so we just need to keep that oriented towards creating pain, towards business growth, not creating pain in the business.
- [09:55]
A
I think that that's 100% true, Taran. Like we as a people, as a species, I don't think that we enjoy change very much. Like, I don't think that most people are looking for everything to always be flipping over there in their life. Flip over, flip over, flip over, flip over. But entrepreneurs actually live a little bit in the chaos of that. Like they actually, I think, thrive on that energy of a lot of change. Right. They're always adapting, always striving for something new, always feeding on it, which is fine. But I think that you have to be able to throttle down on. Okay, but what's the biggest needle movers for where we're at in business right now and where do we want to be 12 months from now? Because if you continue to pick up and put down and pick up and put down and pick up and put down, you're losing speed over time because people have to recalibrate because most people are change adverse. Right. So it takes them a while to be able to even get on page with what you're talking about, to even understand what you've been stewing on for the last 20 hours before you're able to get on this call and really let your team have it with what you're thinking about. And I think that you have to have a method for the madness. Otherwise you burn out team which leads you to the next team and then there's like a three to six month growth period of your team's gotta calibrate to you, whoever it is, no matter how good they are, it's gonna take them some time to learn your processes, to learn your message, to learn your verbiage, your wording, your culture and how we're bringing that product to market. Right? So realize that the ROI on your people is high, like you. And if we just start cutting people, then all that investment that you made in the, all the return on investment just fell off and was flushed down the toilet. And then we're starting over again from ground zero to build back up again. And so if entrepreneurs could see, hey, traction probably doesn't feel sexy for you. Most visionaries don't read the book Traction. They read the book Rocket Fuel because it's about a quarter of the width. Right. It's a much shorter book and it's more bullet points than all the meat potatoes. It's the integrator, it's the operator that really loves traction. But if, if visionaries could see, if entrepreneurs could see, my team needs a system to be able to triage the pain, the pain that I'm causing, which isn't a bad thing because it's pain comes from stretching and change. That's okay. But they need a system to be able to process through that. Otherwise it's just bottled chaos. And then I'm actually creating my own ceiling because my people never are able to lift to the ceiling I need because I haven't given them the foundation that they need to be able to scale.
- [12:13]
B
Yeah, absolutely.
- [12:14]
A
So, Taran, we do if, if this sounds interesting to you at all, and maybe it's not interesting to you, but interesting for somebody that you think on your team, as you're listening visionaries, we did a whole like 30 minute training on this. It's at the Colab team forward slash ops dash Traction. I think that from there you can watch the 30 minute presentation I did and then we give you all of the assets that you're going to need to actually roll out, you know, a system for your people that's consistent, that's going to give you some traction. I would encourage you sending that to your operator, have them watch it, think about implementing it. Taren. Although I do think there are a lot of entrepreneurs out there who need to implement that. I think there are some entrepreneurs out there that have tried to implement that in the past and it gets boring. They're bored, they don't like it anymore. They tried it because they respected me, they respected someone they trusted who told them they needed to do it. But then they barely got into it and they probably tweaked it and twisted it and comboed it with some other system out there. And it's now some Frankenstein of what a weekly meeting's supposed to look like, what an operating system for their people supposed to look like. And then it becomes like cumbersome and they don't like that there's constriction to themselves on it. And so then they just, they ditch it by the side of the road or they're like driving like a flat tire down the freeway where it's like they're limping. A process that was designed to help them to streamline actually for them, but it actually has become something where it's kind of a choking point. And so I always suggest, hey, just like every iOS needs a system update, like how many times do we need an update that are coming onto our iPhones? Right. How many times do your app needs you to actually, you know, you need a new update because the app needs. There's some buggy things that we need to fix. I would say be checking in on the operating system of your people and make sure, hey, are we still living true to the framework we started at the beginning? Because if we make it abnormal, if we try and morph it to our culture, that's a very kind way of saying that we're not going to even use the system at all. We're actually going to just make it something we want it to be. It's not going to run as well. Like this is a EOS is a system that's been tried by hundreds of thousands of businesses worldwide. It's a great system and I would say stay true to tried and true. Like be careful of how many adaptations or bolt ons that you're putting onto this thing or stripping out of this thing because you can't expect the same results. Taran, you've seen that probably more than anybody else on the Codelab team. You've been here with me now going on 12 years. Like talk, talk a little bit about what you've seen of bolt ons adaptations. Frankenstein's from a system that is really pretty streamlined and simple as far as this. Yeah, Grow your ice pick. We're getting old.
- [14:36]
B
It's been a while. Yeah, definitely you see a lot of fatigue. You know, I think one of the downfalls, it's not really downfall though of these small, medium growing businesses is fast hustle culture. And so things can happen quickly. Which things. Things get lost quickly.
- [14:56]
A
That's right.
- [14:57]
B
Ghost apps, something we encounter every time we onboard into a client. Right, let's find your ghost apps, start cutting your costs immediately on those. Yeah, you just end up with some. It's the age old time of. We've just been doing so much work of the doing that we're not getting a lot of time in the documenting because things have just been going so quickly. Yeah.
- [15:20]
A
I think nobody loves to hear. I started a group on it actually on Facebook for people who want to have some, like, commitment in their life and like, hold people accountable to something. But it's called just be consistent. Nobody likes to hear that message, right? Nobody likes to hear, hey, I just need you to consistently, whether it's dieting, right? The reason why, like majority of diets fail is because we start getting inconsistent with it, right? The majority of time workouts fail is because we get inconsistent with it. Like, we're creatures of habit to. We don't like anybody to tell us, hey, you just need to consistently do the basic things and you're going to see some real lift. But your inconsistencies are actually slowing you down, you know? And so I, I would really encourage people to realize visionary. The two best tools I can give you is a weekly meeting structure, which is what EOS would call level 10, and your visionary integrator meeting. Like, those two things are the things you need most. Because the visionary integrator meeting is where you can just pipe into your OPS person all of your biggest ideas, all the things you want to do, everything that you keep bringing to your whole team. And your team is like, I just am a VA in the Philippines and I have nothing to do with what you just said, but you just talked about it for 45 minutes. Like it's a waste of time for the whole team to hear what you just, I know you feel about it. Find your, your integrator. You can just pipe all your information in and then let he or she be the one that goes to the team with that. In a way, that's a framework that they can digest, which is the level 10 meeting, right? So visionary integrator, I'd say meet with your, your integrator early in the week, right? And then sometime midweek, Tuesday, Wednesday, like have the, the, the level 10 meeting where the integrator that can then bring those things to the level 10 meeting and triage the pain. Hey, here are all the issues that visionary he or she, this is how they want them solved and that's how we plug them in. Or can be your resistance point too, right? Where they're like, hey, Mr. Visionary, Mr. Visionary. We already have three to five rocks for all of the team currently because we committed to those at the beginning of the quarter. I would love to add these things on the list of rock ideas for next quarter. Or if, like you just have a hole burning in your side for we have to do this now, that's fine. But realize something else has got to go an integrator that can bring up the rock list and say, hey, remember this? These are the 10 things that you said were really important to you just last week. Are these things still the same things? Because if we pull somebody off of this, we're going to have to pull somebody off of one of these things to get this new thing done. Help me prioritize this. And I would say visionary realize slow, steady progress is going to be what helps you to lift the lid. You know, I had a tell me just a couple of weeks ago that he wanted 10x his business this year. And I told him, hey, listen, I know your product is great and I know that you think you can sell it. It's very few people that I've seen be able to 10x scalability of their business in a year just because there's so many systems that have to be built out to be able to bear the load of 10x your customer count. And so just realize there's going to have to be active scale that's happening. How many people are we hiring to now support those new sales? How many systems are we having to put in place? Are the systems you have in place even able to bear 10x what you have right now? Like, it's a lot of things have to be considered in that. So I think just calibrating, give yourself a calibration, be consistent in the things that work, because slow and steady is actually going to be how you scale something. If you try and rapidly scale scale, there's a very good chance that you're going to have a pretty big fallout and it's going to be a lot of egg on your face. As you the business owner, the way that I like into it is foundations that scale is what we do here at Collab Team, we build foundations that enable you to scale. But if you don't lay those foundations, then your name is on the side of the building. Right? The Trump Tower has Trump's name right on the side of it. If that foundation isn't good when that thing falls, everybody in the world sees it fall and it's got his name on the side of the building, your name out of the building. So set good foundations, even if that seems boring. That's the prescription you need, that's the medicine that you need to take is consistent systems for your people. Don't try and make yourself something you're not, but also don't try and expect from your people things that is unrealistic. Taryn, did I cover that okay?
- [19:08]
B
Yeah. I mean I couldn't have said it better myself. I was about to say the same thing.
- [19:12]
A
I'm not sure about that because you can usually make things a lot more concise. I'm usually very verbose and that's why we compliment each other so good. Coach beard. That's how it works. So the collab team.com forward/ops-trction is where you can find those resources. And if you just would like help, you're more than welcome to reach out to us on any of our socials, Facebook, Instagram, TikTok. We'd love to help you with any of those things where you get stuck. So, Taryn Turner, thank you for joining me today. You're always an amazing co host and OPS experts. Thanks for joining us today. We'll see you next week here on ops. Love.
- [19:44]
B
Bye.
- [19:44]
A
Bye.